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    1. Are social media posts protected? What all employers need to know about the NLRB and social media  

    BY Laura Lapidus, Esq., and Sarah Beckett Ference, CPA
    We’ve all read news at one time or another about labor issues or disputes between company management and union employees. Many employers with nonunionized workforces, such as CPA firms, don’t think these stories are relevant to them and pay little attention to decisions by the National Labor Relations Board (NLRB), the federal agency that enforces the National Labor Relations Act (NLRA).

    2. Not-for-profits delve into risk management   CPEDirect

    BY Jack Hagel
    Many not-for-profits lack the resources to implement a holistic approach to risk across the enterprise. So it’s no surprise that they often lag behind public companies in implementing enterprise risk management (ERM). Just 13% of not-for-profits responding to a recent survey said they have complete formal enterprisewide risk management processes in place.

    3. How NFPs should allocate joint costs  

    BY Joseph W. Cruitt, CPA, CGMA
    Not-for-profit entities (NFPs) are under constant pressure to devote an increasing portion of their expenditures to accomplishing their mission programs. While this goal sounds appealing, the NFP must also perform management activities to operate the NFP effectively and maintain sustainable fundraising efforts to support the organization.NFP ratings agencies use the percentage of expenses devoted to programming as a key component in the formulas they use to monitor, rate, and compare NFPs.

    4. Board members keenly focused on risk   WebExclusive

    BY Ken Tysiac
    Corporate board members of U.S. public companies are keenly focused on risk, but many are not comfortable with their understanding of which risks the companies are willing to take, according to new PwC survey results released Tuesday.In the interest of reducing fraud risk, an increasing percentage of board members are:Holding discussions regarding tone at the top (54% in 2014, up from 46% in 2012).Interacting more below the executive level (50% in 2014, up from 31% in 2012).Holding discussions of insider trading controls (33% in 2014, up from 27% in 2012).Seventy percent of the 863 public company director

    5. Technology plays a role in board members’ top two concerns   WebExclusive

    BY Ken Tysiac
    In a business environment where a damaging Twitter post can have disastrous effects on a company’s financials, reputational risk remains the top nonfinancial concern for corporate directors, according to a new survey report.Another risk rooted in technology—cybersecurity and information technology risk—is rising quickly among directors’ concerns, according to the fifth annual Board of Directors Survey report by accounting, tax, and consulting firm EisnerAmper.Directors from more than 250 boards participating in the survey were asked which areas of risk—aside from financial risk—were most important to their board.

    6. Managing risk in a CPA firm merger or acquisition  

    BY Amy Waldron, CPA
    More and more CPA firms are up for grabs as Baby Boomers hang up their calculators for good. Merger-and-acquisition activity is high, and this trend is expected to persist. According to the 2012 biannual survey on succession planning conducted by the AICPA Private Companies Practice Section, almost half of multiowner firms had actively discussed mergers, acquisitions, and sales or planned to do so over the next 24 months.

    7. Data security risk: You can take it anywhere  

    BY Richard Sheinis, J.D. and Sarah Beckett Ference, CPA
    It has been said that with great power comes great responsibility. Mobile devices and cloud computing empower CPAs to work on an anytime, anywhere basis, but increased access demands greater responsibility for data security. A CPA’s obligation to protect client confidential data is not only governed by the AICPA Code of Professional Conduct and Internal Revenue Code Sec.

    8. How to conduct a risk workshop  

    BY Neil Amato
    Humana is a company of 50,000 people, so assessing and addressing all the risks that each segment of the company encounters is no easy feat.For years, Humana, a multibillion-dollar player in managed health care and health insurance, had a top-down approach to risk. But a few years ago, the company decided it wanted to manage risk from the bottom up as well.

    9. Anti-corruption steps  

    BY Sabine Vollmer
    Regulators in many parts of the globe have increased enforcement of anti-corruption laws. Anti-corruption experts offered the following tips on how companies doing business overseas can step up vigilance to reduce corruption risks. Assess internal and external risks. Enforcement actions by the Department of Justice and the SEC highlight the most likely trouble spots: Overseas activities and engagement of third parties—such as distributors, sales agents, intermediaries, or suppliers—tend to increase a business’s corruption risks, especially when the activities and parties operate in developing economies.

    10. A breach of client data: Risks to CPA firms  

    BY Amy Waldron, CPA, and David Hallstrom
    You walk into your office on a Saturday morning during tax season to find a staff member waiting for you with sweaty palms and a look of terror on her face. She takes a while to get the words out, but you soon learn that she backed up some client files to an unencrypted flash drive and dropped it in her purse before going to a “happy hour” the night before.
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