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The global economic crisis is the driver in part of rapid and far-reaching socio-economic and environmental changes in today's society. These changes also affect business activity and encourage companies to adopt sustainability as a business imperative which is closely linked to their ability to generate trust among their stakeholders. Companies are focusing their efforts not only on including sustainability in their business strategy, but also on attempting to introduce it throughout their supply chain.
Gamesa aims to lead this change, gearing the energy model towards a low-carbon, competitive economy, reducing uncertainty surrounding future energy solutions and shoring up renewable energies' credibility. To this end, the company offers technological solutions for the generation of clean, lasting energy which can be produced anywhere.
Gamesa views the challenges arising from these changes in terms of competitive advantages, leveraging its targets and 2013-2015 Business Plan, Corporate Social Responsibility (CSR) strategy and business risk control model.
Gamesa's CSR strategy operates in conjunction with the 2013-2015 Business Plan to make CSR a foundation for boosting the company's perceived value. This strategy and its areas of action are intended to enhance the recognition of a distinctive, unique business and management model which is committed to value creation and sustainable development.
This strategy is based on three strategic priorities:
Gamesa's policy for control and management of risks and opportunities establishes the foundation and overall context for all elements of risk control and management, providing discipline and structure for the risk management philosophy, risk identification model, evaluation, assessment and control of risks/opportunities, level of accepted risk, communication, reporting and oversight by the Board of Directors, integrity, ethical values, competencies and allocation of responsibilities.
The company has a system for the control and management of risks and opportunities, which considers and groups risks into the following categories:
The methodology applied takes the form of a quarterly updated corporate risk/opportunities map, while financial, fiscal, operating, strategic, legal and other risks specific to key activities, processes, projects, products and services throughout the business are monitored on a monthly and/or quarterly basis (according to whether they are classed as high or moderate risk).
The Audit and Compliance Committee and Internal Audit Department (Business Risk Control) oversee internal control and risk management systems.
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