I have seen first-hand how the role and responsibilities of CFOs have become increasingly complex in the last decade. For those aspiring to the CFO role, the pressure and burden can seem overwhelming and a huge step up from their current responsibilities. Speaking at the recent Deloitte Next Generation CFO Programme alumni event in Leeds, an experienced CFO from the Yorkshire market spoke of his insights and top tips into the role.
I’m sure you’ve heard the terms FinTech, EdTech, HealthTech – the list goes on, becoming more and more prevalent in every day business talk. Thanks to technological advancements, the rise of the smartphone and a movement towards collaborative consumption (the so-called sharing economy), industries are being disrupted by start-up technology businesses that are more efficient, more customer-focused, and fast growing.
By Mark Harwood, Associate Director, Deloitte
A variety of trends have seen international business travel become a critical enabler of business strategy. This includes macro-economic forces, such as globalisation, emerging market growth and talent shortages, as well as a shift in employee preferences towards more flexible and agile working arrangements. This increasing demand, coupled with the ever changing legislative landscape and elevated focus from tax authorities, means that an ad hoc approach to business travel compliance is no longer fit for purpose- employers have a mandatory obligation to track where their workforce are. Therefore, we are increasingly seeing UK companies addressing their short term business visitor (STBV) compliance as a priority. So why act now?
By Sarah Goodman, Associate Tax Director, Deloitte
Today, 8th March, is International Women’s Day (IWD), an opportunity to recognise and celebrate the achievements of women. It is also a time to reflect on gender equality, which according to the World Economic Forum is 108 years away. The IWD theme for this year is #BalanceforBetter, putting a focus on promoting a gender balance in public life, politics, business, and media and sports coverage.
Despite ongoing economic uncertainty as Brexit negotiations continue, deal activity in the UK has somewhat surprisingly persisted in H1 2018, as companies look to push ahead with growth plans. UK companies continue to be an inviting option for global investors enabling inward investment to stay high.
You've probably heard the stats. One in four people in the UK are affected by a period of poor mental health in their lifetime. Today, 10 October, is World Mental Health Day, which caused me to think about my own mental health and how it’s so important to take time for me.
Deloitte is supporting Team Tyne Innovation’s participation in the Talisker Whisky Atlantic Challenge, a 3,000 mile race known as the world’s toughest row. I’d like to tell you why Deloitte got involved and how you can help.
This year I’ve had the opportunity to shake things up a bit by working with sixth form students from Tong Leadership Academy as part of our One Million Futures initiative. It aims to help one million people get to where they want to be; whether it’s in the classroom, the workplace or the boardroom. We are working with over 50 of the most inspiring social enterprises, charities and schools across the UK including Tong Leadership Academy.
The latest ‘name and shame’ list from HMRC of companies underpaying the legal minimum wage highlighted the fact many employers lack appropriate governance and controls to ensure they avoid falling foul of National Minimum Wage (NMW) regulations.
By Jessica Dooley, Chief Chemist - Business Chemistry leader, Deloitte UK & North West Europe
A friend and I were chatting last week. He’s a team leader of engineers. We were discussing what he thought he needed by way of people and skill sets to create the ‘right’ team for the day job tasks, to achieve team KPIs, and to create a collaborative and positive working environment. We discussed the merits and shortcomings of selection tests that he's used in the past, which I frequently failed throughout my early career of university placements and graduate programme applications. Unsurprisingly, I'm not a fan of these. So what should you consider when building a team?
UK groups, particularly acquisitive ones, are finding that they are now faced with complex, unwieldy group structures where the number of dormant or inactive entities in the group greatly exceeds those that are active. Therefore, we are increasingly seeing UK boards addressing corporate simplification as a priority. So why act now?