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財務簽證
財務簽證
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稅務簽證
稅務簽證
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營業稅簽證
營業稅簽證
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公開發行及上市櫃專案輔導與規劃
公開發行及上市櫃專案輔導與規劃
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IFRS專區
IFRS專區
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移轉訂價服務
移轉訂價服務
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跨國交易租稅規劃
跨國交易租稅規劃
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外國專業投資機構之稅務代理人
外國專業投資機構之稅務代理人
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所得稅法第四條及第二十五條專案核定申請
所得稅法第四條及第二十五條專案核定申請
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租稅協定之專案申請
租稅協定之專案申請
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租稅獎勵申請
租稅獎勵申請
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稅負平衡政策訂定與假定稅計算
稅負平衡政策訂定與假定稅計算
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代為計算薪資及各項扣繳
代為計算薪資及各項扣繳
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資遣通報
資遣通報
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處理薪資轉帳事宜及繳納扣繳稅款
處理薪資轉帳事宜及繳納扣繳稅款
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勞保賠償給付申請
勞保賠償給付申請
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勞健保,二代健保及退休金之申報及繳納
勞健保,二代健保及退休金之申報及繳納
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年底開立扣繳憑單
年底開立扣繳憑單
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IT 顧問服務
IT 顧問服務
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PRIMA 顧問服務
PRIMA 顧問服務
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營運計劃書編制
營運計劃書編制
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績效考核服務
正大聯合會計師事務所協助企業進行績效制度建立及優化,協助管理者與員工在目標上達成共識,並透過激勵和幫助員工取得優異績效從而實現組織目標的管理,真實反映員工的工作表現,目的在幫助企業激發員工的工作熱情和提高員工的能力和素質,淘汰不良員工,客觀具體、制度公平,迅速反映員工在職能上的表現並調整工作內容,創造勞資雙贏的局面。
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沙賓氏法案第404條遵循查核
沙賓氏法案第404條遵循查核
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內部稽核服務
內部稽核服務
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協議程序(併購交易實地查核)
協議程序(併購交易實地查核)
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風險管理服務
協議程序(併購交易實地查核)
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舞弊調查服務
舞弊調查服務
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電腦鑑識服務
電腦鑑識服務
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外籍人士工作證申請
外籍人士工作證申請
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商業文件英日文翻譯服務
商業文件英日文翻譯服務
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公司、分公司、行號設立登記
公司、分公司、行號設立登記
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外商分公司、辦事處設立登記
外商分公司、辦事處設立登記
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陸資來台投資設立登記
陸資來台投資設立登記
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行政救濟
行政救濟
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企業法律諮詢
企業法律諮詢
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破產與限制
破產與限制
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公司解散和清算
公司解散和清算
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供應商和員工背景調查
供應商和員工背景調查
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存證信函草稿服務
存證信函草稿服務
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中英文協議的準備和審查
中英文協議的準備和審查
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放寬限制出境
放寬限制出境
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勞動法合規與勞資談判
勞動法合規與勞資談判
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企業和個人資產規劃
企業和個人資產規劃
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企業評價服務
企業評價服務
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Environmental, Social and Governance (ESG)
Environmental, Social and Governance (ESG)
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財團法人及社團法人等非營利組織(公益慈善基金會)
財團法人及社團法人等非營利組織(公益慈善基金會)
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文化教育相關產業(私立學校)
文化教育相關產業(私立學校)
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其他政府委託專案查核
其他政府委託專案查核
Find time for those closest to you
I spend a lot of time outside of work with friends and colleagues; going out, playing or watching sport, going to the cinema. But do I spend as much quality time as I should with my family? If you ask my Mum, she will say no.
The same accusation could be thrown at many companies: they spend a lot of time with customers and potential targets – the people they want to use their products in exchange for their cash. But stop and think for a second about how companies interact with their providers of finance – those investors that companies go to rarely, asking them to maintain belief in the business and the company’s management, and asking them for money in exchange for a share of ownership or a loan repayment arrangement. Do companies spend enough quality time with their providers of finance?
Think pages
Grant Thornton research of the UK FTSE 350 market shows that the average annual report now stands at over 500 or approximately 300,000 words. Typically, about half that information is historical financial data. The rest is generally a corporate governance statement, a CSR statement, notes from the Chairman and various Board committees, and a description of how the company’s business segments have performed.
Historical financial data is an absolute bedrock, a cornerstone, fundamental. But it is not enough, not on its own. And standalone statements about a company’s commitment to social responsibility convey the impression that societal contribution is an afterthought, rather than embedded within corporate values and daily decision making processes. Large UK companies provide shareholders with limited information on risk management and internal control, while only 27% of the FTSE 350 provide real insight into how they review the effectiveness of their systems of internal control. The vast majority fail to demonstrate the link between their business model, future plans, strategy to implement those plans, and key risks.
Reporting data in distinct sections of the annual report conveys the impression that the company is run in silos (whether it is or not). It would be much better to apply the principles of Integrated Reporting for internal and external reporting purposes, which will, in turn, better inform the decision making process.
Show you care
Some company information changes from year to year but some – called standing information – does not. It should remain accessible for reference by those providers of finance who value it and publicly available for people who are new to your company, but most investors do not need to see this every year. High value or periodic information should not become lost in standing information.
And one size does not fit all. Providing one bank of data effectively says to your providers of finance: here is the data I am giving you, now get on with it. It is not an impression you would want to leave with your customers, so treat your providers of finance with the same respect. The irony of damaging your valuable corporate reputation through the very channel that seeks to enhance that reputation should not be lost on any CEO. Consider providing this information at three levels: high level messages for all and full granular data for those who want to drill right down, and a third level somewhere in the middle.
It’s good to listen
My best customer experiences come when companies go out of their way to help; they deal with requests or complaints in a prompt, respectful manner. This is not my experience of corporate reporting however. Often the company talks a lot but does very little listening to its providers of finance. There is at times a real risk that companies and their providers of finance are talking past each other, which is unhealthy for both parties.
The idea of shareholder stewardship – the notion that shareholders engage in dialogue with management about the issues that are important to them – is gaining traction across Europe. If that dialogue is to be rich in content, foster mutual understanding, and ultimately help the capital markets become more efficient then the willingness on the part of shareholders to engage must be matched by the company’s commitment to transparent and high quality communications to form the basis of that dialogue.
Your corporate reporting is a reflection of your company. Give more thought to what you say publicly about your company, and how you say it. Show your providers of finance that you care. It is likely to improve your corporate relationships. And find a little more time for your family. Next time we go to visit my Mum I’ll see if I can turn the usual lunch into a full weekend.
Nick Jeffrey is a director of public policy at Grant Thornton.