عرض العناصر حسب علامة : الحوكمة
الأربعاء, 14 يوليو 2021 12:49
كي بي ام جي KPMG توسع الخدمات البيئية والاجتماعية والحوكمة
تعمل KPMG على زيادة جهودها لتوفير الخدمات البيئية والاجتماعية والحوكمة للعملاء من خلال مبادرة جديدة تسمى KPMG Impact.
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المحتوى بالإنجليزية
KPMG has been increasing its efforts to provide environmental, social and governance services to clients through a new initiative called KPMG Impact.
The team will help clients improve their ESG performance while also carrying out KPMG’s own ESG commitments. Last year, KPMG U.S. worked with other businesses, investors, standard-setters, non-governmental organizations and international organizations through the World Economic Forum to create a set of 21 core metrics for companies to disclose their progress in the ESG areas of people, planet, prosperity and governance. KPMG has adopted those same metrics to guide its actions and measure and report its progress.
The move comes as more accounting firms wade into providing ESG reporting and assurance services for clients. ESG funds have become a popular vehicle for investors, and the Securities and Exchange Commission is weighing requirements for climate risk disclosures by companies. At the same time, at the global level, securities regulators around the world are pushing for greater consistency in reporting ESG metrics, encouraging standard-setters to align their various standards and frameworks more closely together. The International Financial Reporting Standards Foundation has been working on creating a proposed International Sustainability Standards Board that it would oversee alongside the International Accounting Standards Board. IFRS Foundation trustees explained how the structure would work during a webinar Wednesday.
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This move toward greater sustainability reporting and assurance is one that KPMG has already been working on for years, but it’s taken on greater urgency as climate change risks appear to have grown with rising temperatures seen in the U.S. and across the globe.
The offices of KPMG in ChicagoTANNEN MAURY`/BLOOMBERG NEWS
“At the highest level for us, the backdrop for the rise of ESG is it’s all about trust,” said KPMG Impact leader Rob Fisher. “You see people looking to business as an ethical and effective leader to bring ESG aspirations to life, and the recent decline in trust that we see across institutions like government and media and so on affects our ability to come together and solve problems. That’s why a focus on organizations doing well across environmental, social and governance dimensions can really build trust with customers, employees, investors, regulators and really all stakeholders. We think ESG engagement will make businesses better by unlocking new value, building resilience and driving profitable and measurable growth both today and tomorrow.”
He has been working with clients on taking individual approaches to ESG reporting. “As I think about specific client conversations that I’m having, it’s that every business across all industries is on a unique ESG journey that reflects its stakeholders, challenges and opportunities,” said Fisher. “Effective engagement really has to be embedded throughout a company’s entire strategy and operations. Many of the clients we are working with are actually the leaders in their industries in areas like climate, the environment, social justice and so on, but they’re still looking for our help in how they bring it all together and figuring out the opportunities to improve.”
ESG encompasses not only the environment, but also social initiatives like diversity, equity and inclusion, and the firm is helping clients with those efforts as well. That includes providing assurance services.
“There are four big buckets of work that we’re doing for clients,” said Fisher. “One, we’re helping clients develop a broader ESG strategy, and then the second part is how do you operationalize that strategy. We’re seeing a lot of interesting opportunities around transformational opportunities and the ability to create some value, and we’re really seeing financial institutions and private equity leaning in because of that. There’s a ton of investor demand in that regard. The fourth bucket is around helping companies figure out how to measure it, report it, and assure it. Certainly there are a number of different standards and different frameworks and metrics for reporting ESG data, and we’re really working with clients to help them understand, based on perhaps the specific interests of particular investors or the industry that they’re in, what frameworks are going to make the most sense to help them develop capabilities to measure their return on their ESG [efforts]. You want it to be accurate and fit for purpose disclosure type of reporting.”
Last month, KPMG submitted a comment letter to the SEC in response to the SEC’s request for public input on climate change disclosures. “Ours is really about a building block approach at a high level,” said Fisher. “We support a global baseline. Then there would be supplemental standards to serve specific jurisdictional needs. I think the importance of some sort of consistency at the global level is that, if we don’t have that, disclosures will be less consistent and comparable. Registrants are operating across multiple jurisdictions and their supply chains and their customer base are certainly going to be global. We really think it has to start with a baseline and then additional disclosures that would be necessary in the context of the U.S.”
Becker Professional Education has been seeing growing demand for its Continuing Professional Education courses on ESG, with Tim Gearty, national director and editor-in-chief at Becker, conducting 40 to 50 sessions per month on ESG for companies across industries.
“Europe seems to be taking the lead on this,” said Gearty. “We in the United States are catching up quickly, but the European Union clearly took the lead on this, and they’re pushing ahead. We’re still in a catchup mode, but we have a lot of great thought leaders that are working very diligently to make sure that our standards are ultimately measurable and that assurance can be given to them. One of the critical items is we have to be able to measure those standards both qualitatively and quantitatively before assurance can be given.”
Groups like the American Institute of CPAs, the Institute of Management Accountants, the International Federation of Accountants, and the Association of Chartered Certified Accountants have been encouraging members to get involved in ESG reporting. The ACCA published a new report Wednesday, “Rethinking Risk for the Future,” examining the role of the accounting profession in effective risk management amid the crises presented by climate change, the COVID-19 pandemic, and the resulting economic turbulence. The report discusses how accountants can help organizations not only detect and better understand the emerging risks and opportunities facing them, but also cultivate the mindsets needed to think in more of a long-term perspective.
The IFRS Foundation is aiming to establish the proposed International Sustainability Standards Board by November in time for the United Nations COP26 Climate Change Conference in Scotland, after recently receiving endorsements from the G-7 finance ministers and the International Organization of Securities Commissions. “There is a timeline we are working toward,” said IFRS Foundation vice-chair Larry Leva during Wednesday’s webinar. “There are now less than four months until the COP26 conference in November. ... We still have a tremendous amount of work ahead of us, but we remain on track to make a final decision in advance of the COP26 meeting in Glasgow. We have received a great deal of support and goodwill for this work, and there is a real determination to make this happen.”
“This is an area that our profession is best positioned to be working, whether it’s internally reporting on it or working externally to give assurance on it,” said Gearty. “We’re understanding the demand because the demand for ESG is coming from the SEC, national business councils, the World Economic Forum, the AICPA, the Global Reporting Initiative, the European Union, and of course asset managers for these funds. They’re all demanding standards, so whether it’s a sustainability fund or just a report that’s being issued by a company, they can be ultimately verifiable so the individuals in the public can rest assured that the information is accurate and not manipulated.”
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الخميس, 08 يوليو 2021 13:14
دعوة للمتحدثين لمؤتمر IIA الدولي لعام 2022
دعوة مقدمي العروض الديناميكيين لمشاركة أفكارهم وأدواتهم ومواردهم مع المدققين الداخليين من جميع أنحاء العالم في مؤتمر IIA الدولي لعام 2022، الذي سيعقد في 17-20 يوليو في شيكاغو. أرسل قبل 22 أغسطس 2021.
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المحتوى بالإنجليزية
Call for Speakers
2022 International Conference
July 17–20
McCormick Place Convention Center, Chicago
Submission Deadline: August 22, 2021, 11:59 p.m. ET
Overview
This document has been developed as a guide for proposal submissions for the 2022 International Conference. We encourage all potential speakers to review this document prior to submitting a proposal for consideration.
The theme for The IIA’s 2022 International Conference sets the stage to share new and forward-looking information and leading practices in the pursuit of excellence in internal audit. As internal auditors are increasingly becoming trusted advisors and an integral part of their organizations, they are compelled to broaden their arsenal of skills. This conference will prepare industry professionals to embrace and learn new technologies, and implement new tools and techniques to effectively respond to shifting business and risk landscapes. The goal is to equip the profession with the resources it needs to stay current with the latest developments and advancements to bring significant value to businesses around the world.
We seek dynamic presenters who can engage their audience and conduct thought-provoking discussions. You are encouraged to participate by submitting a proposal to speak, noting the topic on which you would like to present within the education formats noted below.
Topics of interest for the conference include:
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الثلاثاء, 22 يونيو 2021 11:54
كيف تساعد الرؤية والاستراتيجية الشركات الصغيرة على النجاح
تبدأ العديد من الشركات حياتها بفكرة رائعة ولكنها تكافح لكي تصل الى العالمية ولذلك نقدم لك المكونات الرئيسية التي تستطيع ان تبني منظمة قوية داخلياً وخارجياً.
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الإثنين, 21 يونيو 2021 13:07
دراسة ماجستير: تقييم مدى اهتمام مؤسسات المراجعة الخارجية بالسودان بأبعاد حوكمة مهنة المراجعة
هدفت هذه الدراسة إلى التعرف على مدى اهتمام مؤسسات المراجعة الخارجیة بتطبیق أبعاد حوکمة مهنة المراجعة فی الواقع العملی لبیئة الممارسة المهنیة للمراجعة الخارجیة بالسودان
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رسائل ماجستير و دكتوراة
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الثلاثاء, 24 مايو 2022 07:15
إنفوجرافيك.. أربعة أخطاء شائعة يجب تجنبها عند اختيار إدارة الشركاء
أربعة أخطاء شائعة يجب تجنبها عند اختيار إدارة الشركاء
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إنفوجرافيك
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الأربعاء, 28 سبتمبر 2022 12:12
الخطوات التالية لأمناء مؤسسة المعايير الدولية لإعداد التقارير المالية استجابة للطلب على معايير الاستدامة العالمية
يعلن أمناء مؤسسة المعايير الدولية لإعداد التقارير المالية (IFRS) عن الخطوات التالية استجابة للطلب المتزايد لمعايير الاستدامة العالمية
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المحتوى بالإنجليزية
02 February 2021
IFRS Foundation Trustees announce next steps in response to broad demand for global sustainability standards
The Trustees of the IFRS Foundation met on 1 February 2021 to review responses to the first three questions asked by their consultation paper on sustainability reporting—demand for global sustainability standards, whether the IFRS Foundation should play a role, and, if so, the requirements for success in doing so. The responses indicate growing and urgent demand to improve the global consistency and comparability in sustainability reporting, as well as strong recognition that urgent steps need to be taken and broad demand for the IFRS Foundation to play a role in this.
Given this demand, the Trustees have agreed to undertake further detailed analysis of feedback on the requirements for success and other conditions to be satisfied prior to consideration of whether to establish a new board. The Trustees agreed the formation of a Trustee Steering Committee to oversee the next phases of work and added an additional key requirement for success—being the need for urgency to deliver global standards, most notably on climate.
Throughout the three-month consultation period, the Trustees led comprehensive outreach programmes within their respective jurisdictions to inform their decision-making and to encourage broad participation across all geographies and stakeholder groups. This included more than 400 engagements across 33 jurisdictions, participation in more than 20 public events hosted by third parties and the hosting of webinars that attracted more than 3,000 registered users. Following that outreach, the IFRS Foundation received 576 comment letters from a diverse set of organisations and individuals from around the world. All responses to the consultation paper are publicly available.
The Trustees will be meeting next on 2-4 March 2021. Given the growing and urgent demand, the intention would be for the Trustees to produce a definitive proposal (including a road map with timeline) by the end of September 2021, and possibly leading to an announcement on the establishment of a sustainability standards board at the meeting of the United Nations Climate Change Conference COP26 in November 2021.
Further information is available from the sustainability reporting project page.
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محاسبة و مراجعة
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الثلاثاء, 26 يناير 2021 12:08
هل الانكار نهر في مصر أم هو حالة مؤسستك؟
نعلم جميعًا أن الإنكار ليس نهرًا في مصر، لكن كم منا يعرف أن الإنكار هو حالة شركتنا؟
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المحتوى بالإنجليزية
Is denial a river in Egypt or the state of your firm?
By Dom Esposito
We all know that denial is not a river in Egypt, but how many of us know that denial is the state of our firm?
In his 2008 book entitled “Strategy and the Fat Smoker,” David Maister wrote that we often (or even usually) know what we should be doing in both our personal and professional life. We also know why we should be doing it and (often) how to do it. Figuring all that out is not too difficult. What is very difficult is actually doing what you know to be good for you in the long run, despite short-run temptations. Therefore, many leaders, and by extension many small and midsized CPA firms, live in denial.
More often than not, what needs to be done by a firm’s managing partner or CEO is obvious. While it’s not always easy, he or she needs to make those tough decisions in the best interests of the firm. But many leaders are in denial and fall short of what’s required, and, in many cases, that’s the principal reason why so many firms can’t get to the next level or, worse yet, can’t perpetuate themselves.
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Presented below are the obvious but not easy things that a managing partner needs to do in today’s world of public accounting to be viewed as an effective leader who sits on top of a firm that is not in denial:
Walk and talk the vision, mission and strategy of the firm. Lead by example. “Do as I do, not as I say.”
Create an environment that breeds trust, persistency and consistency.
Shepherd senior partners and potential all-stars.
Create a firm-first (our clients vs. my clients) culture.
Be open to service diversification. Move away from the traditional accounting firm model to a professional services firm model.
Address ineffective partners on a timely basis.
Realize that size (with quality and profits) matters, and explore a business combination or two if that is in the long-term best interests of clients, staff and partners.
Deliver on the client promise of being a trusted advisor.
Create goal setting, accountability and discipline — first and foremost with the partners and then with the staff.
Drive industry specialization, the undisputed vehicle to provide client distinctiveness and value.
Implement a partner compensation plan that is fair and equitable, incentivizes high performers and potential all-stars, and avoids “sprinkles.”
Get value from non-billable time.
Create a balanced approach to partner and staff utilization that’s neither too lenient nor too overbearing.
Insist that a strategic plan may require a “no” when an idea doesn’t conform.
Develop an effective “farm system” for talent, particularly future partners.
Avoid being too many things to too many sectors.
Gain market permission from the gatekeepers such as investment bankers, attorneys and bankers who will enable you to move upstream with clients.
Grow for strategic purposes not simply for volume.
Require the proper mix of clients, marquee clients (credential builders) and other clients that help pay the rent and train the staff.
Have corporate governance and operating models that work for the overall firm.
Always have the desire (and ability) to invest in the future.
Help partners and staff realize that quality work doesn’t necessarily mean quality service.
From a quick review of the above, it’s clear that a managing partner is the heart and soul of a CPA firm, the one who must do what needs to be done to avoid denial and to ensure success. Having said that, many firms do not have effective managing partners. Here are four common mistakes to avoid when selecting managing partners:
1. Don’t ask the firm’s No. 1 biller to be managing partner.
While a successful managing partner usually carries a small client load to stay grounded in client service and to remain credible with the partner group, billings and chargeable hours are truly a small part of the job. In my view, a managing partner’s clients are the partners, giving them the opportunity to maximize their strengths while minimizing their weaknesses. A managing partner has to be readily available for big opportunities or problems.
2. Think long and hard before you ask someone from the outside to be managing partner.
Without a lot of due diligence and partner buy-in, an “outsider” is too risky, particularly if someone comes from outside the professional services firm environment. An outsider obviously doesn’t know the firm’s history or culture or the partners’ individual strengths and weaknesses. An outsider also isn’t attached to the firm’s vision, mission and strategy. Please stay away.
3. Don’t ask two partners to function as co-managing partners.
In the spirit of political correctness, it’s not unusual for firms to select co-managing partners. It’s a safe decision that doesn’t offend quality partners who compete for the position.
While from time to time, this kind of arrangement can work, many times it doesn’t and is therefore a step that should be taken with lots of caution. Too often firms with co-managing partners are plagued with inaction or conflicting directions with little, if any, consistency on strategy. If co-managing partners can be avoided, take the bold step and the tough decision: select the right person for the job today and make sure you do your best to retain the other contenders.
4. Don’t ask a part-time committee to be managing partner.
Firms can’t operate by part-time committees. A firm needs to make decisions and move on. Sure, a firm needs oversight committees such as a management committee or an operations committee to drive their day-to-day activities. A firm also needs an executive committee for corporate governance, partner matters and strategy. But a firm can’t easily do what is obvious if the key leadership role is delegated to a part-time committee that reacts to situations if and when time permits. It’s a recipe for disaster. No one is thinking about strategy and the future while, at the same time, making sure that the necessary blocking and tackling are being tended to.
So, why do some firms continue to live in denial and lack an effective managing partner? In many cases, it comes down to trust and security.
Many firms select a new managing partner from their ranks at an age somewhere between 45 and 53. Candidates are usually excellent client relationship partners with substantial client service responsibilities. The thought of giving up a substantial portion, if not all, of the client relationships that have been developed over years of service is scary to many. For sure, there is a risk in being a managing partner. Candidates may ask, “What happens if I’m not successful? In the spirit of trust, I lose most, if not all, of my client responsibilities and begin to lose touch with my outside referral sources. I’ll have nowhere to go but to exit the firm when I’m no longer the managing partner.”
This is a very real concern and many firms do not want to recognize the severity of the issue. Instead, firms say, “trust us,” and while that’s easy to say, history has shown that this trust has sometimes been misplaced. As a result, for the overall good and welfare of a firm, I recommend that a managing partner be offered an agreement that addresses what happens if he or she is no longer the leader of the firm. Such an agreement can address what happens to future compensation, what happens to employment, and what happens to retirement benefits or deferred compensation arrangements. It can pay huge dividends down the road for everyone.
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الأربعاء, 21 سبتمبر 2022 11:43
تعيين جديد في المجلس الاستشاري للمعايير الدولية لإعداد التقارير المالية
أعلن أمناء مؤسسة IFRS عن تعيين Xianzhong Li في المجلس الاستشاري IFRS
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المحتوى بالإنجليزية
13 January 2021
IFRS Foundation Trustees announce appointment of Xianzhong Li to the IFRS Advisory Council
The Trustees of the IFRS Foundation, responsible for the oversight and governance of the International Accounting Standards Board (Board), have confirmed the appointment of Xianzhong Li to the IFRS Advisory Council, effective 1 January 2021 and for a three-year period.
Mr Li takes over the Advisory Council seat from Yibin Gao and will represent the Chinese Ministry of Finance, where he is currently the director-general of the Accounting Regulatory Department.
The Advisory Council advises the IFRS Foundation Trustees and the Board on strategic matters and it consists of representatives from over 50 groups affected by and interested in international financial reporting, including academics, analysts, auditors, investors, preparers, professional accounting bodies, regulators and standard-setters.
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الأحد, 10 يناير 2021 12:17
هل حوكمة شركتك ونماذج تشغيلها فعالة؟
تحتاج شركات المحاسبة الصغيرة والمتوسطة التي تسعى جاهدة للبقاء مستقلة إلى تجنب "الفخاخ " المحتملة التي يمكن أن تعيق نموها وتهدد استقلاليتها في النهاية
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المحتوى بالإنجليزية
Are your firm’s governance and operating models effective?
By Dom Esposito
Small and midsized CPA firms that are striving to stay independent need to avoid the potential “sand traps” that can stump their growth and eventually threaten their independence.
Regardless of your firm’s size, it’s absolutely essential that you avoid ineffective governance and operating models that will get in the way of achieving growth at an acceptable rate of 6 to 8 percent per year (which is easier said than done organically) and staying independent. If you land in this sand trap, your firm will eventually stagnate and ultimately die or have to merge up with a larger firm.
Today, more often than not, larger firms (and those that aspire to be larger firms) look to one partner group to govern (usually referred to as an executive board, partner board or executive committee) and a second group of partners (the senior operating leadership team) to drive strategy and to oversee day-to-day operations. To be most effective, these two groups need to complement each other. In many firms with highly regarded brands, these two groups comprise different partners to foster healthy checks and balances within the firm.
Unfortunately, all too often, at many of the small and midsized firms, these two groups and their responsibilities are vested with just a single governance and operating committee appointed by the CEO or managing partner. While it’s easy to fall into this trap, this isn’t a healthy way to run a firm. Sometimes it creates a mentality of us versus them. It also creates a good old boys club that becomes inbred. This unhealthy environment often results in favoritism (which is terrible for morale), hampers revenue growth (which is terrible for the partners’ wallets), and makes it difficult to nurture future leaders (which threatens the viability of a firm).
So, let’s take a look at a model for effective governance and operations:
Executive board
Effective governance at any size firm can be achieved by an executive board comprising both senior partners and more junior, high-potential partners — perhaps five to nine in total, depending on the size and complexity of your firm. Generally, the CEO or managing partner is an appointed member, and other members are elected by the partners at large to rotating three-year terms with a limit of two years. The executive board usually meets one day a month (twice when it gets close to compensation time). In the interim, between face-to-face meetings, the executive board holds a video conference or conference call to discuss matters that can’t wait for the next regularly scheduled meeting. The responsibilities of the executive board usually include: (a) approving the firm’s strategic plan and holding the CEO and other firm leaders accountable for the plan’s implementation, (b) approving mergers, acquisitions or a firm name change, and (c) overseeing the successful resolution of partner matters (such as compensation, lateral hires outplacements and new internal admissions).
Senior operating leadership team
Depending on the size of your firm, effective day-to-day operations are best accomplished through a senior operating leadership team comprising the CEO, COO, regional managing partners, office managing partners, audit, tax and consulting leaders, and a go-to-market leader. Again, some of these positions may not be appropriate in your firm today because of its critical mass, number of service lines and/or number of locations. Nevertheless, regardless of size, in addition to the CEO, every firm, at a minimum, should have an office managing partner, three functional leaders (in audit, tax, and consulting or advisory services), and a go-to-market leader (many firms do not have this position today).
While all positions are important, I want to emphasize the importance of a go-to-market leader, who is typically responsible for driving industry and consulting strategies both at the operating office and individual partner levels. This partner, who generally has a small client load and a reduced number of billable hours compared to other partners, is the partner shepherd who leverages their strategic skills into others. If you don’t currently have such a partner in your firm, I highly recommend you consider one.
The senior leadership operating team usually meets one day a month, like the executive board. These meetings create subtle peer competition and promote the sharing of best practices. In between face-to-face meetings (typically held to handle an opportunity that requires quick collaboration), the operating team usually holds a video conference or a conference call. The operating team’s responsibilities usually include reviews of key management tools that enable a firm to execute success.
Trying to grow and staying independent requires a firm to avoid the many potential traps in practice management. Effective management is the key to success, but unfortunately many small and midsized CPA firms do not follow the best practices for corporate governance and operations
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الخميس, 24 ديسمبر 2020 14:56
إفصاحات COVID، المخاطر الإضافية تتصدر جداول أعمال لجنة التدقيق لعام 2021
ستحصل لجان التدقيق على جداول أعمال كاملة أكثر من المعتاد في العام المقبل
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