Governance

Governance
Building trusted relationships
How we can help

Prepare you for the future

We can help you improve your governance practices by updating your controls, working more efficiently and minimising the impact of regulatory and business uncertainty

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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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Adapting to build trust

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.

Some questions to consider

Do you have the right information to run your business, and is it available when you need it?

Do you have the right governance committee structure, roles and management processes in place to support decision-making, manage risk and improve transparency?

Do you have robust and reliable governance and compliance tools, and are they being used consistently throughout the organisation?

How have expectations of your board changed in the past few years with respect to its oversight of management, strategy and risk?

What sort of information do your stakeholders now want about your company and your industry?

How are you communicating the most important changes your company is making, and the biggest risks it faces, to your shareholders?

What mechanisms are you using to share important non-financial and operational information?

Is your company fully compliant with the latest regulations in all the territories where you operate?

Do you have a clear understanding of your company’s total tax contribution and how to communicate this to your stakeholders?

Do you have a sound sustainability strategy? Are you trying to measure and report on the total impact of your operations on a wide set of stakeholders?

 
 
 

View our latest Governance research and insights

 

India – New Companies Act may be behind increased demand for forensic audits

The number of Indian companies wanting forensic audits on their financial statements is increasing – could the Companies Act be the stimulus, and why?

Apr 8, 2014

 
 

Indian companies to spend 2% of turnover on corporate social responsibility

A new law mandates that Indian companies comply with a mandatory spend on corporate social responsibility activities, or explain why they’re not. But grey areas persist.

Apr 1, 2014

 
 

Women’s progress stalls – “we need to solve the culture challenge”

Progress in women’s economic empowerment has stalled since the financial crisis – that’s the headline message from PwC’s ‘Women in Work’ index.

Mar 14, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Capital projects & infrastructure

In this year’s CEO Survey, infrastructure executives are more optimistic but still concerned about the public sector’s ability to deliver. Creating a skilled workforce is a top priority.

Feb 12, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Technology

Technology CEOs are more optimistic and confident in this year’s CEO Survey, but they have some challenges as well, including improving their ability to innovate and dealing with cyber threats. They’re focused on changes in R&D and innovation, but customer growth and retention as well as talent strategies remain priorities too.

Feb 6, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Metals

In this year´s CEO survey metals CEOs are more worried about a host of risks. Overall, they’re less confident than any other sector. Metals companies are cutting costs and taking it slow on transactions, but many are already adapting supply chains to cope with emerging global trends.

Feb 6, 2014

 
 

17th Annual Global CEO Survey: Key findings in the entertainment and media industry

This sector key findings report takes a closer look at responses from entertainment and media CEOs. We surveyed 72 sector leaders in 33 countries, and conducted in-depth interviews with 3 CEOs: Michael Roth, Interpublic Group, Donatella Treu, II Sole 24 Ore SpA and Nigel Morrison, SKYCITY.

Feb 6, 2014

 
 

17th Annual Global CEO Survey: Industry focus: Healthcare

In this year’s CEO Survey Healthcare CEOs see technology, demographics and customer expectations as transforming healthcare.

Feb 6, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Forest, paper & packaging

In this year’s CEO Survey forest, paper & packaging CEOs see tough times ahead and worry about economic risks. Adapting more quickly to changing technology is an issue too.

Feb 6, 2014

 
 

17th Annual Global CEO Survey: Industry focus: Automotive

Automotive CEOs are more optimistic this year, despite worries about a wide range of threats. They see a need to respond to global trends, but many are just getting started.

Feb 5, 2014