Source:https://www.coca-colahellenic.

com/en/about-us/corporate-governance/risk-
management

1. How will you describe Coca Cola HBC’s risk management process?

They use a comprehensive cycle approach to continually find, assess, manage, and
escalate risks and opportunities, which they compare to the risk universe in which they
operate. They strive to reduce their vulnerability to unforeseen occurrences and identified
risks while also establishing a stable environment in which to achieve their strategic goals.
They also analyze their surroundings on a regular basis to spot developing hazards that may
not be affecting their firm right now, but could in the future. They can make better decisions
and turn potentially unfavorable events into opportunities by identifying and evaluating
developing risks early on.

2. What are the key features of Coca Cola HBC’s enterprise-wide risk management?

The key features of Coca Cola HBC’s enterprise-wide risk management system are:

 Group statements on strategic direction, ethics and values

 Clear business objectives and business principles
 A formalized risk management policy
 A clearly defined risk universe aligned to their strategic growth pillars:

1.   Leverage their unique 24/7 Portfolio

2.   Win in the marketplace

3.   Fuel Growth through Competitiveness and Investment

4.   Cultivate the Potential of Their People, and

5.   Earn Their License to Operate

 Integration of risk management into their business planning processes, including

project management and new product development
 A structured and continuous process to identify and evaluate significant risks to
the achievement of business objectives
 Implementation and oversight of management processes to mitigate significant
risks to an acceptable level
 Implementation of strategies to further embed risk management into the
cultural fabric of the business
 Continual monitoring of their internal and external environment for factors that
may change their risk profile
  Identification, evaluation and monitoring of emerging risks
 Integration of risk management into their third-party management processes,
which includes a comprehensive due diligence process for compliance matters in
connection with mergers, acquisitions, JVs partnerships, and other investments,
aimed at reviewing policies and procedures, including relevant monitoring and
enforcement activities, current and past, which the target entity has in place.
This concerns any legislation relating to:
o Anti-bribery and Corruption,
o Sanctions and Export Controls,
o Anti-money laundering,
o Supply chain due diligence,
o Human rights including modern slavery, human trafficking, and child
labor 
 A regular review of both the type and the amount of external insurance they
purchase and the role of their captive insurance entity, with reference to the
availability of cover and cost (this is measured against the likelihood and
magnitude of the identified risks).

3. What is the impact of Covid-19 in Coca Cola’s risk management process?

CCHBC, like many other firms, has been looking for ways to provide their employees
with more flexible working arrangements and possibilities to improve work-life balance.

Many of their individuals have been compelled to work from home as a result of the
Covid-19 epidemic. As a result, many of their employees have had to make considerable
changes to their work and personal life in a short period of time.

Many of their employees have reported favorable experiences and desire to continue
working from home, at least in part, when they escape from Covid-related constraints.

They're also aware of some of the disadvantages of working from home, such as feelings
of loneliness and difficulty finding suitable working circumstances. This creates concerns
about their employees' mental health as well as the possibility of lost productivity.

Through its Employee Assistance Program (EAP), the company has provided and will
continue to provide further mental health support to its employees.

The company is developing strategies for the gradual implementation of longer-term

modifications to working arrangements following the pandemic, including support for safe
and productive working conditions.