articles: Governance, risk & assurance

Deterring fraud in charities

‘Charity begins at home’ is an old proverb but, all too often, rather than taking its intended meaning – charity is learnt in the home – unscrupulous fraudsters have no hesitation in ensuring charity begins and ends in their home.

Do you need a DPO?

With the constant discussion currently around the impending General Data Protection Regulation (GDPR), the role of a Data Protection Officer (DPO) or data compliance officer (DCO) has never been so much in the public eye than lately. With less than six months until implementation of GDPR, organisations need to start assessing their possible requirement for a DPO.

Re-assuring clients about your control environment

Ship managers need to demonstrate that they not only have the credentials and expertise to effectively manage their clients’ vessels, but also robust systems and controls in place to ensure complete and accurate financial reporting to their auditors, management, investors and other stakeholders. As a result, many organisations are turning to assurance reports such as ISAE3402 and SSAE18.

The art of delegation: delegated authorities in the insurance sector

The regulators generally look at insurers and brokers who outsource via delegated authority with greater scrutiny, mainly because of the increased risk of weak oversight and control by the principal over the performance of products and delivery of services outsourced in this way. It is therefore crucial to have the right systems and controls in place, together with clear allocation of responsibilities.

Tackling poor value products in the general insurance sector

The FCA is taking action to incentivise firms to improve the value of general insurance (GI) products being sold to consumers and has introduced a value measures pilot scorecard to provide greater transparency around product value comparison. However, developing a meaningful way of measuring the value of GI products is far from straightforward.
Here we examine the steps that the regulator has been taking in an effort to find a remedy and put forward our thoughts on how firms might tackle this metric within their own organisations.

The Budget 2016 – video summary

A sugar-coated Budget for the next generation

In the uncertain global economic environment, the Chancellor’s deficit-reduction goals have become more challenging. But he still managed to strike an up-beat tone when delivering “a Budget that puts the next generation first”.

An Autumn Statement for “rebuilding Britain”

Five years since delivering his first spending review, George Osborne spent over an hour delivering his 2015 Autumn Statement. He repeatedly stated the Government’s intent to build public services, infrastructure, national defences and strong public finances.

The Autumn Statement – what can we expect?

The Chancellor of the Exchequer will deliver his Autumn Statement on Wednesday 3 December. This will provide an update on the government’s plans for the economy based on the latest forecasts from the Office for Budget Responsibility, which will be published the same day.

Moore Stephens supports women’s leadership in sport

Women aspiring to move into leadership positions in sport, and those already fulfilling such ambitions, recently gathered for an inspirational Alliance Directors’ Club breakfast organised by the Sport and Recreation Alliance (SRA), the umbrella organisation for the governing and representative bodies of sport and recreation in the UK.

Demonstrate excellence, gain profile

Demonstrating quality and excellence in everything they do is an increasing demand on the Chief Audit Executive.

Since the global financial crisis the world of internal audit – and the challenges internal auditors face – have changed. Internal audit teams (often smaller than they were) are under greater pressure to meet stakeholder expectation and demonstrate how they contribute to business value or value creation.

The Budget 2014 – summary

In a speech full of sound bites, the Chancellor’s 2014 Budget repeated past themes – the need to build a resilient economy and for Britain to live within its means. But his dominant message was new: this was a Budget for “the makers, the doers and the savers”.