|Managing cash investment portfolios
PwC Cash Investment Survey: Survey results identified trends in corporate cash investment management practices and highlighted potential opportunities for improvement.
|State of Compliance Survey, 2014
Today’s Chief Compliance Officers (CCOs) face more responsibility than ever, but also an opportunity to play a more strategic role in their organizations and become vital members of the C-suite, according to the findings from PwC's 4th Annual State of Compliance Survey.
|Where companies stand on their compliance compliance efforts - this year and beyond: 2014 Conflict Minerals Survey
With the filing deadlines required by Dodd-Frank Section 1502 rapidly approaching, in February 2014 we asked nearly 700 stakeholders about their conflict minerals compliance preparation, progress, and challenges. We found many companies continue to find compliance a challenging journey at every step: scoping, surveying suppliers, performing due diligence, and drafting filings. However, the outlook is not entirely discouraging - many companies are well on their way.
|Closing the gap between strategic intent and operational execution
The business environment over the last several years has significantly pressured companies to deliver on their strategic priorities. There is clear evidence today that while many companies believe they have defined the right strategy, they are not able to consistently achieve the fullest potential of that strategy and align with performance. In this article we focus specifically on how effectively managing strategic risk is a key driver for achieving performance alignment.
|PwC Global Economic Crime Survey 2014
Economic crime continues to remain in the forefront of corporate concern, posing a threat to fundamental business processes. PwC's 2014 Global Economic Crime Survey offers insight into the state of economic crime to help stakeholders in the private and public sector improve their response to this ever-evolving threat.
|Transforming Treasury: Successfully executing a strategic transaction
For strategic transactions, managing the risks typically associated with Corporate Treasury can be paramount to a deal’s success. This article explores how to navigate those risks and seize the inherent opportunities that effectively position Corporate Treasury and strategically transform the new organization.
|Beyond Theory - Practitioner Perspectives on Enterprise Risk Management Guide
In conjunction with the Corporate Treasurer’s Council (CTC), a part of the Association for Financial Professionals, PwC is pleased to share the Beyond Theory – Practitioner Perspectives on Enterprise Risk Management guide. This is not your typical Enterprise Risk Management (ERM) guide. Instead it focuses on the experiences of five companies and their ERM programs. Based on extensive interviews with corporate risk practitioners and experts and including quantitative data, this practitioner’s guide presents detailed examples of the ways in which companies have approached ERM and how their efforts provide valuable insight into leading ERM practices.
|Risk resiliency: Building agility and empowerment into internal control
In May 2013, an updated version of one of the first frameworks to address internal control was released. The update to the Internal Control – Integrated Framework by the Committee of Sponsoring Organizations (COSO¹) provides a timely opportunity to challenge how organisations approach internal control. Its revisions in a number of areas should prompt business leaders to ask themselves: Who is really accountable for internal control? Does our internal control system underpin the achievement of our most important objectives? Is there a way for internal control to stimulate rather than stifle agility? In short, is it time for a fresh look at internal control?
|2012 State of Compliance Study
PwC and Compliance Week teamed up to survey over 120 senior-level compliance executives at leading U.S. companies. The resulting report summarizes the findings of the study and provides selected benchmarking data in four key areas: Compliance organization scope and support; effectiveness; technology and resources and reporting.