Chief Audit Executive



She holds a Degree in Business Economics from Università Cattolica of Milan and is a Certified Accountant (Revisore dei Conti and Dottore Commercialista).

She started her career at Arthur Andersen in 1994 as External Auditor and Consultant for financial and insurance companies, with several roles from junior Auditor to Manager.
She joined UniCredit in 2000, as Deputy of the Head of Group Audit for banking subsidiaries; she held various managerial positions in Internal Audit.
From 2008 to 2010 she worked for a medium-sized Italian Banking Group as Head of Internal Audit.
In 2011 she was appointed General Manager and in 2012 CEO of UniCredit Audit, subsidiary specialized in auditing services and was also responsible for Country ltaly Network Audit.
In October 2014 she was appointed Head of Group Audit.
Since September 2016 she is the Chief Audit Executive of UNICREDIT GROUP. She is responsible for Audit activities and is the Head of the Internal Audit Competence Line.


 11:40 - 12:30 (04/10/2018)

 ROOM N101

(ROOM N101) C.S 1.3. Providing assurance through culture risk. The UNICREDIT GROUP experience

Behaviors of senior management and employees of organizations in the day-by-day activities are a direct consequence of risk culture of the organization. The embedding of corporate values and a sound risk culture envisage the fulfillment of a proper risk taking and contribute to add value to the organization.

A robust risk culture among others:

- impacts positively on the viability and sustainability of the company as it contributes to achieve the planned strategic objectives by a more timely identification and management of vulnerabilities and emerging risks;

- facilitates the achievement of stakeholders expectations, contributing to safeguard interests of different counterparts and investors, by consolidating the reputation of the company;

- facilitates the alignment between a sound management of risks and rewards systems with positive effects on the commitment of management and employees;

- boosts the efficiency of the organization contributing to strengthen the internal control system with a potential reduction of costs (e.g. costs related to control activities and operational losses) and improvement of operational flows.

Investing in risk culture represents a long standing benefit for the company and represents more and more frequently a core priority of the governance of the banks becoming, a fundamental component of governance effectiveness itself.







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