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September 21, 2021
September 21, 2021
September 17, 2021
Many audits went ‘virtual’ in 2020, either partially or wholly, accelerating a process that’s been underway for a decade or more. What are the rules, and what is best practice, as they currently stand? And where might they be going in years to come?
Traditionally, audits have relied on the evidence of the auditor’s own senses and have valued physical evidence wherever possible. That has meant auditors on site with clients, reviewing paper records, and getting close enough to touch high-value assets.
With business increasingly being done online, and intangible assets such as software or development costs becoming more common, that has begun to feel, to some, a little anachronistic.
With the rise of secure document transfer protocols, and the drive for end-to-end digital record-keeping through programmes such as Making Tax Digital, digitalisation was already underway.
In 2019, even before the COVID-19 pandemic, there was much excitement around the idea of using drones to conduct stock audits in hard-to-reach locations, such as coal fields.
With climate change on the agenda, too, the idea of sending audit teams out on planes, trains and automobiles by default came under scrutiny. Could this be a way for the audit industry to play its part in reducing carbon emissions?
Then came lockdown, affecting different territories to different degrees at different times. The audit industry was forced to embrace new ways of working overnight – and find ways to ensure the quality and robustness of virtual audits.
As happened across many sectors, auditors and their clients pedalled a little harder to make it work, but there were clear downsides.
In practical terms, the challenges are around obtaining sufficient evidence, and appropriate evidence, as the basis of an audit opinion. Auditors have developed new ways of obtaining audit evidence such as attending stock observations virtually through the use of video facilities. Assessing the reliability of audit evidence is important as limitations in the availability of audit evidence may need to be stated in the audit report.
Less tangibly, and anecdotally, auditors value opportunities for informal, ad-hoc conversation at client premises. Entirely remote audits deny them opportunities to see those client businesses or organisations in operation and to ask questions as and when they arise. This is not only important in reducing audit risk but also because it allows auditors to deliver a better service.
Finally, there are concerns around the reliability of evidence presented digitally. It may sound like science fiction but we already see deepfake technology being used to spoof voices and likenesses in audio and video, in close to real time. Less sophisticated deception might involve relatively simple digital manipulation of documents by, for example, copying signatures from one to another.
In 2020, the International Auditing and Assurance Standards Board (IAASB), which oversees audit standards worldwide, issued a series of policy statements in response to COVID-19.
Those touched on remote audit only in passing, and only then to underline the importance of adhering to existing principles. And, indeed, on the need to double down on professional scrutiny and scepticism.
Audit standards tend to evolve slowly, over the course of years – and rightly so. Nonetheless, that means we are not likely to see any sweeping policy judgements further encouraging remote audit anytime soon.
As staff return to offices and workplaces, what we’re likely to see is a return to in-person auditing, with some remote audit practices retained as part of the mix.
Where auditors feel confident in providing an opinion based on digital-only evidence, or evidence received by correspondence, they may continue to use it.
That will reduce travel time, reduce the potential burden on clients, while retaining the physical presence of auditors for instances where it can really add the most value.
Contact your local Kreston firm for more information or to talk about how modern audit procedures might work for you. Or contact us at Kreston Global via kreston.com
September 14, 2021
LONDON – Kreston Global has today appointed Theo C Theodoulou as Chair of the Kreston Global Audit Group.
Theo is a director of Kreston Global member firm Kreston Ioannou & Theodoulou Ltd (Kreston ITH), based in Nicosia, Cyprus. He is also a non-executive board member at the Cyprus Securities and Exchange Commission (CySEC) and the president of the Audit Committee of CySEC.
Theo’s experience includes redesigning the audit methodology of Kreston ITH, which ensures compliance with the Institute of Public Certified Accountants of Cyprus cold reviews, and which has been resold to multiple local firms in Cyprus. Aside from his experience developing technical strategy, Theo is also an experienced manager of audit portfolios for large international groups and is finance director for one of the biggest football clubs in Cyprus, Anorthosis Famagusta Football (Public) Limited.
Theo takes over the Audit role from Andrew Collier, who has overseen Kreston Global’s Audit offering since 2011 and is stepping aside to focus on his role as Director of Quality and Professional Standards. As Chair, Theo will be primarily responsible for coordinating the Kreston Global Audit Group and ensuring the team remains up to date on international audit developments
The announcement follows Kreston Global’s rebrand, announced in July 2021, and comes in the same year that Kreston celebrates its 50th anniversary.
Theo C Theodoulou, Audit Chair of Kreston Global said:
“I am honoured to have been selected as Chair of the Kreston Global Audit Group at such an exciting time for the Kreston Global network. The audit sector continues to face an escalating pace of change, and for us change starts with redefining our goals and approach, including the way in which we interact with member firms and implement strategy across the network. We will inevitably face various challenges, as well as opportunities in the coming months, and in response I hope to build on to date by promoting a fully collaborative exchange of ideas, materials, and support between individual member firms.”
Liza Robbins, Chief Executive of Kreston Global, commented:
“We are delighted to welcome Theo as new Audit Chair of Kreston Global. Theo has considerable exposure to the audit profession; as we continue to evolve, and as member firms begin to adjust to the new normal, his commitment to future proofing and streamlining audit strategy and knowledge sharing will benefit not only the component parts, but also the cohesion of the whole Kreston network.”
A global minimum tax rate of 15% was one of the central topics of the June 2021 G7 meeting in Cornwall. It aims to reduce tax competition and profit shifting in all economic sectors. The ultimate goal is to ensure that the global profits of multinational enterprises would be taxed at an effective tax rate. This move would be disadvantageous for some developing countries, while for some others it would be beneficial.
Taxation magazine’s latest piece discusses the potential impact of the proposed G7 minimum tax deal on developing countries.
Below are the key points from the article:
Read the full article here.
August 18, 2021
August 16, 2021
Lion Cashmere Midco owns textile giant the DMC Group which includes Sirdar Group Ltd (Tilsatec Ltd and Sirdar Holdings Ltd), Wool and the Gang and Mouliné & Co SAS (DMC SAS) as well as the Rowan brand.
The DMC Group’s main business is the manufacture and distribution of yarn and embroidery products while it also makes high quality technical yarns for cut and thermal resistant gloves. It employs more than 440 people across seven sites and its principal global sales are in Europe, the US and Asia.
Following a restructure and change in ownership in 2019, the group was faced with a reporting issue, particularly with providing a full-year comparative because the takeover was in early February 19. There was also Purchase Price Agreement (PPA) work to be carried out as well as the tax deductibility of the restructuring cost.
Kreston Global UK member firm, Kreston Reeves, was asked to do the work with Corporate Manager, Sean Rodwell, leading the team. They put together Pro-Forma 12 months’ results by consolidation 41 days result (pre-sale) and the rest of the year results so meaningful full-year results could be achieved. The PPA work was also completed and made compliant. Corporate Tax Manager, Mark Heath, provided professional advice on tax deductibility to ensure that the group could benefit from the maximum deductions available.
Kay Ahmed, (Group FC), said: “I have always found Sean and Mark to be very professional, honest, and helpful. Their advice is based on facts and is compliant with current regulations. I will not hesitate to recommend Kreston Reeves to anyone for their accounting, finance and reporting needs.”
Sean Rodwell commented: “We were very pleased to be able to help the company complete all the necessary requirements during such a major change for them. We look forward to continuing our long-term relationship with the management team and to the company’s future growth.”
August 11, 2021
In July, the UK Government published its preliminary response to a consultation on building trust in audit and corporate governance. What does this tell us about potential changes to audit and how can you ensure your organisation is prepared?
Consultations are how the Government tests possible policy changes with those likely to be affected by them. In this case, the proposals emerged in response to three independent reviews conducted in 2018. A white paper was published in March 2021 setting out the Government’s intended course of action, with a brief consultation running until early July.
The driver for these proposed changes was a series of high-profile corporate collapses which the Government argued revealed failures in (a) directors’ disclosures and (b) in the audit process. In particular, there was a perception that a lack of competition in the audit industry had reduced the rigour of audits.
The key proposals in the white paper, entitled Restoring trust in audit and corporate governance, are as follows.
Directors are responsible for running their companies and for signing off accounts and reports but, the white paper said: “The current framework… is inadequate in holding the directors… to account in the rare but serious case that they neglect their reporting responsibilities.”
To address this, the Government is proposing new reporting and attestation rules covering internal controls, dividend and capital
maintenance decisions and resilience planning.
For example, one proposal is that company directors should review the effectiveness of internal controls every year and issue a statement on that in their annual report. If they judge controls to be deficient, they should be disclosed, along with plans to remedy them.
Depending on consultation responses, and the shape of the final legislation, that statement may or may not need to be reviewed by an auditor.
The Government has also signalled its eagerness to modernise audit which, the white paper said “has not changed significantly for decades”.
In particular, it wants to see audit reports which are more “informative and forward looking” rather than simply providing a review of the accuracy of company accounts. Are directors conducting themselves appropriately? Are they taking appropriate steps to manage risk, tackle fraud, and so on?
It also wants to see more competition and fewer conflicts of interest as when, for example, the same firm delivering the audit is also bidding to provide other accountancy services to a client.
To achieve this, it proposes to create a new audit profession, distinct from accounting, with its own professional body. It also aims to stimulate competition with measures designed to encourage ‘challenger’ audit firms and to encourage practices to break apart their audit and accounting functions.
The Government is proposing that shareholders should be more involved in the audit process.
Though it is clear that shareholders don’t run companies – that is the job of directors – it does want them to have the opportunity to vote on the audit and assurance policy and to propose “areas of emphasis” to the auditors.
Finally, there are proposals to boost the authority and capability of the Audit, Reporting and Governance Authority (ARGA), the successor body to the Financial Reporting Council (FRC).
If the proposals are passed into law, there will be a new statutory levy to replace the existing voluntary levy.
It will also gain new powers, including the ability to hold company directors to account through investigation and enforcement.
Contact us for more information or to talk about how audit reform might affect you.
August 9, 2021
Our UK Charities group have published a recent survey looking at the impact of Covid on the sector, and what the outlook is for charities and not-for-profit as we move into what looks like a more positive phase in 2022 and beyond. Whereas some parts of the sector were very badly affected, others saw revenues hold steady and even increase as the general public’s awareness of their contribution increased during the pandemic.
67% of the arts, culture and sports charities reported a reduction in income, as did the private education sector who saw both a reduction in income and costs increasing as a result of additional PPE, cleaning costs and remote working technology. Remaining organisations’ income remaining steady, with 53% of charities seeing an increase in demand during the pandemic, and just 20% reporting a fall. More than 95% of respondents consider their charity to have been financially resilient during the pandemic, and almost 80% are happy with their current reserves levels. Going forward, over 70% expect an increase in demand from beneficiaries, with 30% anticipating a significant increase. 97% however feel they will be able to survive for the next 12 months.
Unsurprisingly, technology has played a large part in service provision, with 57% providing more services online.
August 5, 2021
Right now, the world is changing at a dizzying pace.
Even within the past couple of years, we’ve significantly changed the way we socialise… shop… work… and even use money. (I haven’t seen a chequebook in quite a while, and many people no longer carry cash.)
But all this pales in comparison to the changes we’ve been through over the past 50 years.
Back when I started work – not 50 years ago! – there were 10 people in my team and only one computer.
It’s hard to imagine today!
It’s something I’ve been thinking about a lot, thanks to Kreston’s 50th anniversary. What are the biggest changes we’ve seen in our working lives – and in our industry?
And intriguingly – what are the biggest changes we might expect over the next 50 years, by the time Kreston turns 100?
I’ve jotted down some of my best guesses below. And I’ve also included a condensed version of the thoughts of some of our ‘Purpose Champions’, who have been helping us articulate Kreston Global’s purpose and the difference we make in the world.
I hope you enjoy reading them!
Now for a look at the past 50 years… and a bit of futurology:
>> LIZA ROBBINS:
What is the most significant change to the accounting profession during your work-life?
First, internationalisation. When networks like Kreston were established many people were probably cynical, and dismissed their goals to serve international clients as a pipe dream and/or an unrealistic hobby-horse of the founders.
Most clients did not need international services and if they did that was the domain of the Big 4 (or Big 8 back then!).
Now the world is a global village and most organisations have some aspect of international in their work.
Then, there’s people. The hierarchies (not just in professional services) are breaking down and the old pyramid “command and control” systems are becoming obsolete.
There is a fight for talent – 50 years ago people paid to do articles with a firm in some countries. Now firms are fighting for talent, and fighting against a greater pool of competing employers. The balance of power is changing.
What do you think the most significant change is likely to be over the next 50 years?
We will see new client sectors – perhaps clients operating in the value chain of space travel?
If the global balance of power continues to move toward individuals, will might need representatives in organisations (e.g. The Elon Musk organisation) as opposed to just looking at countries. The implications of individuals becoming more powerful than countries is interesting! Would organisations like Kreston need to pay to have a representative in a business to ensure we stay in that organisation’s value chain radar?
>> SUDHIR KUMAR, Senior Partner, Kreston Menon (UAE)
What is the most significant change to the accounting profession during your work-life?
The move towards outsourcing accounting-related jobs. We’ve seen some large organisations in the UAE reduce the number of accountants in their Finance Department by as much as 90% as a result. The cost saving is phenomenal. The redundant accountants, when this first happened, had to survive by pivoting towards new businesses in the SME industry and start-ups.
What do you think the most significant change is likely to be over the next 50 years?
Cloud Accounting will become the norm. To draw a parallel in the Food & Beverage industry, Dark Kitchens or Cloud kitchens (which specialise only in deliveries – they have no storefront) are predicted to be the future. It’s predicted that leading F&B brands operating virtually out of Cloud stores/Dark stores will outnumber physical stores in 5 years…
Accountants will need to do a 100% transformation and reskilling to be part of the future – like any other professionals.
>> CHARITA CHAVLEISHVILI, HR Manager, Kreston Georgia
What is the most significant change to the accounting profession during your work-life?
There are many more young people coming into this profession.
What do you think the most significant change is likely to be over the next 50 years?
Accounting software programs will replace entry-level employees.
And analytical skills or the ability to see the big picture will be more valuable than knowing the tax code.
>> MEERA RAJAH, Partner, James Cowper Kreston (UK):
What is the most significant change to the accounting profession during your work-life?
A lot has changed during my work-life… The modern accountant is highly skilled in business management. Accounting is much more about driving commercial improvement, commercial finance and the world of targets.
Another big change is the dress code. For decades, a business suit has been required attire for professionals in finance. Indeed, some say that the thin stripes on a pinstripe suit were originally meant to represent the lines on an accounting ledger. The suit reflected seriousness and practicality. It then changed to business casual and now the policy is mostly for staff to wear what is appropriate for the job that day.
Finally, the accounting profession has been traditionally male-dominated but now the presence of women in the accounting profession is overwhelming.
What do you think the most significant change is likely to be over the next 50 years?
Perhaps new forms of regulation and continued globalisation of reporting or disclosure standards. Social and environment considerations are increasing in importance alongside economic concerns in organisations.
>> EDUARDO SOLANA, Project Manager, Transfer Pricing, Kreston BSG (Mexico):
What is the most significant change to the accounting profession during your work-life?
The ability to use technology to build closer relationships and to work more efficiently with clients and colleagues. The pandemic accelerated this process, and it has allowed us to have productive conversations with people on the other side of the world, and to produce better quality work.
What do you think the most significant change is likely to be over the next 50 years?
We’ll see an economy based on cryptocurrencies and the use of the cloud will give us a large database that will give companies better business insights. We’ll see tax authorities taking advantage of these technologies to be able to carry out better planned audits that will help combat, in real time, risky tax strategies.
And how about you? What are your thoughts on the biggest changes we’ve seen – and the ones yet to come?
August 3, 2021
August 2, 2021
The International Accounting Bulletin’s (IAB) latest piece delves into our network’s perceptions of technology and its role in the future of accounting.
Read the full article here.
July 29, 2021
Below is the International Accounting Bulletin’s latest piece on the G7 initiative that discusses the post-pandemic options for developing countries in relation to tax, and how they may oppose it.
July 22nd 2021
Ganesh Ramaswamy, Kreston Global Tax Group, Asia Pacific Regional Director
Economists and tax experts in developing countries are of the considered opinion that a global minimum tax rate would take away a tool that developing countries use to push policies that suit them.
Particularly against the backdrop of the pandemic, IMF and World Bank data suggest that developing countries with less ability to offer mega stimulus packages may experience a longer economic hangover than developed nations. Developing countries have been implementing tax cuts since the 1960s as a way of attracting overseas investments and generating more economic activities and employment opportunities. This advantage would no longer be there for developing countries with the advent of minimum floor rate tax.
However, developing countries know very well that tax competition brings more harm than the perceived benefits. Tax cuts come at the cost of public spending on infrastructure, education and health. Serious overseas investors keen to expand business in developing countries would primarily look at infrastructure, lower cost, justice delivery and quality of workforce rather than the tax code of the investee country. To provide these requirements to investors, tax revenues are a must for developing countries. In this context, it’s likely that most developing countries will get behind the G7 deal in due course.