28.07.2013 Views

Dave Forsey Chief Executive 19 July 2012 - Sports Direct International

Dave Forsey Chief Executive 19 July 2012 - Sports Direct International

Dave Forsey Chief Executive 19 July 2012 - Sports Direct International

SHOW MORE
SHOW LESS

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

30 / THE BUSINESS REVIEW<br />

<strong>Chief</strong> <strong>Executive</strong>’s Report<br />

Risks and uncertainties<br />

The Board has a responsibility to govern the Group in the interest of the shareholders.<br />

The Board is responsible for deciding the objectives and the overall strategy for the<br />

Group and part of this involves taking risks. Risks are an inherent part of the business<br />

world, so to minimise the effect of potentially damaging effects to the Group, the<br />

Board ensures there is a framework of controls and robust procedures which allows<br />

risk to be monitored and managed effectively.<br />

The Group’s Approach to Risk<br />

The identification and management of risk is a continuous process,<br />

and the Group’s system of internal controls and the business<br />

continuity programmes are key elements of that. The Group maintains<br />

a system of controls to manage the business and to protect its assets<br />

with the development of contingency plans and rapid response to<br />

changing circumstances and does much to mitigate the risks facing<br />

the Group. The Group continues to invest in people, systems and in<br />

IT to manage the Group’s operations and its finances effectively<br />

and efficiently.<br />

The diagram below details the Group’s risk management process<br />

1. The risks are identified and evaluated<br />

2. Action is taken to manage the risk<br />

3. The practices are reviewed and monitored to limit the risk<br />

<strong>Executive</strong> management in each business within the Group is<br />

responsible for the identification, evaluation and management of<br />

the significant risks applicable to their areas of business.<br />

The members of the Board and Audit Committee are provided<br />

with details of the risks that have been identified and evaluated by<br />

<strong>Executive</strong> management, these are reviewed and monitored. The<br />

Board ensures that the appropriate arrangements are in place under<br />

which employees can raise concerns about possible financial or other<br />

impropriety which are then appropriately investigated.<br />

The Audit Committee assists the Board in fulfilling its oversight<br />

responsibilities, reviewing the reporting of financial and non-financial<br />

information to shareholders and the audit process, satisfying itself that<br />

appropriate systems of internal control and risk management are in<br />

place and are serving to identify and manage risk.<br />

The Group operates a Retail Support Unit which provides strong<br />

operational internal audit services in the Retail division, and there<br />

are procedures in place in the Brands division to monitor and<br />

control licensees.<br />

The auditors attend all meetings of the Audit Committee, save<br />

for those parts of any meeting when the Committee reviews the<br />

performance of the auditors and when the Committee is having<br />

separate discussions with the Group Finance <strong>Direct</strong>or.<br />

With the exception of Heatons, the Group’s only material associate,<br />

the Group’s system of internal control and risk management and<br />

its effectiveness is monitored and reviewed by the Board, the Audit<br />

Committee and management. The Board believes that the Group has<br />

maintained throughout the Year and up to the date of approval of the<br />

annual report and accounts an effective embedded system of internal<br />

control and has complied with the Turnbull guidance.<br />

The systems of internal control and risk management are designed<br />

to manage, rather than eliminate, the risk of failing to achieve<br />

business objectives.<br />

Risk Policies and Procedures<br />

Business plans and budgets for each business include financial<br />

and strategic targets against which performance is monitored.<br />

Monitoring includes the examination of and changes to rolling annual<br />

and quarterly forecasts, monthly measurement of actual achievement<br />

against key performance targets and plans, and weekly reviews<br />

of performance.<br />

The Group has clear procedures for the approval and control of<br />

expenditure. Strategic investment decisions involving both capital<br />

and revenue expenditure are subject to formal detailed appraisal<br />

and review according to approval levels set by the Board. Operating<br />

expenditure is controlled within each business with approval levels for<br />

such expenditure being determined by the individual businesses.

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!