Reputational risk has become a concern as new corporate tax reporting requirements and the rising exchange of tax information between countries are disclosing more details about a company’s tax affairs.
The number of companies adopting a programme to detect and prevent supply-chain risks is increasing, but so are the instances of fraud, waste, or abuse that companies are experiencing in their supply chains, according to Deloitte research. To better manage these risks, companies can take four steps.
Keith Goffin, a professor of innovation and new product development at Cranfield School of Management, explains the criteria by which management accountants should evaluate projects and drive innovation.
Scenario planning can help companies identify risks and opportunities to drive more effective business decisions, explains forecasting expert Steve Player, CPA, CGMA.
Almost three-fourths of global insurance companies say their leadership views risk management as having strategic value, according to a new survey by Towers Watson. The number of insurers satisfied with their ERM performance has increased since the previous survey two years ago.
With growing connectedness of devices and infrastructure, cyber-security concerns are also going to grow, Tom Ridge, the former secretary of the US Department of Homeland Security, said at the AICPA CFO Conference.
Corporate boards should look for an executive risk leader with these particular qualities to help them oversee and govern an increasing number of unfamiliar and complex risks that threaten the business.
Changes at the top, even the best planned ones, reduce shareholder value in the short term, according to research by PwC’s consulting group. But firing the CEO without having a successor lined up is costlier.
Executives and corporate directors believe business uncertainties and threats are increasing, a PwC survey suggests. The survey results explain how improved risk-management programmes can improve financial performance.
Treasury’s expanded, increasingly strategic role poses challenges that can be addressed by defining new responsibilities and priorities and by the way treasury interacts with other functions in the business.
A Grant Thornton report shows that audit executives and audit committees have different priorities for internal audit. Audit committees want more focus on financial risks, while audit executives focus more on compliance risks. Grant Thornton offers five ways to optimise internal audit functions.
Unlike the complicated chains of credit securitisation that helped trigger the global financial crisis eight years ago, today’s non-bank debt is straightforward, simple, and generally transparent, but its rapid rise poses some risks.
Many internal audit functions will need to undergo a fundamental shift in the coming years to keep pace with changes at their organisations, according to a new survey report.
The varied roles of internal auditors, external auditors, and audit committees often intersect. A new report describes how they can work together for mutual benefit.
Internal auditors in North America are confident in their ability to assess risks on a continual basis, but they face a potential talent shortage in the profession.
