Would you like to further develop the culture of your company with an appropriate tone at the top? How does your Audit Committee or Supervisory Board function? Does your Supervisory Board have the right focus on digital issues in your organisation?
Your organisation has reached a size that makes the need for a Supervisory Board more acute. We are happy to support you from start to finish in the preparation, planning and implementation of the set-up and structure of your supervisory body. Furthermore, we can coach the new members and provide tools for effective supervision and contribute to the long-term value creation of your organisation.
Do you need to evaluate the management board, the supervisory body or the Audit Committee? We facilitate an evaluation of, for example, the Audit Committee. Subsequently, we can help with the elaboration of an improvement plan, but also with training and coaching of audit committee members or supervisory directors.
Does your organisation's moral compass point in the right direction? Does your organisation operate with integrity? And is this backed by a widely supported code of conduct, or is it just a document? We would like to help you revive the code of conduct, improve openness in the workplace and make dilemmas a topic for discussion (again) in order to strengthen integrity in behaviour and the learning capability of your organisation.
Do you also believe that successful enterprise and sustainability go hand in hand? And does your organisation have to meet increasingly higher expectations of society and/or increasingly stringent requirements from regulators? Our services are aimed at helping organisations realise sustainable long-term growth. Mazars advises you based on its own 'Mazars for Good' vision, aimed at increasing trust in companies, strengthening our society and creating positive impact.
The Corporate Governance Code demands accountability for risk management and control systems. You do not have a framework for this. In consultation with you, we assess the current wide processes to achieve such accountability, while making recommendations for improvement.
Did you not set up an internal audit function yet? In accordance with the Corporate Governance Code, the Supervisory Board must assess this situation annually and report on this in the annual report. Are you struggling with this complex issue? Based on organisational size, risk profile, culture and governance structure, we map the potential added value of the internal audit function, including benchmarking as input for your evaluation, if desired in consultation with the Executive Board. From an executive role, you may already have toyed with the idea to start with an internal audit function in view of your organisation's risk profile and growth. Together with you, we explore a tailor-made scenario for starting an appropriate and valuable fulfilment of the internal audit function.
Is the collaboration between risk management, compliance and internal audit functions not ideal, or do they even work in a piecemeal fashion? We truly believe that proper cooperation between these bodies may actually lead to synergy. Together with you, we will set up risk management, compliance and internal audit functions and we will provide you with solutions for proper coordination. We can also help you further develop the fields of risk management, compliance and internal audit.
The Cultural Governance Code requires cultural organisations to have the Executive Board and the Supervisory Board discuss the division of roles between the two parties. But what is the best way for you as an organisation to do this? Mazars introduces a pragmatic paradigm that forms a simple basis for the structure of governance and provides valuable input for an assessment framework for a Supervisory Board. Similar direction is given in the many other governance codes, especially in the public and semi-public sector.
Naar het voorbeeld van de Corporate Governance Code, is ook in verschillende codes voor goed bestuur in de publieke sector opgenomen dat bestuurders en toezichthouders expliciet aandacht moeten schenken aan een 'integere cultuur', 'soft controls' en 'risicomanagement'. Maar wat houdt dit precies in en hoe geeft u dit praktisch vorm binnen uw organisatie?
Legislation and regulations are often complex, change rapidly and may have a major impact on your business operations. Compliance is not just about complying with laws and regulations, but also about complying with the (behavioural) standards that your organisation has set itself. Standards that tell how employees should interact with each other and with your customers. We are convinced that a proper...
The Internal Audit Function (IAF) provides insight, assurance and recommendations on the effectiveness of governance, risk management and internal control. The added value of the IAF in the management and supervision of companies is therefore increasingly recognised. For example, the IAF is anchored in the Dutch Corporate Governance Code and an increasing number of stakeholders believe that an IAF...
Enterprise and risk go hand in hand. Each day, you may face new challenges. Sometimes a great opportunity, sometimes a threat to the achievement of your goals. You accept some risks, but you will want to avoid others or manage those better. In order to make a responsible choice, you need an insight into what might be coming your way and how to deal with it.
How do you achieve efficient processes and reliable performance in a dynamic world that demands, above all, creativity and flexibility? How do you ensure compliance and stimulate enterprise? How do you get insight and grip on 'soft controls', when you realise that 'hard controls' alone are insufficiently effective?
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