DATALOGIC S.P.A.

ANNUAL REPORT ON
CORPORATE GOVERNANCE AND OWNERSHIPSTRUCTURES
2015

Board of Directors
4 March 2016
0

GLOSSARY
Corporate Governance Code: the Corporate Governance Code approved in July 2015 by the Corporate
Governance Committee and sponsored by Borsa Italiana S.p.A., ABI, Ania, Assogestioni, Assonime andConfindustria.
C.C.: Italian Civil Code.
Board: the Board of Directors of the Issuer.
Reporting date: 4 March 2016.
Datalogic/Company/Issuer: Datalogic S.p.A.
Consob Issuers’ Regulation: Regulation issued by Consob under Consob Resolution 11971/1999 (andamendments thereto) governing issuers.
Consob Market Regulation: Regulation issued by Consob under Consob Resolution 16191/2007 (andamendments thereto) governing markets.
Consob Regulation on Related-Party Transactions: Regulation issued by Consob under Consob Resolution
17221 of 12 March 2010 (and amendments thereto) governing transactions with related parties.
Report: Report on Corporate Governance and Ownership Structures of Datalogic, prepared in accordance with andfor the purposes of article 123-bis of the Consolidated Law on Finance.
Consolidated Law on Finance: Italian legislative decree 58 of 24 February 1998 (and amendments thereto).

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CONTENTS
1.

ISSUER PROFILE .......................................................................................................................................................... 4

2.

INFORMATION ON OWNERSHIP STRUCTURES ........................................................................................... 6

3.

COMPLIANCE ..............................................................................................................................................................10

4.

BOARD OF DIRECTORS..........................................................................................................................................11
4.1.

Appointment and replacement of directors ................................................................................................................ 11

4.2.

Composition ..................................................................................................................................................................... 15

4.3.

Role of the Board of Directors ..................................................................................................................................... 18

4.3.1.

Meetings and pre-meeting briefings.............................................................................................................................18

4.3.2.

Functions of the Board of Directors ...........................................................................................................................19

4.3.3.

Board performance evaluation .....................................................................................................................................23

4.3.4.

Article 2390, Civil Code .................................................................................................................................................24

4.4.
4.4.1.

Delegated officers ............................................................................................................................................................ 24
Chairman and Chief Executive Officer.......................................................................................................................24

4.5.

Other executive directors ............................................................................................................................................... 26

4.6.

Independent directors ..................................................................................................................................................... 27

4.6.1.

Independent directors’ meetings ..................................................................................................................................28

4.7.

Lead independent director ............................................................................................................................................. 28

4.8.

Key management personnel .......................................................................................................................................... 29

5.

CORPORATE INFORMATION MANAGEMENT............................................................................................31

6.

BOARD COMMITTEES.............................................................................................................................................32

7.

CONTROL, RISK, REMUNERATION AND APPOINTMENT COMMITTEE (“COMMITTEE”)....33
7.1.

Composition ..................................................................................................................................................................... 33

7.2.

Tasks and functioning of the Committee .................................................................................................................... 33

7.3.

Activities in the year ........................................................................................................................................................ 36

8.

REMUNERATION POLICY .....................................................................................................................................40

9.

INTERNAL CONTROL AND RISK MANAGEMENT SYSTEM..................................................................41
9.1.

Introduction...................................................................................................................................................................... 41

9.2.

Risk management and internal controls in the financial reporting process. Introduction. ................................. 412

9.2.1.

Methodological approach. .............................................................................................................................................429.2.2.

Risk management and internal control stages in the financial reporting process ................................................43

9.3.

Director in charge of the internal control and risk management system ............................................................... 45

9.4.

Head of Internal Audit ................................................................................................................................................... 46

9.5.

Compliance programme as per Italian Legislative Decree 231/2001 ..................................................................... 48

9.5.1.

Supervisory Body ............................................................................................................................................................49

9.6.

Independent auditor ........................................................................................................................................................ 50

9.7.

Manager responsible for preparing the Company’s financial reports ..................................................................... 50

9.8.

Coordination of entities involved in internal control and risk management ......................................................... 52

10.

DIRECTORS’ INTERESTS AND RELATED PARTY TRANSACTIONS ...................................................54

11.

BOARD OF STATUTORY AUDITORS ................................................................................................................55

11.1.

Appointment of statutory auditors ............................................................................................................................... 56

11.2.

Composition ..................................................................................................................................................................... 59

11.2.1. Activities of the Board of Statutory Auditors ............................................................................................................60
12.

INVESTOR RELATIONS ..........................................................................................................................................62

13.

SHAREHOLDERS’ MEETINGS..............................................................................................................................63

14.

CHANGES FOLLOWING THE CLOSE OF THE YEAR................................................................................64

15.

TABLE 1a: OWNERSHIP STRUCTURE ...........................................................................................................65

16.

TABLE 1b: SIGNIFICANT SHAREHOLDINGS ..............................................................................................65

17.

TABLE 2: STRUCTURE OF THE BOARD OF DIRECTORS AND ITS COMMITTEES ..................67

18.

TABLE 3: STRUCTURE OF THE BOARD OF STATUTORY AUDITORS ............................................693

1. ISSUER PROFILE

Datalogic (and the corporate group it heads) is a worldwide leader in the automatic data capture and industrial
automation sectors. It is a major manufacturer of bar code readers, mobile computers, sensors, vision systems andlaser marking devices. Datalogic provides innovative solutions for a vast range of applications, designed for theretail, transport and logistics, manufacturing and healthcare sectors. With products used by over one-third of
supermarkets and retail outlets, airports, postal services and logistics carriers worldwide, Datalogic is unique in its
ability to provide solutions that simplify and improve our lives.
Datalogic S.p.A. has been listed on the STAR segment of the Italian Stock Exchange since 2001.

Datalogic places great importance on the suitability and proper functioning of its corporate governance system,
investing great care and effort in updating it decision-making and control procedures on the basis of national andinternational best practice in corporate governance.
Datalogic’s traditional corporate governance system, shown in the flowchart below, is inspired by the principles offairness and transparency in management and information, which it achieves through an internal control processthat continuously assures the effective implementation and effectiveness of those principles.

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2. INFORMATION ON OWNERSHIP STRUCTURESa) Share capital structure
The Company has a share capital, subscribed and paid-in, of €30,392,175.32, divided into 58,446,491 ordinary shareswith a par value of €0.52.
At the reporting date, no financial instruments had been issued carrying an option to subscribe new rights.
The Company does not presently have in place stock-based incentive plans.
For more information see table 1.
b) Securities transfer restrictions
There are no restrictions on the transfer of securities.
c) Significant shareholdings
Investors with shareholdings carrying voting rights representing more than 2% of the share capital, as reported byConsob, are shown in table 1.
d) Securities carrying special rights
No securities exist entitling the holder to special controlling rights.
The Issuer’s articles of association do not contemplate the issue of shares with multiple voting rights or preferential
voting rights.
e) Employee shareholdings: mechanisms for the exercise of voting rights
No mechanisms are in place for the exercise of voting rights attaching to shares held by employees in the event thatthe rights are not exercised directly by the holders.
f) Restrictions on voting rights
There are no restrictions on voting rights.
g) Shareholders’ agreements

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The Issuer is not aware of any agreements between shareholders as per article 122 of the Consolidated Law on
Finance.
h) Change of control clauses and by-laws concerning takeover bids
Change of control clauses
Premised that, at the reporting date:(i)

Hydra S.p.A., for the intents and purposes of article 2359-C.C., holds a direct controlling interest in
Datalogic, as it is the majority shareholder with the majority of voting rights at the Ordinary
Shareholders’ Meeting;(ii)

Hydra S.p.A., for the intents and purposes of articles 2497 et seq.-C.C., does not exercise direction andcoordination over Datalogic;(iii)

there is no entity that can exercise direct or indirect control over Hydra S.p.A.

the only agreements that contemplate the renegotiation of contractual terms and conditions in the event of a changeof control over Datalogic are, essentially, medium/long-term bank loan agreements made directly by the Issuer.1
By-laws concerning takeover bids
The articles of association of Datalogic do not contemplate departures to the provisions of the Consolidated Law
on Finance governing passivity rules or the application of the neutralisation provisions contemplated by article 104bis of the Consolidated Law on Finance.
i) Authority to increase share capital and authorisations to purchase treasury shares
Authority to increase share capitalAt the reporting date, no mandates existed authorising the directors to issue new rights increasing the share capital,as per article 2443-C.C.
The Board of Directors is not authorised to issue participatory financial instruments.
Authorisations to purchase of treasury shares

1

For additional information on the loan agreements, please see the 2015 Annual Financial Report, published by Datalogic in accordance with article 154-ter of the Consolidated Law
on Finance, available on the corporate website www.datalogic.com..

7

At the reporting date, the Board of Directors of Datalogic is authorised to purchase and sell treasury shares under
the terms of the shareholder resolution approved on 28 April 2015. For further information, see the relevant
resolution, published on the corporate website www.datalogic.com.
At 31 December 2014, the Company held a total of 192,093 treasury shares, equal to approximately 0.3% of theshare capital; at 31 December 2015 the Company held 274,610 treasury shares, equal to approximately 0.47% of theshare capital.
j)Direction and coordination (as per articles 2497 et seq.-C.C.)

At the reporting date, Datalogic is not subject to the direction and coordination of Hydra S.p.A., as defined by andfor the intents and purposes of articles 2497 et seq.-C.C.
In this regard, we report that at the Board meeting held on 7 May 2015, the Board of Directors deemed thepresumption of article 2497-sexies C.C. not to be applicable, given the absence of direction and coordination by theparent company Hydra S.p.A. over the subsidiary Datalogic, insofar as Hydra is purely a financial holding company
and that the following indicators (established by statute and the precedents of case law), by which control andcoordination may be presumed to exist, do not hold:- interlocking directorates between the parent company and the subsidiary;- an incisive role played by the parent company in determining intragroup collateral agreements;- an incisive role played by the parent company in determining strategic plans for the entire group;- an incisive role played by the parent company in determining budgets for the entire group;- an incisive role played by the parent company in determining the risk profiles of group companies;- an incisive role played by the parent company in determining codes of conduct and policy applicable to
the group;- an exchange of personnel between the parent company and the subsidiary;- the existence of a centralised decision-making process for the selection, training, recruitment andorganisation of the workforce;8

- the existence of contractual arrangements between the parent company and the subsidiary, theestablishment and continuation of which are essential for the subsidiary’s ability to continue as a going
concern;- the existence of guidelines or directives “imposed” by the parent company concerning the identificationand planning of market strategies and the extraordinary finance operations (mergers and acquisitions,disposals, etc.) of the subsidiary;- a centralised treasury service or other “financial assistance” functions performed by the parent company;- a lack of independent bargaining power in relation to the subsidiary’s dealings with customers, suppliers,
banks or other entities;- a lack of autonomy or independence in relation to decision-making by the subsidiary’s board of
directors.
At the reporting date, for the intents and purposes of articles 2497 et seq.-C.C., Datalogic exercises direction andcoordination over the direct and indirect subsidiaries belonging to the Datalogic Group, as identified in the Annual
Financial Report at 31 December 2015.
k) Indemnities for directors in the event of resignation, unfair dismissal or termination following a
takeover bid
For information see the Company’s Report on Remuneration, available on the corporate website
www.datalogic.com.
l)Amendments to by-laws

Amendments to the Company’s articles of association are subject to the provisions of law.
m) Rules applying to the appointment and replacement of directors
For information see the “Board of Directors” section of this Report.

93. COMPLIANCE

Datalogic endorses the Corporate Governance Code for Listed Companies sponsored by Borsa Italiana, publishedon the website www.borsaitaliana.it.
On 5 November 2015, by resolution of the Board of Directors, Datalogic formally endorsed the most recent
version of the Corporate Governance Code, dated July 2015.
Since the Issuer is, at the reporting date, a company listed on the STAR segment, it is subject to the specificrequirements set forth in the “Rules for Markets Organised and Managed by Borsa Italiana S.p.A.” and in theInstructions providing additional requirements necessary to attain and maintain STAR listing.
This Report has been prepared taking into account the reporting format provided by Borsa Italiana.
At the reporting date, neither the Issuer nor any of its subsidiaries of strategic significance are subject to provisionsof non-Italian law which could influence the corporate governance structure of the Company.

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4. BOARD OF DIRECTORSIn line with the model of a traditional corporate governance system, the Board of Directors is tasked with thestrategic steering and oversight of all company business and is invested with powers to steer management as a wholeand directly intervene in a series of key decision-making processes that are essential or useful for the pursuit of thecorporate purpose.
In performing its tasks, the Board of Directors is assisted by a special committee of directors, tasked with analysis,
advisory and consultative functions.
At the invitation of the Chairman and Chief Executive Officer, key management personnel may take part in Board
meetings to report on the operations of the Company and the corporate group it heads. It is generally consolidated
practice for the Group Chief Financial Officer, Group Chief Technology Officer, division CEOs and the Secretaryof the Board to attend Board of Directors meetings. Other management personnel may be invited from time to time
to attend single meetings for the discussion of specific items of business.

4.1. APPOINTMENT AND REPLACEMENT OF DIRECTORS
Article 15 of the articles of association states that the Company’s Board of Directors is to consist of a minimum of
three and a maximum of 15 members, either shareholders or non-shareholders, who may hold office for a
maximum of three financial years, as established by the shareholders in the resolution of appointment. Board
members are to be appointed through a “slate voting system”, with the appointment of at least one director fromthe minority list in the event that at least two slates of candidates are nominated for election.
Slates nominated for election by shareholders are to be signed by the nominating shareholders and filed at Company
headquarters for inspection by anyone who should so request at least 25 days before the scheduled date of the
Shareholders’ Meeting; the slates are to be made available to the public at large at Company headquarters, on the
Datalogic corporate website and through the other channels contemplated by Consob at least 21 days prior to thedate of the Shareholders’ Meeting.

11Each shareholder may nominate or participate in the nomination of only slate, and each candidate may be
nominated on one slate only or will otherwise be deemed ineligible.
Each right-holder is entitled to vote for one list only.
Shareholders forming a voting syndicate may nominate or participate in the nomination of only one slate and may
not vote for other slates.
Directors may be re-elected to office.
Only shareholders who jointly or severally hold shares with voting rights representing at least 2.5%, the minimum
figure contemplated by Consob regulations,2 of the share capital entitled to vote at the Shareholders’ Meeting may
nominate slates; nominating shareholders are required to demonstrate that they hold the necessary number of sharesrequired for the nomination of a slate no later than the deadline set by the Company for the publication of slates (21days prior to the date of the Shareholders’ Meeting).
In accordance with the articles of association, each slate of candidates (maximum 15 candidates, each progressively
numbered) is to include at least one independent candidate, or at least two independent candidates if by resolutionof the shareholders the number of Board members is set at above seven, without prejudice to the requirements ofarticle 147-ter(1) of the Consolidated Law on Finance concerning the balance of genders represented.
In consideration of Datalogic’s STAR segment listing by Borsa Italiana and the Company’s endorsement of the
Corporate Governance Code sponsored by Borsa Italiana, in the event that the Board consists of:(i)between 9 and 14 members, it is expected that three of the candidates nominated should be
independent candidates;(ii)

15 members, it is expected that four of the candidates nominated should be independent
candidates.

Together with each slate, a statement of acceptance of nomination by each single candidate is to be filed, along withstatutory declarations from each candidate stating that they satisfy the eligibility and compatibility criteria and thespecific requirements contemplated for office holders.

2

See Consob Resolution 19109 of 28 January 2016, which sets the minimum shareholding for the 2015 financial year required for the nomination by shareholders of a slate ofcandidates for election to a governance body of Datalogic S.p.A. at 2.5% of the share capital entitled to vote at the Shareholders’ Meeting.

12The articles of association do not contemplate additional independence criteria over and above those set forth by
the Consolidated Law on Finance for members of the governance body or experience requirements for the office of
director.
Nevertheless, given the Company’s endorsement of the Corporate Governance Code and its STAR segment listing,it is expected that shareholders should nominate as independents only candidates who qualify as such in accordancewith the Corporate Governance Code.
Together with the statement of acceptance and statutory declaration of each candidate, a resume is to be filed foreach candidate showing his or her personal experience and professional background, with an indication given of thecandidate’s eligibility to qualify as an independent director under the requirements of law and the criteria endorsedby the Company.
Slates that are filed without fulfilling the aforementioned requirements will not be accepted.
Directors are appointed according to the following process:a)

all the candidates, except one, taken in progressive order listed, on the slate receiving the highest number ofvotes cast by those entitled to vote, are appointed to the Board;b)

the remaining appointment is given to the first candidate, as progressively listed, on the slate receiving thesecond-highest number of votes and which is no way, whether directly or indirectly, connected with theshareholders entitled to vote who nominated or voted for the slate of candidates receiving the highest numberof votes identified in point a).

For the purposes of appointing directors, slates that do not receive a percentage of votes equal to at least half of theshare capital percentage required by the articles of association for the nomination of a slate are not taken into
consideration.
Where the candidates elected to the Board under the aforementioned procedure do not satisfy the gender balance
requirement contemplated by article 147-ter(1) of the Consolidated Law on Finance, the last elected candidates ofthe over-represented gender, as listed in progressive order on the slate receiving the highest number of votes, will be
substituted one by one by non-elected candidates of the under-represented gender from the same slate, as listed inprogressive order, until the gender balance required is established.

13

Similarly, in the event that the Board of Directors consists of more than 7 members, where the candidates elected to
the Board do not include a sufficient number of candidates satisfying independence criteria, as required by law andthe articles of association, the last elected candidate not qualifying as an independent (or last two candidates, if two
independent directors are lacking), as listed in progressive order on the slate receiving the highest number of votes,
will be substituted by an unelected candidate (or candidates)qualifying as an independent from the same slate, as
listed in progressive order, without prejudice to the gender balance requirement contemplated by article 147-ter(1)of the Consolidated Law on Finance.
If, after his or her appointment to office, an independent director no longer satisfies the criteria required to qualify
as an independent, the director is required to notify the Board immediately of the change in status and will
immediately forfeit office.
In the event that only one slate is nominated or if no slate is nominated, the aforementioned procedure does not
apply and shareholders are called to vote on appointments with the application of the majority thresholds
contemplated by law, without prejudice to the requirement that at least two directors satisfying independence
requirements must be appointed where the Board of Directors consists of more than seven members, or one
independent director if the Board of Directors has seven or fewer members, and without prejudice to the genderbalance requirement contemplated by article 147-ter(1) of Legislative Decree 58/1998.
If during the course of the financial year one or more directors leave the Board of Directors, providing that the
majority of Board members are directors appointed by the Shareholders’ Meeting, and without prejudice to thegender balance requirement contemplated by article 147-ter(1) of Legislative Decree 58/1998, the following
procedure will apply:(i)the remaining directors are to nominate replacements, by resolution approved by the Board of Statutory
Auditors and in accordance with article 2386 of the Civil Code, by co-opting unelected candidates (providing
they are still eligible) from the same slates from which the superseded directors were appointed, in progressiveorder of listing, taking into account provisions concerning the minority director and independent directors,
with the nominations submitted to the approval of the shareholders by vote, with the application of the
majority thresholds contemplated by law and in accordance with the same principles; OR(ii) in the event that the replacement procedure described in point i) cannot be implemented because no unelected14

candidates remain or because the unelected candidates decline the appointment, the remaining directors are toproceed with the co-option of candidates from other slates, taking into account provisions concerning theminority director and independent directors, with the nominations submitted to the approval of theshareholders by vote, with the application of the majority thresholds contemplated by law and in accordancewith the same principles; OR(iii) the remaining directors, by resolution approved by the Board of Statutory Auditors, are to submit the decision
as to the replacement of the superseded directors to the first following Shareholders’ Meeting, taking into
account provisions concerning the minority director and independent directors, with the approval of theshareholders by vote, with the application of the majority thresholds contemplated by law and in accordancewith the same principles, or b) are to reduce the number of members of the Board of Directors, providing thatthe number, credentials and capacities of the remaining directors can assure the due performance of theBoard’s work, according to the principles of joint decision-making; OR(iv) where the procedures contemplated in points i), ii) and iii) do not enable provisions concerning the minority
director and independent directors to be fulfilled, the appointments are to be made by the shareholders using
the slate voting system, ensuring that the provisions concerning the minority director and independent
directors are satisfied.
If during the course of the financial year the majority of directors appointed by the shareholders leave the Board, theremaining directors are to call a Shareholders’ Meeting to provide for the replacement of the superseded directors.
As mentioned earlier, since the Company is listed on the STAR segment, it is subject to the additional requirements
set forth in the “Rules for Markets Organised and Managed by Borsa Italiana S.p.A.” and the relative Instructions.
The Board of Directors has not adopted a succession plan for executive directors, on the grounds that the number(four out of eight members) and the roles (CTO, COO and Division CEOs) of the executive directors present on
the Board is sufficient to guarantee, in the event, the continued ordinary and extraordinary management of theCompany up until the redistribution of roles and responsibilities among the members of the Board.

4.2. COMPOSITION15

As explained above, in accordance with the articles of association, the Company’s Board of Directors is made up ofa minimum of three and a maximum of 15 members, either shareholders or non-shareholders, who may hold office
for a maximum of three financial years, as established by the shareholders in the resolution of appointment.
The Board’s term of office expires as of the date of the Shareholders’ Meeting called to approve the financial
statements for the last financial year of the Board’s term; directors can be re-elected to office.
The Board of Directors presently in office was appointed by the Shareholders’ Meeting held on 28 April 2015, froma single slate of candidates nominated by the majority shareholder Hydra S.p.A., for a term of three years; as such,the present Board’s term of office will expire as of the Shareholders’ Meeting called to approve the financial
statements for the year ending 31 December 2017.
At the reporting date, the Board of Directors is made up of eight members.
Name

Other positions held

Romano Volta
HYDRA S.p.A. – Chairman and Chief Executive Officer
Chairman and Chief Executive Officer
Carlo Aversa
Managing Director
Pier Paolo Caruso
Non-executive director
Luigi Di Stefano
Independent director
Gaia Mazzalveri
Independent director
Pietro Todescato
Executive director
Filippo Maria Volta
HYDRA S.p.A. – Managing Director
Non-executive director

16Valentina Volta

HYDRA S.p.A. – Director

Executive director

IMA S.p.A. – Director

For further information concerning the composition of the Company’s board of directors, see table 2.
The average age of the directors holding office at the reporting date is just over 50 years, with an average time inoffice of approximately 7 years.3
The resume of each director is published on the Datalogic corporate website.
As mentioned, on 28 April 2015 a “new” Company Board of Directors was appointed.
Five of the seven members of the previous Board of Directors were re-elected to office (specifically: Romano Volta,
Valentina Volta, Filippo Maria Volta, Pietro Todescato and Pier Paolo Caruso) and three “new” directors wereappointed (Gaia Mazzalveri, Luigi Di Stefano and Carlo Aversa); the remaining two members of the former Board,
Gianluca Cristofori and Emanuela Bonadiman, were thus superseded on the same date.
Since the close of the 2015 financial year, no changes have occurred in the composition of the Issuer’s Board of
Directors.
At the indication of the Chairman and Chief Executive Officer, upon appointment each director receives induction
from the Company regarding the legal framework and governance rules of reference.
Over the course of the Board’s term, in connection with Board meetings, the Chairman and Chief Executive Officer
arranges for in-depth reports to be provided by all executive directors (each in their respective capacity) and
Datalogic senior management so as to provide all the directors, and in particular non-executive directors (including
independents) with a suitable understanding of the business sector in which the Issuer operates. Besides the four
executive directors (who in their respective capacities can claim an in-depth understanding of Datalogic’s business),three of the remaining non-executive directors have been Board members for more than one term, and have thus
acquired considerable expertise of the sector in which Datalogic operates.

3

Average time in office was calculated considering 2001 as the starting point, the year in which the Company was listed on the stock exchange.

17Moreover, during the course of the year specific sessions are organised for the lead independent director (the only
non-executive director in her first term of office) in order to analyse in advance the documentation that
subsequently will be examined formally by the Board Committee and then by the Board of Directors as a whole.
In line with the decision of the previous Board, the Board of Directors has decided not to set a formal limit on thenumber of governance offices held by directors considered compatible with their commitments as a Datalogic
director. This decision takes into account the fact none of the directors holds more than two offices in otherrelevant companies, as defined by application criterion 1.C.3 of the Corporate Governance Code, and as such theBoard sees no need, also from a substantive point of view, to formalise a limit on the number of offices held.

4.3. ROLE OF THE BOARD OF DIRECTORS
4.3.1.

Meetings and pre-meeting briefings

In accordance with laws and regulations in force, Board of Directors’ meetings are called at least once every quarter.
In 2015 the Board of Directors held nine meetings, of which six were organised after the appointment of the “new”
Board. The meetings had an average length of approximately one and a half hours.
In terms of meeting attendance, we report:-

the Chairman and Chief Executive Officer Romano Volta attended all of the meetings (9/9);-

the director Valentina Volta attended all of the meetings (9/9);-

the director Filippo Volta attended all of the meetings (9/9);-

the director Pier Paolo Caruso attended all of the meetings (9/9);-

the director Pietro Todescato attended 7 of the 9 meetings, with a resulting attendance rate of around 80%;-

the director Gaia Mazzalveri attended all of the meetings (6/6 meetings organised following her appointment to
the Board of Directors);-

the director Luigi Di Stefano attended all of the meetings (6/6 meetings organised following his appointment to
the Board of Directors);18

-the director Gianluca Cristofori attended 2 of the 3 meetings organised before the appointment of the “new”
Company Board, with a resulting attendance rate of 66%;-

the director Emanuela Bonadiman attended 2 of the 3 meetings organised before the appointment of the “new”
Company Board, with a resulting attendance rate of 66%.

For 2016, Datalogic has a released a calendar scheduling four meetings:


4 March 2016: Board meeting for the examination of the draft financial statements and the consolidated
financial statements at 31 December 2015;



13 May 2016: Board meeting for the examination of the interim report on operations at 31 March 2016;



4 August 2016: Board meeting for the examination of the half-yearly financial report at 30 June 2016;

11 November 2016: Board meeting for the examination of the interim report on operations at 30 September
2016.

At the reporting date, a total of two Board meetings have been held.
As customary, the directors and statutory auditors received the documentation and information necessary to takepart in discussions of business at least two/three days prior to the meeting itself.4
In cases where it was not possible to release documentation sufficiently in advance, the Chairman and Chief
Executive Officer nevertheless ensured full disclosure of matters under discussion by the Board so as to assure that
informed decisions could be made.
The meetings held to date saw the participation of key management personnel, including Group CFO Sergio
Borgheresi, who attended all meetings in 2015, Group Chief Technology Officer and director Pietro Todescato, thedivision CEOs, the director Valentina Volta and Board secretary Antonio D’Anna, invited to report in-depth on theitems posted in agenda. The Board duly dedicated the time necessary to enable constructive debate on all items ofbusiness, encouraging the contribution of each of the directors.

4.3.2. Functions of the Board of Directors

4

Although not formally adopted by resolution, the notice period generally considered appropriate for providing documentation connected with financial reports is two days prior tothe meeting date.

19

The Board of Directors is invested with wide-ranging powers and capacities for the ordinary and extraordinary
management of Company business, including decision-making powers, exercisable within the limits of law, on all
matters essential for the pursuit of the corporate purpose, with the exception of matters reserved to theshareholders.
Specifically, as established by the articles of association, the Board has the power to (i) establish committees andcommissions, also in order to adapt the corporate governance system to the model set forth in the Corporate
Governance Code; (ii) open and close Company branches; (iii) approve corporate mergers in the cases contemplatedby articles 2505 and 2505-bis-C.C.; (iv) transfer the registered office to locations within national territory and amend
the articles of association to comply with the provisions of law.
In line with the guidance provided by the Corporate Governance Code, the Board of Directors is tasked with:a) examining the strategic, operational and financial plans of Datalogic and the Datalogic Group and periodicallymonitoring their implementation;b) defining the corporate governance system of Datalogic and the corporate structure of the Datalogic Group;c) defining the risk profile, both as to nature and level of risks, in a manner consistent with Datalogic’s strategic
objectives, taking into account any risk that may affect the sustainability of the Group’s business in a mediumlong term perspective;d) assessing the adequacy of the organisational, administrative and accounting structure of Datalogic, as well as ofits strategically significant subsidiaries, in particular with regard to the internal control system and risk
management;e) specifying the frequency, in any case no less than once every three months, with which the delegated officers are
to report to the Board on the activities performed in the exercise of the powers delegated to them;f)evaluating the general performance of the Company, paying particular attention to the information received
from delegated officers and periodically comparing the results achieved with those planned;g) resolving upon transactions to be carried out by Datalogic or its subsidiaries having a significant impact on the
Datalogic’s strategies, profitability, assets and liabilities or financial position; to this end, the Board alsoestablishes general criteria for identifying the material transactions;h) performing at least annually an evaluation of the performance of the Board of Directors and its committees, as

20

well as their size and composition, taking into account the professional competence, experience (including
managerial experience), gender of its members and number of years as director. Where the Board of Directors
engages consultants to assist in the self-assessment, the corporate governance report is to provide information
on any other services provided by such consultants to Datalogic or to companies having a control relationshipwith it;i)taking into account the outcome of the evaluation mentioned above, reporting its view to shareholders on the
managerial and professional profiles deemed appropriate for the composition of the Board of Directors, prior
to its nomination;j)providing information in the corporate governance report on: 1) its composition, indicating for each member
their status (executive, non-executive, independent), the relevant role held within the Board, their main
professional characteristics and their time in office since the first appointment; 2) the number and average
duration of meetings held by the Board and by the executive committee, where nominated, during the financial
year, as well as the effective attendance at meetings of each director; 3) how the self-assessment procedure isconducted;k) in order to ensure the correct handling of corporate information, adopting, at the proposal of the chief
executive officer or the chairman of the Board of Directors, internal procedures for the internal management
and public disclosure of information concerning the Datalogic Group, especially with regard to price-sensitive
information.
At the meeting held on 7 May 2015, before the appointment of the Company’s “new” Board of Directors, theBoard established that:-with reference to the point d) above, the following subsidiaries are strategic: Datalogic ADC S.r.l., Datalogic
Automation S.r.l. and Datalogic IP TECH S.r.l.;-with reference to point e) above, delegated officers are to report to the Board of Directors at least four times
over the financial year, coinciding with the approval of financial reports;-

with reference to point g) above, without prejudice to the capacities and powers reserved by law and thearticles of association, the distribution of company powers and internal procedures, the Board of Directors of21

Datalogic S.p.A. is responsible for the prior approval of the following decisions and transactions,
independently of whether legal responsibility for their approval lies with Datalogic S.p.A. or with thesubsidiaries directly or indirectly controlled by it:opurchase, sale, exchange and contribution of property assets and real property rights;oestablishment of rights to property provided as security;oassumption, acquisition or sale of equity interests;opurchase, sale, exchange and contribution of the entire Datalogic business organisation or of individual
business units;opurchase, sale, exchange and contribution and any other deed of purchase or provision of goods, rights
and services, as well as generally taking on obligations, commitments and liabilities of any typewhatsoever, valued, individually or jointly with other related deals, at over €10 million, as well as
amendments to those agreements, contracts, negotiations, commitments or assumptions of liability which
involve economic effects worth more than the amount indicated above;oissue of sureties and collateral or personal guarantees of any type whatsoever worth over €10 million foreach individual deed and, if in the interest of parties other than Datalogic and its subsidiaries, of any
amount;identifying such transactions as having a significant impact on the Datalogic’s strategies, profitability, assets andliabilities or financial position. It was further established that the Board holds exclusive responsibility for:

the establishment new subsidiaries;the hiring, appointment and dismissal of general managers, authorisations for their powers of attorney andthe setting of relative remuneration;the adoption a “Model 231” compliance programme, designed in accordance with and for the intents andpurposes of Legislative decree 231/2001, as well as the establishment of a supervisory body, thenomination of its members and the setting of relative remuneration;the examination and approval of transactions with related parties of “material significance”, as defined by
the Procedure for Transactions with Related Parties adopted by Datalogic.

22

At the Board meetings held on 6 March, 30 July and 5 November 2015, and again on 4 March 2016, the Board of
Directors heard reports from the competent Board committee tasked with evaluating the internal control and risk
management system of the Company and the corporate group it heads. The Committee was supported in its workby the constructive cooperation of the director in charge of the internal control and risk management system, thehead of Internal Audit, the Board of Statutory Auditors, the independent auditor and the supervisory body as per
Legislative Decree 231/2001. The Board found that the system is adequate, effective and duly functions for the
purposes of correctly identifying and suitably measuring, managing and monitoring the main risks to which theIssuer and its subsidiaries are exposed, having regard to the consistency of the risk profile with business
management focused on the strategic objectives identified; a positive outcome was also given by the 2015
evaluation.
At the Board meetings held in 2015, concerning, inter alia, the approval of financial statements, as well as at themeeting held on 4 March 2016, the Board of Directors heard reports from delegated officers enabling an appraisalof general business performance compared to objectives planned, as well as reports from the competent Board
committee and from the manager responsible for preparing the Company’s financial reports, enabling an assessmentof the adequacy of the organisational, administrative and accounting structure of Datalogic.

4.3.3. Board performance evaluation
In continuation of the approach of the previous Board’s, the “new” Board of Directors decided to organise the selfassessment process along the lines adopted in past years by tasking the Board of Statutory Auditors (in the role of“facilitator”) with the evaluation of the Board’s performance for 2015, based on a questionnaire prepared byCompany officers with the support of the supervisory body and the independent directors. The Board of Statutory
Auditors then presented its final report to the Board of Directors.
The Board of Auditors’ report on the Board’ performance evaluation for 2015 was discussed at the Board meeting
held on 28 January 2016. The report conveyed the appreciation of all the directors (both executive and no executive) as to the size, composition and functioning of the Board itself as well as of the governance system
adopted by the Datalogic Group in terms of (i) the internal organisation of the Board of Directors and, in general,
the organisational structure; (ii) the management of transactions with related parties; (iii) the efficiency and23effectiveness of the rules, procedures and organisational structures designed to ensure, through a suitable process
for the identification, measurement, management and monitoring of the risk profile, sound business management inline with planned objectives (i.e. the internal control system); (iv) the remuneration policy for directors, designed toalign the interests of the Group’s top management with the priority of creating value for shareholders in themedium/long term; (v) the handling of market disclosures. A positive assessment was also made of the timing withwhich documentation is made available for Board meetings, notwithstanding the scope for further improvement inthis respect, specifically with regard to documents that are particularly large or lengthy in volume.
In consideration of the outcomes of the self-assessment and the fact that 2015 was the first year of its term, theBoard of Directors decided that on the basis of the 2015 performance evaluation there was no need to reportformally to the shareholders on management and professional profiles, given that they are sufficiently covered by
the Board and that the current composition of the Board is considered optimal by all members, without distinctionin the assessments of executive and non-executive directors.

4.3.4. Article 2390, Civil CodeThe Shareholders’ Meeting has not authorised any general or preventive departures from the covenant not tocompete contemplated by article 2390 C.C.

4.4. DELEGATED OFFICERS
4.4.1. Chairman and Chief Executive Officer
Under article 15 of the articles of association, the Shareholders’ Meeting has the power to appoint the chairpersonof the Board of Directors.
At the Shareholders’ Meeting held on 28 April 2015, the shareholders appointed Mr Romano Volta as Chairman of
the Board of Directors of Datalogic.
Mr Volta also held the office of Chairman of the Company’s Board in the first part of 2015, before theaforementioned meeting.

24

The Chairman of the Board of Directors is the legal representative of Datalogic and is vested with corporate
signatory powers, both in relation to third parties and at law, and with the power to pursue legal and administrative
action and appeals before all courts and tribunals, including rulings for cassation and revocation.
The Chairman of the Board of Directors plays a role of fundamental significance in Datalogic’s dealings withexternal entities, both national and international. In particular, it is the Chairman who represents Datalogic in
dealings with the highest institutional figures in Italy and worldwide and with high-profile representatives ofindustry, research , the economy and the finance sector.
The Chairman of the Board of Directors is tasked with calling Shareholders’ Meetings and chairing them, ensuringthat quorum requirements are satisfied and voting procedures duly followed. The Chairman is also responsible forsetting the agenda of Board meetings and ensuring that all directors are provided, on a timely basis (consistently
with the confidentiality concerns and the urgency and nature of decisions), the documentation and informationnecessary to enable them to make fully informed decisions.
At the meeting held on 7 May 2015, the Board of Directors nominated Mr Romano Volta as Chief Executive
Officer of the Datalogic Group, delegating to him full, several powers of ordinary and extraordinary administration,
the capacity of legal representation and signatory powers (in accordance with article 19 of the articles of association)
for the approval of transactions with a value, either separately or jointly with other connected deals, of up to a
maximum €10,000,000.00, without prejudice to the powers and capacities reserved jointly to the Board, as
mentioned earlier.
Mr Volta also held the office of Chief Executive Officer of the Company’s Board in the first part of 2015, before
the aforementioned Shareholders’ Meeting and Board meeting.
In 2015 Mr Volta duly reported to the Board every quarter on the exercise of the powers delegated to him.
At the reporting date, Mr Volta is both Chairman and Chief Executive Officer of the Issuer.
The Board’s decision to delegate the role and responsibilities of Chief Executive Officer to the Chairman of theBoard of Directors was essentially connected with Mr Volta’s consolidated experience and in-depth understandingof Datalogic’s business and technologies and the markets in which the Company and the corporate group it heads
operates.

25

Finally, we report that the Chairman and Chief Executive Officer does not hold interlocking directorates as per
application criterion 2.C.5 of the Corporate Governance Code, nor is he a controlling shareholder of the Issuer.

4.5. OTHER EXECUTIVE DIRECTORS
Besides the Chief Executive Officer Mr Romano Volta, at the Board meeting held on 7 May 2015 the Board of
Directors nominated Mr Carlo Aversa as Managing Director for the Rationalisation of Group Operations andInterim Group Chief Operating Officer (C.O.O.), delegating to him:(i)

responsibility for the coordination, oversight and management of all production, engineering, purchasing,planning and logistics operations at Group level, along with responsibility for the implementation of the neworganisational plan known internally as the OPE.RA project;(ii) without prejudice to the deeds and transactions reserved exclusively to the Board of Directors in its joint
decision-making capacity and the powers delegated to the Chief Executive Officer, all connected powers,
within the scope of the delegated responsibilities, to approve deeds and transactions relating to delegatedresponsibilities with a value of (without prejudice to the set budget, unless expressly authorised by the Chief
Executive Officer):a.

for purchases connected with production, up to €1 million per single transaction with signatory power
held severally and over €1 million with signatory power held jointly with the Chief Executive Officer;b.

for deeds/transactions other than those identified in point a) above, up to €250,000 per single transaction
with signatory power held severally and over €250,000 with signatory power held jointly with the Chief
Executive Officer.

The following Board members are also executive directors of the Issuer:-

Ms Valentina Volta, by virtue of her appointment as (i) Chairwoman of the Board of Directors (withmanagement responsibilities) of the strategically significant subsidiary Datalogic ADC S.r.l.; (ii) Chairwoman andChief Executive Officer of the strategically significant subsidiary Datalogic Automation S.r.l.; (iii) Chairwoman
and Chief Executive Officer of the strategically significant subsidiary Datalogic IP TECH S.r.l. In addition, Ms
Volta is a corporate officer of other Datalogic Group companies;

26

-

Mr Pietro Todescato, by virtue of his operational role of Chief Technology Officer of the Datalogic Group andappointment as Chief Executive Officer of the strategically significant subsidiary Datalogic ADC S.r.l. Mr
Todescato is also a director delegated with responsibility for coordinating the technology operations of thestrategically significant subsidiary Datalogic IP TECH S.r.l. and is a corporate officer of other Datalogic Group
companies.

4.6. INDEPENDENT DIRECTORSAt the reporting date a total of two independent directors are members of the Board, representing 25% of all Board
members and 50% of the non-executive directors.
In consideration of the information disclosed by the directors in question and available to the Company, the Boardof Directors:-

at the meeting held on 7 May 2015 (before the appointment of the Company’s “new” Board of Directors),
formally recognised that the directors Ms Gaia Mazzalveri and Mr Luigi Di Stefano satisfy the independence
criteria set forth in the joint provisions of articles 147-ter(4) and 148(3) of the Consolidated Law on Finance andthe criteria provided by the Corporate Governance Code sponsored by Borsa Italiana;-

at the meeting held on 28 January 2016, confirmed that the independent directors in office at that date, as
recognised upon their appointment, continued to satisfy of the independence criteria provided by theConsolidated Law on Finance (and the criteria provided by the Corporate Governance Code), namely the
directors Ms Gaia Mazzalveri and Mr Luigi Di Stefano.

In line with the recommendations of the Corporate Governance Code, the Board of Statutory Auditors checked andfound that the criteria and procedures adopted by the Board to determine the independence of its members had
been duly applied.
It should be noted that, in accordance with article 15 of the articles of association, if, after his or her appointment tooffice, an independent director no longer satisfies the criteria required to qualify as an independent, the director isrequired to notify the Board immediately of the change in status and will immediately forfeit office.

27

4.6.1. Independent directors’ meetings
Over the course of 2015, in line with the recommendations of the Corporate Governance Code, the independent
directors held two meetings closed to the other directors.
In the meetings, the independent directors discussed issues regarding the corporate governance system implemented
across the Datalogic Group, and in particular the impact on the Company of amendments introduced in July 2015
to the Corporate Governance Code sponsored by Borsa Italiana, and expressed their endorsement, for the intents
and purposes of article 4(3) of the Consob Regulation on Related-Party Transactions, adopted by Consob
Resolution 17221/2010 and amended by Resolution 17389/2010, of the amendments proposed to the Company’s
Transactions with Related Parties procedure. The amendments were subsequently approved by the Board of
Directors at the Board meeting held on 27 July 2015.
In addition, we report that on 15 January 2016, in a joint meeting with the Board of Statutory Auditors, theindependent directors inspected the self-assessment questionnaire subsequently used for the 2015 Board
performance evaluation.

4.7. LEAD INDEPENDENT DIRECTOR
Given the applicability of the conditions contemplated by the Corporate Governance Code (the Chairman of theBoard holds main responsibility for the Issuer’s management), the Board of Directors has nominated a leadindependent director.
The lead independent director is Ms Gaia Mazzalveri, independent director and Chairwoman of the Control, Risk,
Remuneration and Appointments Committee. The role of the lead independent director is to coordinate and collectthe motions and contributions of non-executive directors, in particular independent directors.
As such, the lead independent director:-

works with the Chairman of the Board of Directors to improve the way the Board itself functions;28-

has the power to call, at her own initiative or at the request of other directors, independent directors’ meetings
to discuss issues deemed of interest for the due functioning of the Board of Directors and Company
management;-

works with the Chairman of the Board of Directors to ensure that all directors receive complete and timely
information.

In performing her duties, the lead independent director can call on the contribution of corporate offices to assist in
the performance of her tasks.
As mentioned earlier, the lead independent director organised two independent directors’ meeting over the courseof 2015 and, in agreement with the Chairman of the Board of Statutory Auditors, organised a specific meeting inJanuary 2016 to examine the Board’s self-assessment questionnaire for 2015.
In the first part of 2015, before the Shareholders’ Meeting of 28 April 2015, the role of lead independent director
was covered by Mr Gianluca Cristofori.

4.8. KEY MANAGEMENT PERSONNEL
At the reporting date, the following are considered key management personnel of the Datalogic Group:-

Valentina Volta;-

Pietro Todescato;-Michele Marchesan;-

Stefano Biordi (see the section “Changes Following the Close of the Year”).

In this regard we report that:-

Mr William Parnell was a key management officer from 1 January to 30 July 2015;-

Mr Giovanni Sgalambro was a key management officer for all of 2015;-

Ms Federica Lolli was a key management officer from 1 January to 2 November 2015;-

Mr Sergio Borgheresi was a key management officer for all of 2015 and from 1 January to 4 March 2016 (seethe section “Changes Following the Close of the Year”).

29All key management personnel of the Datalogic Group, along with members of the Issuer’s Board of Directors andcontrol body, are subject to internal dealing regulations, as per the joint provisions of article 114 of the Consolidated
Law on Finance and article 152-sexies et seq. of the Consob Issuers’ Regulation.
For further information see the Internal Dealing Code of Conduct adopted by the Company, available on thecorporate website www.datalogic.com.

30

5. CORPORATE INFORMATION MANAGEMENT

Transparency towards the market and clear, accurate and complete disclosures are principles which underpin the
conduct of all members of corporate bodies and management and all the employees of Datalogic.
Accordingly, in May 2006 the Board of Directors adopted a Procedure for the Management of Price-Sensitive
Information, available on the corporate website www.datalogic.com, which also provided for the establishment of a
Register of Persons with Access to Price-Sensitive Information.
The Procedure provides instructions applicable to all subsidiaries for the timely provision of information for the
prompt and due fulfilment of market disclosure requirements.
In addition, in accordance with applicable laws and regulations, the Board of Directors:-

adopted, as mentioned, an Internal Dealing Code of Conduct with a view to regulating transactions in Company
stock and connected financial instruments performed directly by or by nominees on behalf of “relevant parties”
or persons closely associated with them;-

determined a series of “black-out periods” (also in fulfilment of specific requirements for attaining andmaintaining STAR listing), coinciding with the approval of financial reports, when it is prohibited to perform
transactions on Company stock and connected financial instruments; the black-out periods may be extended orsuspended by the Board of Directors.

For further information see the Company’s Internal Dealing Code of Conduct, available on the corporate website
www.datalogic.com.

31

6. BOARD COMMITTEES

Committees established by the Board of Directors are tasked with analysis, advisory and consultative functions inrelation to issues deemed to require more in-depth understanding in order facilitate the effective and informed
discussion of opinions.
In view of this, we report:-

in the first part of 2015 (before the Shareholders’ Meeting of 28 April 2015), the Board had two separate anddistinct committees, named: the Control and Risk Committee and the Remuneration and Appointments
Committee;-

on 7 May 2015, the Company’s “new” Board of Directors, appointed on 28 April 2015, moved to establish asingle committee, named: the Control, Risk, Remuneration and Appointments Committee.

At the meeting held on 27 July 2015, the Control, Risk, Remuneration and Appointments Committee was tasked by
the Board of Directors, for the full duration of the Board’s term, with the additional functions of Committee forTransactions with Related Parties of Lesser Importance.
The capacities attributed to the Committee are in line with the recommendations of the Corporate Governance
Code.
None of the functions reserved under the Corporate Governance Code to the committees it contemplates is
attributed jointly to Datalogic’s Board of Directors as a whole, under the coordination of its Chairman.
The Chair of the Committee reports to the Board of Directors on its meetings and the issues examined at the first
Board meeting scheduled following the Committee meeting.

32

7. CONTROL, RISK, REMUNERATION AND APPOINTMENTCOMMITTEE (“COMMITTEE”)

7.1. COMPOSITION
In line with the recommendations of the Corporate Governance Code, the Control, Risk Remuneration andAppointments Committee is made up of three directors, of whom two are independents and one is a non-executive,
specifically:Gaia Mazzalveri (Chairwoman and member possessing adequate experience in accounting and finance);Luigi Di Stefano (member);

Filippo Maria Volta (member possessing adequate experience in accounting and finance).

General Counsel (or a delegated representative) acts as secretary at committee meetings.
The decision to task a single committee with responsibilities for control, risks and remuneration was essentiallyconnected with the limited number of independent directors on the Board and, as a result, the “new” Board’s
intention of limiting the number of Board committees with more or less the same make up.
The decision to task the committee with responsibility for nominations was essentially motivated by the close
connection between nomination matters and remuneration issues.
Prior to the appointment of the “new” Board of Directors (Shareholders’ Meeting of 28 April 2015), the two Boardof Directors Committees were made up of two independent directors, namely Mr Gianluca Cristofori and Ms
Emanuela Bonadiman.

7.2. TASKS AND FUNCTIONING OF THE COMMITTEEThe Committee is tasked with the duties and responsibilities envisaged by the Corporate Governance Code.
Specifically, the Committee is tasked with assisting the Board of Directors:in internal control and risk management matters33

1. in defining steering guidelines for the internal control and risk management system, so that the main risks
concerning the Issuer and its subsidiaries are correctly identified and adequately measured, managed andmonitored, determining, moreover, the level of compatibility of such risks with the management of thecompany in a manner consistent with its strategic objectives;
2. in evaluating, at least on an annual basis, the adequacy of the internal control and risk management system,taking into account the characteristics of the company and its risk profile, as well as its effectiveness;
3. in approving, at least on an annual basis, the plan drafted by the head of Internal Audit;
4. in describing, in the corporate governance report, the main features of the internal control and risk
management system and how the different entities involved therein are coordinated, expressing anevaluation of its adequacy;
5. in assessing the findings reported by the independent auditor in the suggestions letter and in the report on
the main audit findings;
6. in appointing, removing and determining remuneration (in line with corporate policies) for the head ofInternal Audit;
7. in ensuring that the head of Internal Audit is provided with adequate resources for the fulfilment of his/hertasks and responsibilities. Accordingly, in assisting the Board of Directors in matters concerning internal
control and risk management, the Committee is responsible for:a)evaluating together with the manager responsible for preparing the Company’s financial reports, after
hearing the independent auditor and the Board of Statutory Auditors, the correct application of
accounting policies, as well as their consistency for the purposes of preparing the consolidated
financial statements;b)

expressing opinions on specific aspects relating to the identification of the main risks for the company;c)reviewing the periodic audit reports concerning the assessment of the internal control and risk
management system, as well as other reports of particular significance prepared by the Internal Audit
function;d)monitoring the independence, adequacy, efficiency and effectiveness of the Internal Audit function;

34

e)

requesting the Internal Audit function to carry out reviews of specific operational areas, giving
simultaneous notice to the chair of the Board of Statutory Auditors;f)reporting to the Board of Directors, at least every six months, on the occasion of the approval of theannual and half-yearly financial report, on activities carried out, as well as on the adequacy of theinternal control and risk management system;g)

supporting, with adequate preliminary work, the Board of Directors’ assessments and resolutions on
the management of risks arising from detrimental facts which may have come to the notice of theBoard;

in remuneration matters

1. submitting, on an annual basis, proposals to the Board of Directors for its adoption of a remuneration
policy for directors and key management personnel;
2. periodically evaluating (and formulating relative proposals for the Board of Directors) the adequacy, overall
consistency and actual application of remuneration policy for directors and key management personnel, also
on the basis of the information provided by the Chief Executive Officer or other managing directors;
3. presenting proposals or expressing opinions to the Board of Directors on the remuneration of executive
directors and other directors with delegated responsibilities, as well as on the setting of performance targets
tied to the variable component of their remuneration, while also monitoring the application of decisions
adopted by the Board and checking, in particular, the effective fulfilment of performance targets;
4. with reference to stock-based remuneration plans, presenting to the Board of Directors its
recommendations in relation to the use of such plans and the technical aspects relating to their formulation
and application. As such, the Committee is responsible for formulating proposals to the Board of Directors
regarding:- the most appropriate stock-based remuneration plan and monitoring the implementation of approvedplans over time;- the definition of implementation rules for such remuneration plans;in nomination matters35

1. examining, on a periodic basis, the organisational structure of the Company and the corporate group it
heads and formulating in this regard, for the Board of Directors, any suggestions or recommendations
concerning (i) the professional skills necessary within the Board of Directors; (ii) the maximum number of
appointments as director or statutory auditor in other companies listed on regulated markets (alsointernationally) or in finance companies, banks, insurance companies or corporations of significant size that
may be considered compatible with the effective performance of the duties of the office of Company
director;
2. proposing to the Board of Directors candidates for the office of director in the event of co-option, should
the replacement of independent directors be necessary;
3. where authorised by the Shareholders’ Meeting, providing general and prior guidance on waivers to thecovenant not to compete contemplated by article 2390-C.C. and assisting the Board of Directors inevaluating any problematic cases in this regard;
4. carrying out preliminary work for the preparation of a succession plan for executive directors, where theBoard of Directors of the Company has deemed it necessary to adopt such a plan.
Prior to the appointment of the “new” Board of Directors (Shareholders’ Meeting of 28 April 2015), theaforementioned tasks where divided accordingly between the Control and Risk Committee and the Remuneration
and Appointments Committee.
In relation to the rules governing the functioning of the Committee, see the regulation available on the corporatewebsite www.datalogic.com.

7.3. ACTIVITIES IN THE YEARThe Committee was established at the Board Meeting of 7 May 2015 and has been given adequate resources toperform the tasks delegated to it. During the 2015 financial year the Committee held four meetings, including one
meeting in its capacity as Committee for Transactions with Related Parties of Lesser Significance. The average
duration of the meetings, for which minutes were duly taken and formally registered, was just under one and a half
hours.

36

The meetings were attended by all Committee members. At the meetings, the Committee, in relation to its
capacities:-

adopted a Committee regulation;-with regard to remuneration, formulated a proposal for the Board of Directors for the distribution of the
global remuneration set by resolution of the Shareholders’ Meeting (held on 28 April 2015) among themembers of the Company’s Board of Directors;-

with regard to control and risks, (i) examined reports on the status of approved transactions with relatedparties, on the status of transactions approved by the Board of Directors having a significant impact on the
profitability, assets and liabilities and financial position of the Datalogic Group, on the most significant
disputes that may give rise to contingent liabilities, on the main changes introduced to Group governance andon amendments to the register of persons with access to price-sensitive information; (ii) reviewed the work of
the Internal Audit function, also with regard to compliance with the requirements of Law 262/2005, as well as
the activities planned by the function for the 2016 financial year; (iii) reviewed the work of the supervisory
body (established as per Legislative Decree 231/2001) and the proposals submitted by the body for theamendment of the Model 231 compliance programme; (iv) examined the trend in workplace injuries recordedin the various Datalogic Group production sites in Italy; (v) examined the amendments introduced to the
Corporate Governance Code sponsored by Borsa Italiana and the relative impacts on the governance ofDatalogic;-

with regard to transactions with related parties of lesser significance, expressed its opinion in favour of atransaction with related parties of lesser significance having concern to a settlement solution for thetermination of the employment contract between a key management officer and Datalogic.

For the purposes of the aforementioned meetings, the Committee was able to access all the information andcompany functions necessary for the performance of its tasks.
Besides the Board of Statutory Auditors, the Committee chairwoman also invited members of top and senior
management to take part in the Committee’s meeting on the basis of agenda business.
No director takes part in Committee meetings at which proposals for his/her own remuneration are formulated for
the Board.

37

At the reporting date, the Committee has held one meeting for the year; another four meetings are scheduled for2016.
Prior to the appointment of the “new” Board of Directors (Shareholders’ Meeting of 28 April 2015):-

the Control and Risk Committee, provided with adequate resources for the performance of its duties, held two
meetings (for which minutes were duly recorded).
At the meetings, all of which were attended by all Committee members, the Control and Risk Committee
reviewed, in relation to its capacity (i) the work of the Internal Audit function in the year 2014, also with regard
to compliance with the requirements of Law 262/2005, as well as the activities planned by the function for the2015 financial year; (ii) the work of the supervisory body (established as per Legislative Decree 231/2001) over
the year 2014, as well as activities planned for 2015; and (iii) the outcomes of impairment test. The Control and
Risk Committee also verified the consistency and correct application of the accounting policies used for the
preparation of the consolidated financial statements and carried out the preliminary work for the setting of
remuneration for the head of Internal Audit;-

the Remuneration and Appointments Committee, provided with adequate resources for the performance of its
duties, held two meetings (for which minutes were duly recorded).
At the meetings, all of which were attended by all Committee members, the Remuneration and Appointments
Committee, in relation to its capacity, assessed the consistency and appropriateness of proposals for annual
variable remuneration payouts to company management officers based on the previous financial year’s results(MIP 2014) and the annual management incentive plan proposed for the 2015 financial year (MIP 2015) andexamined the 2015 incentive plan for sales staff (SIP 2015) and, in general, the remuneration policy of the
Datalogic Group.
The Remuneration and Appointments Committee also looked at the 2013–2015 long-term management
incentive plan (LONG-TERM MIP) and recommended the approval of the 2015 Remuneration Report by the
Board of Directors; the report was subsequently submitted to a non-binding vote at the Shareholders’ Meeting
called to approve the annual financial report at 31 December 2014.

38

For the purposes of the aforementioned meetings, both the Control and Risk Committee and the Remuneration andAppointments Committee were able to access all the information and company functions necessary for the
performance of their respective tasks.
Besides the Board of Statutory Auditors, the chairs of the Committees also invited members of top and senior
management to take part in the meetings of the Committee on the basis of agenda business.

39

8. REMUNERATION POLICY

Every year Datalogic prepares a remuneration policy which is submitted to the non-binding vote of theshareholders.
The 2016 Remuneration Report provides further information on Datalogic’s remuneration policy. The
Remuneration Report is to be submitted to the Shareholders’ Meeting for a non-binding voting and will therefore beavailable for viewing on the corporate website www.datalogic.com at least 21 days prior to the Shareholders’Meeting called to approve the financial report at 31 December 2015 and discuss other business.

40

9. INTERNAL CONTROL AND RISK MANAGEMENT SYSTEM

9.1.

INTRODUCTION

The internal control and risk management system is a set of rules, procedures and organisational structures designed
to ensure the identification, measurement, management and monitoring of the risk profile. The system is integrated
into the general organisational arrangements and corporate governance system adopted by Datalogic and duly takes
into consideration models of reference and best practices at the national and international levels.
An effective internal control and risk management system helps ensure that the management of business is in linewith the corporate objectives identified by the Board of Directors, enabling informed decisions to be made. It
contributes to ensuring the protection of company assets, the efficiency and effectiveness of company processes andthe reliability of information provided to corporate officers and disclosed to the market, as well as compliance withlaws and regulations in force, the articles of association and internal procedures.
Accordingly, the Board assesses the suitability of the internal control and risk management system in relation to thecharacteristics of Datalogic and ensures that appropriate preliminary work is performed to support its assessments
and decisions about the internal control and risk management system, the approval of the annual and half-yearlyfinancial statements and interim reports and relations between Datalogic and the independent auditor. For thispurpose the Board has tasked a committee with specific duties in relation to internal control and risk management,
made up for the majority of independent directors.

9.2.

RISK MANAGEMENT AND INTERNAL CONTROLS IN THE FINANCIAL REPORTING PROCESS.
INTRODUCTION.

Risk management and internal control in the financial reporting process is aimed at significantly mitigating any risk
to the reliability, accuracy, trustworthiness and timeliness of disclosures.
Of particular importance for the internal control system is the administrative and accounting organisational plan
approved by the Board of Directors to meet the requirements of Law 262/2005.

41

The organisational plan represents the framework of reference for the internal control system adopted by Datalogic,
alongside the provisions of law and regulations of reference.

9.2.1.

Methodological approach.

Internal control and risk management in Datalogic’s financial reporting process involves a wide system of controls
built on various different elements, including:-the Datalogic Group Code of Ethics;-

the Model 231 compliance programme;-

the Insider Dealing Code;-the procedure for transactions with related parties;-

the corporate organisational chart and the system of delegated responsibilities and powers of attorney;-

the procedure for market disclosures;-accounting controls.

Datalogic’s accounting controls are in turn built on a series of elements:-

the accounts and administration framework – a document provided to all employees directly involved in theprocess of keeping and/or controlling accounts and records, which outlines the operational procedures forcontrolling accounts;-

the Datalogic Group accounting manual – a document designed to promote the development and applicationof standard accounting policies across the Datalogic Group as regards the recognition, classification andmeasurement of operations;-operational instructions for financial statements and reports and closing calendars – documents designed to
inform the company offices involved of the operating procedures for the preparation of financial statements
by the deadlines set and notified;-Group reporting software and forms shared by all Datalogic Group companies for the preparation offinancial statements and interim reports, together with the relative user manual.

429.2.2. Risk management and internal control stages in the financial reporting process
A. Identification and evaluation of financial reporting risks and the controls in place for the risks identified.
A step-by-step risk assessment process was used to identify and evaluate financial reporting risks.
The process first of all identified:-

the objectives of the internal control system with regard to financial reporting to ensure a truthful and fair
representation of operations;-the financial accounts, subsidiaries and administrative/accounting processes considered relevant on the basis ofquantitative and qualitative assessments carried out.

Financial accounts were then linked to operating processes in order to identify and assess the risks of each process
in terms of its potential impact on financial reporting. The risks were evaluated in terms of their possible impact onfinancial statement assertions (completeness, existence and occurrence of events, measurement and recognition,
presentation and disclosures, rights and obligations).
Once key risks were identified at the process level, the key controls necessary to manage those risks were identified.
This step-by-step process was then formalised in a generic test plan, which schematically provides information on:-

processes: description of the process being mapped;-

risks: the financial reporting risks linked to the process being examined are indicated, highlighting the possible
impacts on financial statement assertions;-controls: the necessary controls to be performed and parameters such as ownership, objectives and frequency;-

test procedure: a periodic testing procedure is suggested, in order to assess both the design and the effectivenessof existing controls.

The generic test plan is a document distributed to the most significant Datalogic Group companies for the purposesof accounting and financial reporting. The plan is shared with the administrative managers of those companies, who
are also responsible for the walkthrough of the process, insofar as they are responsible.
In brief, the walkthrough enables the adequacy of the process to be checked by mapping the operating processes
from their origin to the ways in which they are reflected in the financial statements, as well as the relative design ofthe controls.

43Any gaps found must be submitted to the manager responsible for preparing the Company’s financial reports or,alternatively, corrective action must be planned to close the gap.
The first walkthrough was conducted when the administrative and accounting organisational plan was implemented
in 2007. Repeat walkthroughs are planned on a rolling basis, with full coverage ensured every two years of allprocesses and controls contemplated in the generic test plan, as well as in the event of an audit on a company andwhen new processes and controls are introduced.
The effective application of controls is assessed through specific monitoring actions (tests), in line with bestpractices in the field.
To that end, every year the Internal Auditor submits a test plan to the manager responsible for preparing theCompany’s financial reports, setting out the policies and time-frames for performing tests the following year. This
document is a dynamic tool, able to guarantee the continuous adaptation of controls both at the entity level and at
the process level.
Testing is normally carried out continuously throughout the year by the Datalogic Group administration units under
the coordination of the Internal Auditor, who verifies that the required controls are actually carried out and also
guarantees specific control as part of his ordinary auditing duties.
The final step of the testing process involves an assessment of the operational test outcomes and the identificationof corrective actions/improvement plans. This information is submitted to the Internal Auditor who periodicallyconsolidates test outcomes and assesses the suitability of the corrective actions identified, preparing a summary
report for the manager responsible for preparing the Company’s financial reports to support the legal attestation offinancial reports.
The summary report is also forwarded to the Chief Executive Officer, to the committee tasked with internal control
and risk management responsibility and to the Board of Statutory Auditors. The administrative managers ofsubsidiaries are required to submit supporting statements to the manager responsible for preparing the Company’s
financial reports attesting the adequacy and effective application of administrative and accounting procedures.
B. Roles and entities involved.
Risk management and internal controls in the financial reporting process is governed by the manager responsible forpreparing the Company’s financial reports, who is responsible for designing, implementing and approving the44accounting and administrative organisational plan, as well as assessing its application and legally attesting theseparate and consolidated half-yearly and annual financial statements.
In performing his tasks, the manager responsible for preparing the Company’s financial reports:
1.

interacts with the Internal Auditor, who independently controls the functioning of the control system andsupports the manager responsible for preparing the Company’s financial reports in monitoring the system;2.

is supported by regional administrative managers, who, relative to their areas of competence: (i) ensure thecompleteness and reliability of the information sent to the manager responsible for preparing the Company’s
financial reports for the preparation of financial reports; (ii) are tasked with implementing, in the companies
within their region of reference, together with delegated officers, an adequate system of accounting controls
to safeguard administrative and accounting processes and with assessing its effectiveness over time; theoutcomes of their assessments are reported to the parent company through an internal attestation process;(iii) conduct the tests envisaged in the annual test plan on the system of administrative and accounting
controls;

3.

ensures the reciprocal exchange of information with the committee tasked with internal control and risk
management responsibility and with the Board of Directors by reporting on activities performed and on theadequacy of the internal control system.

The manager responsible for preparing the Company’s financial reports reports to the Board of Statutory Auditors
and the committee tasked with internal control and risk management responsibility on the adequacy and reliability of
the administration and accounting system.
Finally, the operational roles and entities identified above are formally part of the traditional corporate governancesystem adopted by Datalogic. The system encompasses various corporate bodies, each tasked with different control
functions, as explained in greater depth in other sections of this Report.

9.3.

DIRECTOR IN CHARGE OF THE INTERNAL CONTROL AND RISK MANAGEMENT SYSTEM

45

In its first meeting following its appointment (7 May 2015), the Board of Directors nominated the Chairman andChief Executive Officer, Mr Romano Volta, as director in charge of the internal control and risk management
system, tasked with the duties recommended by the Corporate Governance Code.
During the course of 2015, the director in charge of the oversight of the internal control and risk management
system:a)oversaw the identification of key risks for the company, in consideration of the operations engaged in by
the Company and its subsidiaries, with the resulting risk profile submitted periodically to the Board of
Directors for examination;b)

saw to the implementation of the steering guidelines set forth by the Board of Directors, overseeing thedesign, implementation and management of the internal control and risk management system andconstantly checking its adequacy and effectiveness;c)

saw to the adaptation of the system to changes in operating conditions and the legislative and regulatory
framework of reference;d)provided timely reports to the committee tasked with internal control and risk management responsibility(and to the Board of Directors) on issues and problems that emerged during the performance of his
activities or which came to his notice, so that the committee tasked with internal control and risk
management responsibility (and the Board) could adopt relevant measures;e)conducted the preliminary work for setting remuneration for the head of Internal Audit.

The director in charge of the oversight of the internal control and risk management system has the capacity torequest audits by Internal Audit on specific operating areas and on compliance with internal rules and procedures inthe execution of company transactions. Where such audits are requested, Mr Volta is required to notify the request
to the chair of the committee tasked with internal control and risk management responsibility and to the chair of theBoard of Statutory Auditors.

9.4.

HEAD OF INTERNAL AUDIT

46

The Internal Audit Office plays a key role in the internal control system. The head of Internal Audit is Mr David
Scapparone, who is also member of the Supervisory Body and the Audit Committee.5
The head of Internal Audit, Mr Scapparone:a)is tasked with ensuring, on both an ongoing basis and in relation to specific needs, and in respect ofinternational standards, the functioning and suitability of the internal control and risk management systemthrough the implementation of a Board-approved audit plan based on a step-by-step process for the
analysis and definition of priorities in the identification of key risks;b)

has direct access to all the information useful for the performance of his tasks;c)

prepares periodic reports on his work, providing information on his activities, on how risk management isconducted, and on the implementation of the plans set forth for the containment of risks. The periodic
reports also express an assessment of the suitability of the internal control and risk management system;d)reports promptly on events of particular significance;e)submits the reports mentioned in points c) and d) to the chair of the Board of Statutory Auditors, thechair of the committee tasked with internal control and risk management responsibility, the chairman of
the Board of Directors and to the director in charge of the internal control and risk management system;f)audits, as required by the audit plan, the reliability of reporting systems, including accounting entry
systems.

The head of Internal Audit is not responsible for any specific area of operations. He operates on the basis of anannual audit plan which is preliminarily examined by the committee tasked with internal control and risk
management responsibility and then subsequently approved by the Board of Directors. The Board of Directors
checked and confirmed during the year that the resources available to the Internal Audit Office were adequate.
Remuneration for the head of Internal Audit is set by the Board of Directors at the proposal of the director in
charge of the internal control and risk management system, having heard the opinion of the committee tasked with5

With reference to this last body, on 26 June 2007 the Board of Directors approved regulations governing the Audit Committee’s work, with a view to standardising and coordinating
the account auditing tasks and duties carried out by the special “Audit Committees” established within each of the operating divisions of the Datalogic Group. The Audit Committees
are tasked with monitoring and controlling how internal control procedures and the financial reporting process are organised and their efficiency, while ensuring that existing control
bodies (namely the Control and Risk Committee, the Board of Statutory Auditors and the independent auditor) are coordinated in their activities and communicate with each other. At
present, Audit Committees have been established in the subsidiaries Datalogic Automation S.r.l. and Datalogic ADC S.r.l.

47

internal control and risk management responsibility and the opinion of the Board of Statutory Auditors, and in linewith company policy.
Besides the Internal Audit Office, the internal control system encompasses:(i)the Legal department–Corporate & Compliance Office, which works with other Group functions toensure that internal rules, processes and Company operations in general comply with the regulatory
framework of reference;(ii)

the Model 231 compliance programme, which provides for a whistle-blowing procedure, in accordancewith the principles and rules identified in the programme, through which suspected breaches of thoserules and principles can be reported, also anonymously.

9.5.

COMPLIANCE PROGRAMME AS PER ITALIAN LEGISLATIVE DECREE 231/2001

The Issuer, together with its strategic subsidiaries (Datalogic ADC S.r.l., Datalogic Automation S.r.l. and Datalogic
IP TECH S.r.l.), has adopted a compliance programme covering organisational, management and control activities
in accordance with Legislative Decree 231/2001. It firmly believes the “Model 231” compliance programme is avalid way of raising the awareness of all those who operate in the name and on behalf of Datalogic of theimportance of the propriety and transparency of their conduct in the performance of their duties in order to preventthe risk of offences being committed in the interests or for the benefit of the Company.
Datalogic’s Model 231 compliance programme, prepared following the guidelines provided by Confindustria, wasoriginally approved by the Board of Directors on 12 May 2005. Since then the compliance programme has been
amended and additions have been incorporated (the last amendment was made on 5 November 2015).
The updated version of the Company’s Model 231 compliance programme is available on the corporate website
www.datalogic.com. The programme includes a general introduction and specific sections addressing:A)

Offences against the public administration;

B)

Corporate offences;

C)

Market abuse;D)

Occupational health and safety;

48

E)

Receipt of stolen goods and money laundering.

9.5.1. Supervisory Body
A specific supervisory body is tasked with overseeing the implementation of the Model 231 compliance programme
and is provided with adequate resources to fulfil that task. At the reporting date the supervisory body consists ofthree members (nominated by the Board of Directors on 7 May 2015, for a term coinciding with the Board’s own
term of office, i.e., until the approval of the financial statements at 31 December 2017), of whom two are people
external to the Datalogic Group:Mr Pier Luigi Morara, chairman of the body, a specialist supreme court lawyer with expertise in Law 231/2001
matters;



Mr Sergio Taddei, a specialist supreme court lawyer;



Mr David Scapparone, head of Internal Audit of the Datalogic Group.

Prior to the appointment of the Company’s “new” Board of Directors (at the Shareholders’ Meeting of 28 April2015), the supervisory body nominated by the Company consisted of three members, two of whom were people
external to the Datalogic Group, namely:

Mr Gerardo Diamanti, chairman of the body, independent consultant with expertise in finance and company
law;

Mr Andrea Pascerini, a criminal lawyer specialised in Law 231/2001 matters;

Mr David Scapparone, head of Internal Audit of the Datalogic Group.

The Board of Directors, in line with the policy adopted by the previous Board, has decided to confirm thedelegation of these compliance tasks and functions to a Supervisory Body that is distinct and separate from thecontrol body, nominated directly by the Board of Directors.
During the course of 2015:-prior to the appointment of the Company’s “new” Board of Directors (at the Shareholders’ Meeting of 28 April2015), the supervisory body in office at the time held two meetings (for which minutes were duly recorded);49

-following the appointment of the present supervisory body (at the Board meeting held on 7 May 2015), thesupervisory body has held five meeting (for which minutes were duly recorded, with the exception of the firstmeeting, called purely as a formality).

During the course of those meetings, the acting supervisory body, among the various tasks performed:a)analysed the most significant transactions conducted;b)

met with senior management officers;

c)provided mandatory training for employees;d)carried out preventive checks on key operations subject to the risk of the offences contemplated by legislative
decree 231/2001;

e)received and examined a series of documents produced by other control bodies;f)prepared its annual report for the committee tasked with internal control and risk management responsibility;g)analysed changes in the regulatory framework of reference;h)submitted to the Board of Directors proposed amendments to the Company’s Model 231 complianceprogramme that it deemed necessary.

For further information on the tasks and powers of the Supervisory Body and the report on its work, see theupdated version of the Model 231 compliance programme available on the corporate website www.datalogic.com.

9.6.

INDEPENDENT AUDITOR

On 29 April 2010, the shareholders approved the engagement of Reconta Ernst & Young as independent auditor inaccordance with the joint provisions of articles 13 and 17 of legislative decree 39 of 27 January 2010, for thefinancial years 2010–2018.

9.7.

MANAGER RESPONSIBLE FOR PREPARING THE COMPANY’S FINANCIAL REPORTS

The Company’s articles of association assigns power to the Board of Directors, having heard the opinion of theBoard of Statutory Auditors, for the nomination of a manager responsible for preparing the Company’s financial

50

reports for a term coinciding with the term of office of the Board of Directors that makes the nomination, unlessremoved earlier.
Besides a long experience in administration and finance, the manager responsible for preparing the Company’s
financial reports is required to exhibit the same reputational qualities required by law for the office of director.
In accordance with laws in force at the reporting date, the manager responsible for preparing the Company’s
financial reports is tasked with the following duties:a) providing adequate administrative and accounting procedures for the preparation of separate and consolidated
financial statements and all other financial disclosures;b) providing a legal attestation that the financial disclosures, including interim results, of Datalogic correspond to
documented results and accounting records, which is to be attached to all reports and market disclosures madeby the Company;c) legally attesting, for the annual separate financial statements, the half-yearly abbreviated financial statements andthe consolidated financial statements and using the format required by Consob regulations:that the procedures identified in point a) above are adequate and were effectively applied over the reporting
period to which the documents refer;that the documents have been prepared in accordance with applicable international accounting standards, as
endorsed by the European Union by Regulation (EC) No. 1606/2002 of the European Parliament and of
the Council of 19 July 2002;that the financial disclosures correspond to documented results and accounting records;that the documents provide a truthful and accurate picture of the profitability, assets and liabilities andfinancial position of the Company and all the companies included in the scope of consolidation;

for the separate and the consolidated financial statements, that the report on operations provides a reliable
analysis of the performance of operations and the financial position of the Company and all the companies
included in the scope of consolidation, as well as a description of the main risks and uncertainties to which
they are exposed;

for the half-yearly abbreviated financial statements, that the interim report on operations provides a reliable

51

analysis of the disclosures required by article 154-ter(4) of the Consolidated Law on Finance.
The statutory provisions governing the liability of directors also apply to the manager responsible for preparing theCompany’s financial reports, in relation to the duties with which he is tasked, with the exception of actions requiredby the employment relationship with the Company.
Following the resignation, applicable as of the date of the approval of the draft financial statements for the year
ended 31 December 2014 and the consolidated financial statements, of Mr Marco Rondelli (then manager
responsible for preparing the Company’s financial reports, up until 6 March 2015), the Board of Directors, on thatsame date, nominated the Group Chief Financial Officer and Investor Relator, Mr Sergio Borgheresi, as manager
responsible for preparing the Company’s financial reports for Datalogic.
Following the appointment of the Company’s “new” Board of Directors, at the meeting held on 7 May 2015 thepresent Board of Directors confirmed the nomination of Mr Borgheresi as the Company’s manager responsible forpreparing the Company’s financial reports.
At the reporting date, the role of manager responsible for preparing the Company’s financial reports was held by Mr
Stefano Biordi, whose resume is available on the corporate website www.datalogic.com (see in this regard thesection “Changes Following the Close of the Year”).

9.8.

COORDINATION OF ENTITIES INVOLVED IN INTERNAL CONTROL AND RISK MANAGEMENT

Coordination of the officers involved in internal control and risk management is ensured through meetings and theconstant exchange of information between the entities involved in the “system”. Those entities include:

the committee tasked with internal control and risk management responsibility;the director in charge of the internal control and risk management system;the head of Internal Audit;

the manager responsible for preparing the Company’s financial reports;the Board of Statutory Auditors;

the independent auditor;



the Supervisory Body.

52

Officers and entities are invited to report at meetings of the committee tasked with internal control and risk
management responsibility on the basis of the business on the agenda, so as to enable discussion and ensure greater
coordination of their work in relation to internal control and risk management.
Finally, at least every six months, the committee tasked with internal control and risk management responsibility
reports to the Board of Directors on its work, enabling the Board of Directors effectively to fulfil its guidance roleand make an overall assessment of the adequacy of the internal control and risk management system adopted by theCompany.

53

10. DIRECTORS’ INTERESTS AND RELATED PARTY TRANSACTIONS

Following the introduction of the Consob Regulation on Related-Party Transactions in March 2010, the Company
approved its own specific procedure governing transactions with related parties on 4 November 2010 (“TRP
Procedure”), with a view to ensuring the transparency and substantive fairness of all transactions performed withsuch parties.
At its meeting on 24 July 2015, given the favourable opinion of the independent directors, the Board of Directors
moved to approve a series of amendments to Datalogic’s TRP Procedure. For further information on transactions
with related parties see the updated version of the procedure, available on the corporate website
www.datalogic.com.
At the same meeting, the Board of Directors also decided to task the Control, Risk, Remuneration andAppointments Committee with the role and responsibilities of Committee for Transactions with Related Parties ofLesser Significance.

54

11. BOARD OF STATUTORY AUDITORSThe Board of Statutory Auditors is tasked with the oversight of:-compliance with law and the articles of association;-observance of the principles of fair management;-

the adequacy of the organisational structure, in relation to its capacities, of the internal control system and theadministration and accounting system, as well as the reliability of the latter in providing an accurate
representation of operations;-

how the corporate governance rules envisaged by the Corporate Governance Code and formally endorsed byDatalogic are implemented in practice;-

the adequacy of the instructions provided to subsidiaries in relation to disclosure requirements of price-sensitive
information.

In accordance with legislative decree 39/2010, the Board of Statutory Auditors oversees:a) the financial reporting process;b) the effectiveness of the internal control, internal audit and risk management systems;c) the statutory auditing of annual accounts and consolidated accounts;d) the independence of the independent auditor or independent auditing firm, in particular as concerns theprovision of non-auditing services by the latter to the entity subject to the statutory auditing of accounts.
The Board of Statutory Auditors performs its tasks through the powers delegated to it by law, relying on constantaccess to activity-based information from the Company, also outside the periodic meetings held with the Board of
Directors and its committees.
Every quarter (unless otherwise indicated), a Quarterly Corporate Governance Report is submitted to the Board of
Statutory Auditors (together with the committee tasked with internal control and risk management responsibility,
the members of the supervisory body and the director in charge of overseeing the internal control and risk
management system) and the members of the Board of Directors. The quarterly report shows:-the status of approved transactions with related parties;55-

the status of transactions approved by the Board of Directors having a significant impact on the profitability,
assets and liabilities and financial position of the Datalogic Group;-

the most significant disputes that may give rise to contingent liabilities (tax claims on a half-yearly basis);-the main changes introduced to the governance system of the Datalogic Group;-

amendments to the register of persons with access to price-sensitive information (on a half-yearly basis).

In performing it tasks and duties, the Board of Statutory Auditors takes part in all Board of Directors’ meeting andShareholders’ Meetings. It also attends committee meetings, where it can discuss issues and coordinate its work, asmentioned earlier, with all the entities involved in the internal control and risk management system.

11.1. APPOINTMENT OF STATUTORY AUDITORSThe Board of Statutory Auditors of Datalogic consists of three standing auditors and three alternate auditors.
In accordance with article 21 of the articles of association, appointments to the Board of Statutory Auditors are
made using a “slate voting” system; where at least two (unconnected) slates are nominated, the “minority” slate isassured the appointment of one standing auditor, who will chair the board, and one alternate auditor.
Only shareholders who jointly or severally hold shares with voting rights representing at least 2.5%, the minimum
figure contemplated by Consob regulations,6 of the share capital entitled to vote at the Shareholders’ Meeting may
nominate slates of candidates for election to the Company’s Board of Statutory Auditors. Slates are to be filed at
Company headquarters at least 25 days before the scheduled date of the Shareholders’ Meeting called to vote on theappointment of the Board of Statutory Auditors; nominating shareholders are required to demonstrate that theyhold the necessary number of shares required for the nomination of a slate no later than the deadline set by theCompany for the publication of slates, namely 21 days prior to the scheduled date of the Shareholders’ Meeting
called to vote on the appointment of the board.
If by the deadline for the nomination of slates of candidates for the Board of Statutory Auditors (and for their filingat the Company’s headquarters) only one slate has been nominated, or the slates nominated by shareholders prove
to be connected as defined by applicable law and regulations in force, the deadline for the filing of additional slates

6

See Note 2.

56may be extended by three days (i.e., until 22 days prior to the Shareholders’ Meeting). In this case, the shareholding
threshold required for filing is reduced by half to 1.25% of the share capital entitled to vote at the Shareholders’Meeting.
Slates of candidates nominated for election to the Board of Statutory Auditors will be made available to the public atlarge at Company headquarters, on the corporate website www.datalogic.com and through the other channels
contemplated by Consob at least 21 days prior to the date of the Shareholders’ Meeting.
Slates of candidates must necessarily be divided into two distinct sections:(i)a first section (standing auditors) listing one or more candidates, up to a maximum of three(numbered in progressive order) nominated for the office of standing auditor;(ii)

a second section (alternate auditors) listing one or more candidates, up to a maximum of three(numbered in progressive order) nominated for the office of alternate auditor.

In order to ensure a gender balance within the Board of Statutory Auditors, slates listing three or more candidates,considering both sections, must include candidates of both sexes in the first two positions of the standing auditor
section and in the first two positions of the alternate auditor section.
Each shareholder may nominate, or participate in the nomination, of only one slate and may not vote for more than
one slate (whether in person, or through a nominee or trust). Shareholders forming a syndicate or who are part of ashareholders’ agreement in relation to Company stock may not nominate or vote for more than one slate, whetherin person, or through a nominee or a trust.
Each candidate may be nominated on one slate only or will otherwise be deemed ineligible.
Statutory auditors whose term of office is expiring may be re-elected.
Each slate filed is to be signed by the nominating shareholders and must be accompanied by the following
documentation:-

information identifying the shareholders nominating the slate and the percentage of the share capital
jointly held;-in the case of a “minority slate” (i.e., a slate nominated by shareholders who severally and jointly do
not hold a controlling interest or a relative majority of the share capital), a statement representing thatno connection exists between them and the majority shareholders (as required by article 144-quinquies57

of the Issuers’ Regulation). In addition, for the intents and purposes of Consob Communication
DEM/9017893 of 26 February 2009, it is recommended that shareholders nominating a “minority
slate” should also provide the additional information identified in section 3 of said Consob
Communication;-a statement of acceptance of nomination by each single candidate;-a statutory declaration from each candidate stating that they satisfy the eligibility and compatibility
criteria and all other requirements contemplated for holding office;-the resume of each candidate, providing comprehensive information on his or her personal experienceand professional background and an indication of any other governance offices held in othercompanies.

Statutory auditors are appointed according to the following process:- where two or more slates are nominateda) two standing auditors and two alternate auditors, taken as listed in progressive order in the two sections of
the slate, are drawn from the slate receiving the highest number of votes cast at the Shareholders’ Meeting;b) one standing auditor, appointed chair of the Board of Directors, and one alternate auditor, taken as listed inprogressive order in the two sections of the slate, are drawn from the slate receiving the second-highest
number of votes at the Shareholders’ Meeting.
If two or more slates receive an equal number of votes, the most senior candidate in terms of age is drawn:- where only one slate is nominated, subject to the approval of the slate by vote of the Shareholders’ Meeting, thefirst candidate listed in the standing auditor section is appointed chair of the Board of Statutory Auditors;- where no slates are nominated, the Shareholders’ Meeting is to elect a Board of Statutory Auditors (and its chair),with the application of the majority thresholds contemplated by law, without prejudice to the gender balance
required by law and the eligibility requirements applicable for election to the office of statutory auditor.
Statutory auditors who no longer satisfy the eligibility criteria required by law and the articles of association will
forfeit office.

58

Where a standing statutory auditor is to be replaced, the appointment is given to the alternate auditor belonging to
the same slate as the superseded auditor, without prejudice to the provisions for the appointment of the chair of theboard and to the gender balance requirement.
Without prejudice to the gender balance requirement contemplated by law, the foregoing procedures for theappointment of the Board of Statutory Auditors envisaged by the articles of association do not apply where theShareholders’ Meeting is called to appoint, in accordance with law, standing and/or alternate auditors and the chairin order to integrate the Board of Statutory Auditors in the event that a statutory auditor is replaced or has forfeitedoffice or where at least one minority slate has not been nominated. In such cases the Shareholders’ Meeting is tovote with the application of the thresholds contemplated by article 12 of the articles of association, without
prejudice to the right of minority shareholders, where one or more slates of candidates have been nominated bythem, to appoint one standing auditor (appointed chair of the Board of Statutory Auditors) and one alternate
auditor.
The Shareholders’ Meeting sets the fees due to the statutory auditors upon their appointment.
The Board of Statutory Auditors has a term of office of three years, expiring on the date of the Shareholders’Meeting called to approve the financial statements for the third year of its term. Termination of office due to expiry
takes effect as of the establishment of a new Board of Statutory Auditors.

11.2. COMPOSITION

The present Board of Statutory Auditors was elected by the Shareholders’ Meeting on 23 April 2013 from two slates
nominated:(i)one by the majority shareholder Hydra S.p.A.;(ii)

one jointly by the shareholders d’Amico Società di Navigazione S.p.A., Cesare d’Amico and FI.PA.
Finanziaria di Partecipazione S.p.A.

59

The board’s term of office will expire upon approval of the financial statements for the year ended 31 December
2015.
The current members of the Board of Statutory Auditors are shown in the table below.
Name
Mario Fuzzi
Chairman of the Board of Statutory Auditors

Francesca Muserra
Standing auditor

Mario Stefano Luigi Ravaccia
Standing auditor

Stefano Biordi
Alternate auditor

Paola Bonfranceschi
Alternate auditor

For more information see table 3.
An updated resume of each statutory auditor is published on the corporate website www.datalogic.com.
On 29 December 2015, the chairman of the board, Mr Enrico Cervellera, due to his resignation, was replaced by thealternate auditor Mr Mario Fuzzi as chairman of the Board of Statutory Auditors.
Mr Mario Fuzzi will hold the chair until the next Shareholders’ Meeting.
At the reporting date, the composition of the Issuer’s Board of Statutory Auditors has not undergone any further
changes in 2016.

11.2.1. Activities of the Board of Statutory Auditors
In 2015 the Board of Statutory Auditors held a total of six meetings, with an average duration of approximately one
and a half hours.

60In terms of meeting attendance, we report:-

The chairman of the Board of Statutory Auditors, Mr Cervellera, attended all the meetings;-

The statutory auditor Mr Ravaccia attended all the meetings;-

The statutory auditor Ms Muserra attended all the meetings.

For the year 2016 the Board of Statutory Auditors has scheduled six meetings; at the reporting date, a total of threemeetings have already been held.
In 2015, the Chairman and Chief Executive Officer ensured that all the executive directors (each in their respective
capacity) and Datalogic senior management provided in-depth reports at Board of Directors’ meeting to thestatutory auditors on the sector in which the Issuer operates.
At the Board meetings, as well as at committee meetings, reports were also provided on changes in the legal andregulatory framework of reference.
At its first meeting in 2016, the Board of Statutory Auditors checked that the statutory auditors Mr Ravaccia and Ms
Muserra continued to satisfy independence criteria (including the criteria contemplated by the Corporate
Governance Code for directors) and that the new chairman, Mr Fuzzi, also satisfied the independence criteria
applicable.

6112. INVESTOR RELATIONSThe Investor Relations function ensures the proper management of relations with financial analysts, institutional
investors and Italian and foreign private shareholders.
In accordance with the principles of fairness, clarity and equal access to information, financial statements anddocuments concerning Datalogic, in particular as concerns inside or price-sensitive information, are disclosed on thecorporate website www.datalogic.com.
For all of 2015 and up to 4 March 2016, investor relations were supervised by the Chief Financial Officer, Mr Sergio
Borgheresi, in his capacity as Investor Relator.
At the reporting date, the role of Investor Relator was held by Ms Vincenza Colucci (see in this regard the section“Changes Following the Close of the Year”); Ms Colucci’s resume is published on the corporate website
www.datalogic.com.
The Governance section of the website www.datalogic.com provides access to all corporate documents prepared inaccordance with laws and regulations in force concerning corporate governance.

6213. SHAREHOLDERS’ MEETINGSThe Shareholders’ Meeting represents the entirety of the Company’s shareholders. It is responsible for:a)the ordinary business of approving the annual financial statements, appointing and removing members of theBoard of Directors, appointing the members of the Board of Statutory Auditors and its chair, determining
compensation for the directors and statutory auditors, approving the engagement of the independent auditor
and assessing the responsibilities of the directors and statutory auditors;b)the extraordinary business of approving amendments to the articles of association and extraordinary corporatetransactions, such as increases in the share capital, mergers and spin-offs, without prejudice to the capacities
reserved to the Board.

For further information on meeting procedures, shareholders’ rights and how those rights can be exercised, see theIssuer’s articles of association, available on the corporate website www.datalogic.com.

Shareholders’ meetings in 2015
In 2015 only one Shareholders’ Meeting was called, held on 28 April.
The (i) Notice of Call, (ii) Minutes of the Shareholders’ Meeting, (iii) a summary of voting outcomes, (iv)
documents, reports and proposed resolutions submitted to the shareholders, and (v) the media release issued by theCompany on the outcomes of the Shareholders’ Meeting are all published on the corporate website
www.datalogic.com.

63

14. CHANGES FOLLOWING THE CLOSE OF THE YEAR

On 4 March 2016, following the Board’s approval of the annual financial report at 31 December 2015, Mr Sergio
Borgheresi tendered his resignation from the company to pursue a new career opportunity in the private equity
sector.
The Company is currently searching for a new Group CFO; on 4 March 2016, Mr Stefano Biordi was appointed
interim Group CFO.
Also on 4 March 2016, with the endorsement of the Board of Statutory Auditors, the Board of Directors delegatedto Mr Biordi the role (and responsibilities) of manager in charge of preparing the Company’s financial reports.
Mr Biordi is a chartered accountant and auditor with over twenty years of experience in the statutory auditing ofaccounts and tax and corporate advisory. His extensive expertise of the “corporate” sector is built on the numerous
positions he has held over his career as a consultant and statutory auditor in major corporations and industrial
groups.
Mr Biordi’s resume is published on the Company’s corporate website www.datalogic.com.
Ms Vincenza Colucci was instead appointed Investor Relator; her resume is also published on the corporate website
www.datalogic.com.

64

15. TABLE 1a: OWNERSHIP STRUCTURE

No.

% of share capital

Listing

shares58,446,491

Ordinary shares

Listed on the STAR segment of the electronic stock market organised and100%

managed by Borsa Italiana S.p.A.

16. TABLE 1b: SIGNIFICANT SHAREHOLDINGS

Direct shareholder
Declarer or entity at the% of voting share capital% of ordinary share capitalof which no voting rights attachedof which no voting rights attached

top of the shareholding
chain

Company Status % sharevoting rights held by % share% shareEntityHYDRA SPA

voting rights held by% share% shareEntityOwner 66.962

0.000

66.962

0.000

Total

66.9620.000

66.9620.000

66.9620.000

66.9620.000% shareHYDRA SPA

Total

Note:
Information concerning shareholders that directly or indirectly hold ordinary shares representing more than 2% of the share capital with voting rights at theordinary shareholders’ meetings of the Company has been sourced from the Consob website.
The information published by Consob on its website, based on the disclosures made by entities subject to the disclosure obligations contemplated by article 120of the Consolidated Law on Finance and by the Issuers’ Regulation, may differ from the actual situation due to the fact that the obligation to disclose changes in
the percentage of share capital held does not arise simply from a change in the percentage held but only when the shareholding “rises above“ or “falls below”
the thresholds set forth in article 117 of the Consob Issuers’ Regulation.

65

17. TABLE 2: STRUCTURE OF THE BOARD OF DIRECTORS AND ITS COMMITTEES

Board of Directors

Control & Risk

Remuneration & Joint

Committee (5)Appt. Committee

Independent

Committee (3) directors
Independents

Date ofDate of birth
OfficeChairman andChief Executive
OfficerManaging

Members

Romano Volta

first appt.

In office from In office until

Slate
**

31/12/2017 (app. of
15/02/1937

2001

28/04/2015

Exec.

Non-

Indep.

exec.

CG CodeIndep.

Other

CL

offices

Finance*** (4)

(*)

(*)

(**)

(*)

(**)

(*)

(**)

(*)

Maj. (2)

X

-

-

-

1

9/9

-

-

-

-

-

-

-

X

-

-

-

-

6/6

-

-

-

-

-

-

-

X

-

-

-

2

9/9

-

-

-

-

-

-

-

financial statements)•◊
30/04/1959

2015

28/04/2015

31/12/2017 (app. of Maj. (2)13/06/1978

2001

28/04/2015

31/12/2017 (app. of Maj. (2)25/05/1963

2009

28/04/2015

31/12/2017 (app. of Maj. (2)

-

X

X

X

-

6/6

-

-

-

-

4/4

M

2/2

29/06/1966

2001

28/04/2015

financial statements)
31/12/2017 (app. of Maj. (2)

-

X

-

-

-

9/9

-

-

-

-

-

-

-

09/11/1954

2014

28/04/2015

31/12/2017 (app. of Maj. (2)

X

-

-

-

-

7/9

-

-

-

-

-

-

-

14/05/1970

2015

28/04/2015

financial statements)
31/12/2017 (app. of Maj. (2)

-

X

X

X

-

6/6

-

-

-

-

4/4

C

2/2

01/03/1984

2012

28/04/2015

financial statements)
31/12/2017 (app. of Maj. (2)

-

X

-

-

1

9/9

-

-

-

-

4/4

M

-

--------------------------------DIRECTORS SUPERSEDED DURING THE REPORTING YEAR-------------------------------Maj. (1)18/03/1965
2009
24/04/2012
28/04/2015
Director
Gianluca Cristofori

X

X

X

-

2/3

2/2

P

2/2

M

-

-

-

X

X

X

-

2/3

2/2

M

2/2

P

-

-

-

Carlo Aversa

financial statements)

Director
Director

Valentina Volta

financial statements)

Director
Director

Luigi Di Stefano
Pier Paolo Caruso

financial statements)

Director

Pietro Todescato

Director

Gaia Mazzalveri ○Director

Maria Filippo Volta

financial statements)

Director

Emanuela Bonadiman

13/04/1963

2012

24/04/2012

No. of meetings held in the reporting year prior to the appointment of the “new” Board: 3

28/04/2015

Maj. (1)-Control & Risk Committee (5): 2

Remuneration & Appt. Committee: 2

Joint Committee (3): 4

No. of meetings held in the reporting year after the appointment of the “new” Board: 6
Threshold required for the nomination of slates for the election of one or more members of the Board of Directors (as per art. 147 of Consolidated Law on Finance): 2.5%

Ind. director 2

NOTE
The symbols shown below are to be inserted in the column “Office”:• Director tasked with internal control and risk management responsibility.
◊ Highest management officer of the Issuer (Chief Executive Officer or CEO).
○ Lead Independent Director (LID).
* The date of first appointment is given by the year in which the director was appointed for the first time to the Issuer’s Board of Directors. The starting point was taken as the year of the Issuer’s listing on the stock exchange (2001).
** The slate from which each director was elected (“Maj.”: majority slate; “Min.”: minority slate; “BoD”: slate nominated by the Board of Directors).
*** Number of governance offices held by the person in other companies listed on regulated markets, (also internationally) or in finance companies, banks, insurance companies or corporations of significant size. Offices are to be indicated in full in the Report on Corporate Governance.
(*). Attendance rate of directors at Board meetings and committee meetings (indicate the number of meetings attended out of the total number which could have been attended; e.g., 6/8, 8/8, etc.).
(**). Status of the director in the committee: “C”: Chair; “M”: Member.
(1) The Board of Directors was appointed by the Shareholders’ Meeting of 24 April 2012 from a single slate of candidates nominated by the majority shareholders Hydra S.p.A.
(2) The Board of Directors was appointed by the Shareholders’ Meeting of 28 April 2015 from a single slate of candidates nominated by the majority shareholders Hydra S.p.A.
(3) At the Board meeting held on 24 July 2015, the Board of Directors tasked the Control, Risk, Remuneration and Appointments Committee with the role and responsibilities of Committee for Transactions with Related Parties of Lesser Significance.
(4) Other roles covered by the same group have been considered a single role.
(5) At the Board meeting held on 24 April 2012, the Board of Directors tasked the Control and Risks Committee with the role and responsibilities of Committee for Transactions with Related Parties.

18. TABLE 3: STRUCTURE OF THE BOARD OF STATUTORY AUDITORS

Board of Statutory Auditors
Date of birth
OfficeMembers

Chairman

Mario Fuzzi

08/05/1962

Date of first

Attendance at Board of

No. of other offices

Indep. CG CodeStatutory Auditors’

****

Maj.

X

meetings ***
-

-

Maj.

X

6/6

9

Maj.

X

6/6

9

Maj.

-

-

-

Maj.

-

-

-

Min.

-

6/6

-

Slate

appointment *In office from

In office until

2013

29/12/2015 (2)31/12/2015 (app. of**(1)financial statements)

Standing auditor

Mario Stefano Luigi

12/03/1969

2007

23/04/2013

31/12/2015 (app. ofStanding auditor

Ravaccia
Francesca Muserra

14/05/1965

2013

23/04/2013

31/12/2015 (app. of

Alternate auditor

Stefano Biordi

20/08/1964

2007

23/04/2013

31/12/2015 (app. of

Alternate auditor

Paola Bonfranceschi

12/07/1962

2013

23/04/2013

31/12/2015 (app. offinancial statements)

financial statements)

financial statements)

financial statements)-----------------STATUTORY AUDITORS SUPERSEDED DURING THE REPORTING YEAR----------------Chairman

Enrico Cervellera

27/02/1941

2013

23/04/2013

29/12/2015

Number of meetings held during the reporting year: 6
Threshold required for the nomination of slates for the election of one or more members (as per art. 148 Consolidated Law on Finance): 2.5%

NOTES
* The date of first appointment is given by the year in which the director was appointed for the first time to the Issuer’s Board of Directors. The starting point was taken as the year of the Issuer’s listing on the stock exchange (2001).
** The slate from which each statutory auditor was elected (“Maj.”: majority slate; “Min.”: minority slate).
*** Attendance rate of statutory auditors at Board of Statutory Auditors’ meetings (indicate the number of meetings attended out of the total number which could have been attended; e.g., 6/8, 8/8, etc.).
**** Number of governance offices held by the person in other companies in accordance with art. 148-bis of the Consolidated Law on Finance and the implementing provisions set forth in the Consob Issuers’ Regulation. The full list of offices is published on the Consob website inaccordance with art. 144-quinquisdecies of the Consob Issuers’ Regulation.
(1) The present Board of Statutory Auditors was elected by the Shareholders’ Meeting of 23 April 2013 from two slates of candidates nominated by the majority shareholder Hydra S.p.A. and jointly by the shareholders d’Amico Società di Navigazione S.p.A., Cesare d’Amico and FI.PA. Finanziaria di Partecipazione S.p.A.
(2) Appointed following the resignation of Mr Cervellera.