U.S. businesses can use a number of strategies to soften the impact of tariffs on their operations.
Risk management and internal control
Failing to plan can have serious consequences for companies and firms that don’t prepare carefully for disaster recovery and business continuity.
Risk functions benefit from connections to digital initiatives.
Major trends emerge in 10 years of surveys.
Jennifer H. Elder, CPA/CFF, CGMA, co-author of the book "Faster Disaster Recovery: The Business Owner’s Guide to Developing a Business Continuity Plan," discusses how to prepare so that an organization’s finances and reputation will be protected if a disaster occurs.
One theme that has emerged from 10 years of survey data on risk management: It’s not getting any easier.
Risk functions that are up to speed with organizations’ digital initiatives are better able to manage risks in a transformative time.
Integrating risk management and financial planning and analysis can offer new insights that could affect business projections.
The document addresses risks from extreme weather to product safety.
The guidance aims to help organizations strengthen their resilience as they are faced with frequent and severe ESG-related risks ranging from extreme weather to product safety recalls.
A strong or weak commitment to addressing risks may be an indicator of management’s focus on financial reporting risks.
This article discusses some red flags experienced forensic accountants look for, and advice for ways to ferret out and prevent wrongdoing.
The employer is responsible for calculating the garnishment amount, withholding it through its payroll process, and forwarding payments to the correct agency or creditor.
Federal government entities are embracing risk management practices that can help them make better decisions and be more transparent.
COSO is focused on complex, entity-level risks.
Companies that integrate innovation and risk are more advanced in disruptive technologies and more confident in revenue projections, a survey says.
Linking enterprise risk management practices with strategy remains a challenge for companies, who say risk environment continues to grow in complexity.
By embracing new technologies and developing new skills in their own operations, internal auditors can develop a point of view on new risks and deliver value to the organization.
By developing a methodology for collaboration across all three lines of defense, internal audit can make the most of company resources and technology for risk management.
Recently issued supplemental draft guidance is designed to help organizations apply enterprise risk management (ERM) principles to environmental, social, and governance (ESG)-related risks.