AccessMyLibrary provides FREE access to over 30 million articles from top publications available through your library.
Create a link to this page
Copy and paste this link tag into your Web page or blog:
(From Financial Director)
Readers who have graced our mailing list for a few years will know all too well that the cliche, 'the changing role of the finance director' is a tough one to escape. We cradle our heads in our hands when public relations people feel it necessary to try to convince us that FDs aren't beancounters any more.
Go figure. But, we concede, there is a problem. In fact, there has been a whole string of problems, from Enron to Parmalat. British companies have largely stayed on the sidelines as far as the most spectacular frauds are concerned. Over and above that - but no less worrying for investors - are the panoply of 'accounting irregularities' which, whilst perhaps quite innocently committed, still serve to undermine confidence in the FDs' numbers. Consider, for example, the damage to Shell's value - and reputation - because it miscategorised some of its reserves.
Against this background, a new report from the ICAEW urges boards to get their FDs back to work in their value-creation role. The pendulum, they say, has swung so far ...