Governance

How we can help

Prepare you for the future

We can help you protect and strengthen every aspect of your business, from people to performance, systems to strategy, business plans to business resilience.

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Communicate more effectively

We can help you engage in a dialogue with your stakeholders and give them a clearer understanding of your business, whether that’s through traditional reporting or more forward-thinking ways of communicating.

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Reduce risk

We can help you design and implement governance and compliance programmes to make sure your company adheres to the relevant laws and regulations.

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Make sense of regulation

We can help you identify, manage and control existing and future regulatory risks.

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Deliver value from complex accounting changes

We can help you manage changes in the financial reporting requirements and improve the quality and efficiency of your accounting function.

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Make reward more strategic

We can help you develop market-driven total compensation programmes that meet all your employees’ expectations while meeting good governance standards and satisfying external reviewers.

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Identify your tax contribution

We can help you measure your company’s true tax contribution, compare it with that of other organisations and decide how best to cover the issue with your stakeholders.

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Invest responsibly

We can help you assess how compliant you are with sustainable development requirements, policies and codes, advise you about the impact on any operational changes you’re planning to make and suggest areas for improvement.

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Manage tax issues

We can help you manage your global and local tax issues, including corporate tax, indirect tax and accounting risks and opportunities.

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Unlock value

We can help you build a strong, strategic internal audit framework that integrates advanced risk management techniques and controls with your mission, vision and stakeholder expectations, using flexible, scalable solutions to address your unique needs.

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Developing good governance

The biggest casualties of the global financial crisis have been trust and confidence. Both private companies and public institutions now attract much greater scrutiny. They’re expected to explain their business practices, disclose key relationships, justify their remuneration models, discuss their succession plans and make a wider contribution to society.

It’s not just investors they have to satisfy. They also have to answer to regulators and the general public. And, as many organisations move into new markets, they’re engaging with a more diverse mix of stakeholders, each wanting different kinds of information.

The digital technologies are simultaneously transforming the way we communicate. People can see – and say – more about the organisations that serve them than ever before. New risks, including new forms of risk, are also emerging, and the regulatory burden is increasing. So the pressure to be transparent, accountable and socially responsible is greater than at any time in history.

What does this mean for your business?

Any organisation that wants to survive, let alone succeed, will have to embrace new regulations and technologies, manage new risks and prepare for the future with robust succession planning. That means many private companies and public institutions will need new governance models.

Top management will also have to assume more supervisory responsibilities, and simple compliance with the rules won’t be enough. The management team will have to communicate its governance policies, processes and organisational culture to all its stakeholders. It will also have to go beyond traditional reporting and address issues such as sustainability and tax contributions.

Transparent disclosure is the key to building trust and changing the way stakeholders and the external markets view your business. But transparency alone isn’t sufficient. Demonstrating good governance involves creating a true dialogue with stakeholders, not just communicating openly.

 

View our latest Governance research and insights

 

Learning from early adopters of integrated reporting

PwC survey of IIRC Pilot Programme organisations' 2013/14 reports shows 5 key themes to focus on for improvements in integrated reporting.

Dec 15, 2014

 
 

Social and ethical sourcing: is Australia falling behind?

Not taking ethical sourcing seriously could leave companies dealing with unimaginable problems.

Oct 21, 2014

 
 

Treasury shown in a new light: PwC global treasury survey 2014

The treasury function is changing, raising some pressing questions about companies’ organisational structure, treasury reporting and systems, oversight and control.

Oct 15, 2014

 
 

The PwC Family Business Survey 2014

Explore growth, succession and global trends impacting family businesses today.

Oct 15, 2014

 
 

CEOs in Africa concerned that bribery and corruption threaten growth

Bribery and corruption remain a serious issue in the continent, but confidence is strong among Africa’s CEOs.

Sep 11, 2014

 
 

Swiss executive pay: ‘Fat cat’ initiative gets underway

The implementation of the controversial Minder Initiative is proving tricky for some companies

Sep 11, 2014

 
 

Portfolio and Programme Management 2014 Global Survey

2014 PwC Global PPM Survey: latest trends, challenges, opportunities and opinions relating to the management of portfolios, programmes and projects.

Aug 27, 2014

 
 

India: Corruption distorting the retail market

A report on bribery and corruption in India outlines the challenges to investment.

Aug 21, 2014

 
 

Executive remuneration: ethical lessons from South African report

Practices and trends show that reward must continue to adapt to current circumstances.

Aug 21, 2014

 
 

The strategic imperative for Portfolio and Programme Management

Suite of PPM services developed to address the most frequent and significant challenges facing selection and delivery of strategic projects and value.

Jul 31, 2014