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F
Risks analysis [G4-14]
F.4
Financial markets risks
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Reputation risks
F.3.4
the credibility and image of the Group vis-a-vis its customers,
implementation of significant or sensitive projects, could affect
Media coverage of possible difficulties, especially related to the
activities.
and consequently, its ability to maintain or develop some
incidents.
appropriate level of management are performed in case of major
ensures that an appropriate response and escalation to the
A crisis management policy, at Group and Divisions levels,
Financial markets risks
F.4
include maturity and covenants leaving sufficient flexibility for
financial instruments. Terms and conditions of these loans
by long-term committed loans or other appropriate long-term
Atos’ policy is to cover fully its expected liquidity requirements
the Group to finance its operations and future developments.
described in section E.3.3 Financing policy of this document,
considers itself as being able to face future requirements. As
The Group proceeds to a specific review of its liquidity risk and
management of this document and in Note 23 to the
and credit risk are described in section E.4.7.3 Financial risk
exchange risk, market value of financial instruments, price risk
More details on liquidity risk, cash flow interest rate risk, foreign
consolidated financial statements (E.4.7.4).
The risk on shares is limited to treasury shares.
Riskmanagement activities
F.5
risks.
In addition to managing the risk embedded in each process, dedicated activities are also deployed for a transversal management of
Enterprise riskmanagement (ERM)
F.5.1
questionnaires, to collect their perception of the main risks, their
managers of the Group TOP 200 through workshops and
general management. The selected methodology involves the
A risk mapping is performed each year under the sponsorship of
(residual risk).
relative importance (inherent risk) and mitigation effectiveness
(stakeholders, natural disasters), the transformation & business
This assessment covers potential risks related to environment
positioning), operations (clients, people, IT, processes) and the
development (technology change, organization, market
information used for decision making (financial and operational).
milestones/timelines for follow-up and completion.
are designed at GBU and Group level, with assigned owners and
year to another. Improvement plans for the main residual risks
This recurring process, allows identifying evolutions from one
Committee of the Board of Directors.
deployed to manage the main risks, and presented to the Audit
Executive Committee, to ensure that appropriate measures are
Results are shared with general management and Group
In parallel, a Legal Risk Mapping (LRM) is also deployed to focus
environmental challenges. This process involves legal experts as
on Legal and Compliance aspects of risks – including
program of the Group.
well as key managers and is used as an input for the compliance