There is a disconnect in today’s businesses that is causing significant losses in market value. That disconnect is shown in two ways. First, many companies equate risk management with risk aversion. That is, instead of actively monitoring and measuring the risk controls they put in place, they are simply setting the controls in place for maximum risk avoidance and then letting them ride.
The movement in the US for a higher minimum wage has taken a new angle in attacking large franchisors, and it could threaten to rip apart the franchising industry as we know it. There are now consolidated cases going before the National Labour Relation Board which claim that a franchisor – such as McDonald’s, one of the companies being attacked – is actually a joint owner with its franchisees.
If the board rules against McDonald’s, it would mean that the corporation could be liable for wage underpayments or other violations, even things that aren’t related to the franchise agreement. The franchise owners would also basically lose their “business owner” status and be more subject to corporate policies. They would become, essentially, corporately-controlled outlets instead of franchises.
It’s not uncommon to hear groans and complaints whenever implementing compliance measures is discussed. In the minds of many, compliance is synonymous with burdensome regulations and, more importantly, unexpected and unwanted expenses. Thinking about something as daunting as PCI compliance, in particular, can be enough to send a teetotaler to the pub.
If you were to try and imagine a new business opportunity that could literally double or triple your revenues quickly (or more), most business owners would get fairly excited. Opportunities like that don’t come along very often, but a great deal of Australian business owners are now looking head-on at one later this year.
The free trade agreement with China that will come into effect by the end of 2015 will undoubtedly affect many different industries over time, but the fresh food industry is first in line to reap big rewards.
Checklists. We mostly use them to compile our grocery needs and make sure that we don’t arrive back at home having forgotten the milk or eggs. But checklists, as simple as they are, are some of the most powerful tools available to us, in business and in life.
Here we give the history, psychology, and practical reasons for using checklists in organisations.
There are various tactics that auditees can use to slow down or stop the audit process. For you, the auditor, this can be extremely frustrating. The key is to be one step ahead by either implementing your own tactics to avoid the delays in the first place, or knowing how to handle them.
The purpose of this article is to educate auditors on how to successfully navigate obstacles and roadblocks, that can cause delays to the audit process.
I read recently that since 2005 more than 30000 people had died in the US as a result of large truck accidents.
As we discussed in last week’s article, auditors often find themselves in situations where attempts are made to bamboozle them, frustrate the process or otherwise bring the whole audit to a standstill.
Over the last 20 years we have had our fair share of experiences in having to navigate the roadblocks some clients have placed in our way during the audit process.
As an auditor have you ever felt frustrated by the deliberate attempts to stall/sidetrack/confuse the auditor?
Our company has been auditing for more than 20 years, and we’ve experienced first hand clients throwing a raft of cleverly disguised roadblocks at our audit team in an attempt to throw them off track.
The purpose of writing this blog article is to help auditors successfully navigate these obstacles and roadblocks, adopted by more experienced Auditees. This is part one of a three part series, and this first blog discusses time-wasting tactics.
Having worked in the transport and logistics industry sector for the past 20 years, and auditing thousands of small, medium and large transport operators across Australia, I can say with confidence those transport operators who choose to take a systematic and preventative approach to Fleet Maintenance Management outperform and win more business than those who choose to stick with reactive type maintenance regimes.