LensCrafters 2012 Annual Report Download - page 159

| 73 >REPORT ON CORPORATE GOVERNANCE AND OWNERSHIP STRUCTURE
To this end, the Board consults with the Control and Risk Committee, personnel within
the Risk Management and Compliance organization, the manager of the Internal Auditing
department and the Supervisory Board on the organizational model provided for by Italian
Legislative Decree no. 231/2001.
The foregoing is without prejudice to the supervisory and control duties, which are by law
reserved to the Board of Statutory Auditors, while the auditing is assigned to an external
auditing company in accordance with Italian regulations.
In the first meeting of the Board of Directors since its renewal, it confirmed the Chief Executive
Officer as the officer responsible for the internal control and risk management system.
In particular, it is the responsibility of the Chief Executive Officer to implement the
guidelines set by the Board, identifying the main risks to the Company, by planning,
implementing and managing the internal control system, and regularly assessing its overall
adequacy, efficiency and effectiveness. The Chief Executive Officer is also responsible for
the adjustment of the system to the changes in the operational conditions and of the legal
and regulatory framework through the support of the relevant corporate structures.
The Chief Risk and Compliance Officer (CR&CO) of the Group, who reports directly to
the Chief Executive Officer, was appointed in 2010, and is called upon to (i) work together
with the corporate functions of the Group through his/her organizational structure in order
to guarantee the implementation of an efficient risk management system and (ii) identify,
monitor and control the primary risks as well as the consistent alignment of processes,
procedures and, more generally, the conduct and corporate activities within the applicable
legal framework and Code of Ethics adopted by the Group. To fulfill these tasks the CR&CO
makes use of a Corporate Risk Manager, a Corporate Compliance Manager and similar
relocated structures, in particular, for the protection and coordination of activities in the U.S.
With regard corporate risk management, since 2011 the Corporate Risk Manager has
been implementing a new Enterprise Risk Management process based on the following
features and in line with the models and best practices recognized internationally:
• the definition of a Risk Model for the Group, which classifies the risk factors that may
compromise the attainment of corporate objectives (strategic, contextual, operative,
financial and compliance);
• the development of a risk assessment and risk analysis methodology to measure
exposures in terms of impact and probability of occurrence;
• the collection, analysis and aggregation of data and information necessary for processing
a Risk Report for the Group directed to the top management of the Company.
The process described above, which was devised to be implemented in cycles, involved
more than 70 business managers in 2011, meaning that the most significant risks the
Company is exposed to could be identified and specific actions to mitigate or analyze
these risks were performed or initiated in 2012. In 2012, the Enterprise Risk Assessment
process also extended its geographic and organizational scope, involving 52 people
across all the major areas of the Company. The Control and Risk Committee is regularly
updated on developments in the Group Enterprise Risk Management program and the
results of analysis and actions taken.