We consider a range of risks in our overall enterprise riskmanagement and have included disclosures on key emerging risks in this report to demonstrate their alignment with our sustainability-linked material topics. Please refer to pg. 45 in this report for a breakdown of key emerging risks. For more comprehensive information about our risk categories and mitigation action plans, please refer to pg. 94-106 in our 2021 Annual Report. North America and Mexico iPET Business Continuity Plan Highlights We developed a BCP for our North America and Mexico integrated PET (iPET) business which is one of our largest portfolios and a key point in our supply chain. The aim is to put in place recovery strategies which will improve agility in our operations as well as effectively manage supply chain disruptions. The BCP for some of IVL’s key support functions, such as Global Business Services, was also completedwith an established‘disaster recovery’ plan identifying key systems and applications. Focused on long-term sustainability and exploring the environmental, social, and governance consequences of our operations. Conducted a scenario analysis while referring to TCFD recommendations as climate change guidelines which covers the impacts on our production, revenue, and EBITDA. Purpose Scope Frequency Covers the analysis of sustainability strategies, operations and the environment including water stress analysis, shadow carbon pricing analysis, financial sensitivity, and reputation. Conducted on a semi-annual or annual basis at the corporate level. A sensitivity analysis plays a pivotal role in eliminating uncertainties concerning the future of our business bymodeling risk potential and decisions. Business Continuity Planning (BCP) In this current volati le, uncer tain, complex, and ambiguous business environment, our Business Continuity Management (BCM) framework safeguards the interests of our business and key stakeholders, including our reputation and value-creating activities. We embedded an ISO 22301-compliant BCM framework within IVL to reinforce preparedness, effectively adapt to different scenarios, and ensure business continuity with regular testing, thereby, strengthening our strategies and planning in the process. Effective BCM ensures we can still operate in the event of a disaster while preserving our corporate reputation and revenue. Rapid and significant changes in the business environment and rising expectations from stakeholders were the push factors in adopting a risk operatingmodel approach by integrating Enterprise Risk Management (ERM) and BCM to accelerate risk maturity across an increasingly integrated business value chain. SENSITIVITY ANALYSIS 65 SUSTAINABILITY REPORT 2021 Responsible Business and Effective Governance Driving Sustainable Value Creation and Growth Towards Net Zero Carbon Empowering Our People and Communities Global Performance Data GRI Standard Content Index
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