Monthly Archives: May 2016
The sudden loss of senior leadership is a common reality for companies operating in conflict-affected markets. Without a pipeline of talent this loss could prove catastrophic.
Taking inspiration from Ronald Reagan and his galvanising speeches can help audit managers communicate effectively in the field of governance.
Secret offshore companies are helping to hide millions of pounds in UK bricks and mortar.
Succession planning is one of a board’s most important oversight responsibilities. Accordingly, a majority of corporate boards review the CEO succession planning process annually. Is your board prepared for an emergency CEO succession? Lessons from recent high-profile cases.
Many global financial institutions are looking to harness the power of social media to help them meet increasingly demanding know your customer (KYC) requirements – in other words, to identify potentially risky customers before the regulators do it for them.
In Africa, the country governance environment is a significant factor influencing implementation of corporate governance at the company-level.
The last two years have been particularly challenging for corporate directors in Latin America. Winds of change are blowing strong and they are coming from different directions at the same time.
The audit reforms sweeping across EU Member States (and beyond), the complexity of financial reporting, the broader and more complex risk environment and the unprecedented expectations of shareholders and regulators, require audit committees to be more focussed than ever on enhancing their efficiency and effectiveness.
Spanish companies will face several challenges during the proxy season of 2016. Listed companies are no strangers to uncertain political scenarios, with Spain currently debating the government’s ideological route in an unprecedented situation where the parliament is appallingly factioned, but there are other issues beside the political environment that will impact companies this year.
Does your current or proposed third-party compliance programme meet regulatory expectations? Would US and overseas regulators agree? How can you be sure?