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RISK MANAGEMENT

ROTO's risk management can be characterized as risk averse. ROTO evaluates the risk from time to time and decides based on the outcome whether the existing policy can be continued or whether adjustments are necessary.

Key Theme Risks

ROTO's risk management can be characterized as risk averse. ROTO evaluates the risk from time to time and decides based on the outcome whether the existing policy can be continued or whether adjustments are necessary.

Key Theme Risks

􀁷 INCREASED RISK

􀁕 RISK REMAINED UNCHANGED

􀁹 DECREASED RISK

􀁹 SAFETY FIRST

Strategic, people and operational

Continuous management focus on building safety awareness and behaviour. By promoting diversity and inclusiveness all our Family members should feel safe to be who they are, which helps their own well-being and operational continuity.

􀁷 CYBER SECURITY

IT and operational

Risk of infringement of unauthorised access. Strict access procedures and continuous enhancement of our IT systems and platforms. Execution of pentests by third parties contributing to additional measures.

􀁕 FRAUD AND CORRUPTION

Strategic and operational

Risk of breach of internal procedures. Business code of conduct is in place which is propagated by the top of central and local management. The risk relates to a breach of internal procedures. There are strict procedures for approval of all financial transactions.

􀁷 GEOPOLITICAL SITUATION

People, operational and sales

Risk of geopolitical instability. Special attention and support for our Ukrainian Family members and their loved ones. Business with Russia has been ceased.

􀁷 SUPPLY CHAIN

Sales and operational

Risk of supply chain disruption leading to unpredictable availability of resources for the stakeholders of our ROTO Ecosystem, i.e. suppliers and customers.

􀁷 COMMODITY PRICES

Sales and operational

Risk of commodity price volatility. For zinc and steel: partly covered by mix of group activities. Focus of sales force on agile pricing by enforced management attention.

􀁷 ENERGY PRICES

Sales and operational

Risk of energy price volatility. Daily monitoring energy market price level. Partly offset by procurement strategies. Energy price disruption is passed on in sales prices.

􀁕 REPUTATION

Strategic

Risk of breach of internal procedures. Building an integrated system based on the SDGs and measured in our ROTO dashboard and living our core values.