REG - Burberry Group PLC - Annual Financial Report <Origin Href="QuoteRef">BRBY.L</Origin> - Part 3
- Part 3: For the preceding part double click ID:nRSF2724Hb
Specialist teams at corporate and regional level, supported by third-party
specialists where required, are responsible
forensuringemployeesareawareofregulationsrelevantto theirroles.Assurance processes
are in place to monitor compliance in
anumberofkeyriskareas,withresultsbeingreportedtothe management Risk Committee and
Board AuditCommittee.
in anenvironment TheGroup'sBrexitSteeringCommitteewillkeepunder
where publicsector review any regulatory requirements arising fromBrexit.
debt is often highand
tax revenues arefalling.
Change in level ofrisk Strategiclink
No materialchange All keystrategies
FailurebytheGroupor A failure to act appropriately couldresult Anumberofinitiativesareinplace,ledbytheCorporate
associated thirdparties inpenalties,adversepresscoverageand Responsibility function. These include thecontinuing
to act inaccordance reputational damage with a resultingimpact activities set out in the Responsibility section onpages
with ethicaland on revenue andprofits. 47 to51.
environmentalstandards.
Change in level ofrisk Strategiclink
No materialchange All keystrategies
Over-reliance TheGroupreliesonanumberofvendors TheGroupcontinuestoevolveitssupplychainorganisational
on keyvendors. inkeyproductcategories.Failureofthese designtodevelopitsmanufacturingbasetoreduce
businesses to deliver products orservices dependenceonkeyvendors.TheGroupisextendingits
would have a significant impacton business continuity planning framework to key vendorsin
businessoperations. specific business operations to minimise the impact ofan
incident affecting thosevendors.
Change in level ofrisk Strategiclink
No materialchange Product Focus, Productive Space,E-Commerce
Leadership
The Group'sITsystems and operational infrastructure are critical to its operationandthe delivery of products, services and market communicationstoitsconsumers. Change in level of risk No materialchange A failure in these systems could have a significant impact on the Group's operations andreputation.The Group also relies on a small number of vendors of specialist digital and IT services, thereby concentrating the impact of thisrisk. StrategiclinkAll keystrategies TheGroup'sITsystemsandinfrastructurecontinuetoreceive substantial Audit
Committeefocus.A number of controls to maintain the integrity
andefficiencyoftheGroup'sITsystemsareinplace,includingrecoveryplans
whichwouldbeimplementedintheeventofamajorfailure.Theserecoveryplansaretestedonaregula
rbasis.The Group has continued to strengthen its internal Digital
andITteamsandactivelymanagesdependencyonexternal specialistservices.
The Group operatesin Typicalpotentialrisksfacedinthesemarkets The Group uses the services of professional consultantsto
a number ofemerging include:seizureofassetsorstaff,business adviseonlegalandregulatoryissueswhenenteringnewmarkets,
markets whichare associate practices that areinconsistent toundertakeduediligenceandtomonitorongoingdevelopments.
typically morevolatile withtheGroup'sethicalstandardsandthe Where appropriate, the Group seeks to work withfranchisees
than developedmarkets, UK regulatory environment, andincreased or partners who compensate for its relative lack ofexperience
and are subjectto operationalcostsduetocountry-specific inanumberofthesemarkets.
changingeconomic, processes driven by the operatingor
regulatory, socialand regulatoryenvironment.
politicaldevelopments
that are beyondthe
Group'scontrol.
Infrastructureand
services alsotend
to be lessdeveloped.
Change in level ofrisk Strategiclink
No materialchange Productive Space, E-CommerceLeadership,
OperationalExcellence
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