...Intern-S15HEINTNG-IIMUDescriptionAbout Deloitte “Deloitte” is the brand under which tens of thousands of dedicated professionals in independent firms throughout the world collaborate to provide audit, consulting, financial advisory, risk management, and tax services to selected clients. These firms are members of Deloitte Touche Tohmatsu Limited (DTTL), a UK private company limited by guarantee. Each member firm provides services in a particular geographic area and is subject to the laws and professional regulations of the particular country or countries in which it operates. DTTL and each DTTL member firm is a separate and distinct legal entity. Each DTTL member firm is structured differently in accordance with national laws, regulations, customary practice, and other factors and may secure the provision of professional services in their territories through subsidiaries, affiliates, and/or other entities. In the United States, Deloitte LLP is the member firm of DTTL. Services are primarily provided by the subsidiaries of Deloitte LLP, including:• Deloitte & Touche LLP• Deloitte Consulting LLP• Deloitte Financial Advisory Services LLP• Deloitte Tax LLP In India, Deloitte LLP has the following indirect subsidiaries: Deloitte & Touche Assurance & Enterprise Risk Services India Private Limited, Deloitte Consulting India Private Limited, Deloitte Financial Advisory Services India Private Limited, Deloitte Tax Services India Private Limited, and Deloitte Support Services India Private...
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...Corporate Governance Services Suggested Guidelines for Writing a Code of Ethics/Conduct Writing a Code of Ethics/Conduct Companies that follow both the letter and the spirit of the law by taking a “value-based” approach to ethics and compliance may have a distinct advantage in the marketplace. Give the average employee a legalistic “thou shall not….” code, and a negative response is almost guaranteed. Give employees a document that states clearly and concisely the company’s expectations, outlines acceptable behaviors, and presents viable options for asking questions and voicing concerns, and the likelihood is much greater that they will meet those expectations and exhibit the desired behaviors. Make the contents of the code equally applicable to everyone in the organization—at all levels—and you have a key ingredient for a code that becomes cultural, with all of the benefits. Code Basics There is no standard wording for a code of ethics/conduct. Each organization should develop one to suit the needs of its personnel in defining expected behaviors and in addressing the risks, challenges, and customs in the countries in which it operates, as well as to fit their specific industry and situation. However, there are some basic points to keep in mind when creating or modifying a code. • The code language should be simple, concise, and readily understood by all employees. • The code should not be legalistic—written as “thou shall not”— but rather state expected behaviors. •...
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...------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- BUSINESS SCHOOL CASES * ------------------------------------------------- BEST MBA TEXTBOOKS * ------------------------------------------------- SUBSCRIBE Part-time MBA Degree in DC Blog on in and out of class experience of part-time MBA student at GWU School of Business Deloitte & Touche Consulting Group Case Analysis APRIL 12, 2011 The presented case of Deloitte and Touche Consulting Group engagement with SKS Manufacturing is offering invaluable lessons in team and project management. It briefly touches upon all major facets of the consulting company involvement with client projects, such as: • Engagement planning • Team selection • Roles and responsibilities of team members • Background and qualifications of key people • Client participation • Gathering and analyzing data • Making recommendations Most importantly, however, the case is emphasizing the need for the proper balance between the core competencies that consulting companies bring to the table in their engagement with the clients. Namely, the balance between the technical knowledge and skills vs. internal communication...
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...S12OMAAI13JAN-AU Type of Position: Full-time Job Description Apply Online Deloitte & Touche LLP's ("Deloitte & Touche's") Audit and Enterprise Risk Services business has a risk-based approach, experienced professionals, comprehensive methodologies, and technical resources. Deloitte & Touche's services combine competency and experience in the areas of financial reporting, risk management, and compliance. The external audit services include: • Audits of Financial Statements, including reviews of quarterly financial information • Audits of internal control over financial reporting including Sarbanes-Oxley Section 404 • Agreed Upon Procedure • Other attest related services In conducting an external audit of clients' financial statements, Deloitte & Touche holds itself to the standards of independence, professional objectivity, and technical excellence. The audit approach is designed to provide the flexibility to serve the unique circumstances and complexities of clients. The Deloitte & Touche approach is to understand a client's business, the risks it faces, its internal controls, and assess the risk of material misstatement of the financials in order to design effective audit procedures. For public companies subject to the internal control reporting requirements of the Sarbanes-Oxley Act, Deloitte & Touche integrates the audit of internal control over financial reporting with the audit of the financial statements. Deloitte & Touche's professionals bring a comprehensive methodology that...
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...Deloitte Touche Tohmatsu Limited, yang biasanya dikenal dengan nama Deloitte, adalah satu dari perusahaan penyedia jasa profesional “Big Four” bersama Pricewaterhouse Coopers, Ernst & Young, dan KPMG. Deloitte adalah perusahaan penyedia jasa professional dengan jaringan terbesar di dunia yaitu melingkupi 193.000 tenaga kerja di lebih dari 150 negara yang menyediakan pelayanan jasa audit, pajak, konsultasi, manajemen risiko, dan penasehat keuangan. Dalam tahun fiscal 2012, Deloitte mencatat pendapatan sebesar $ 31.3 milyar. A. Sejarah Deloitte Pada 1845 William Welch Deloitte membuka kantor di Basinghall Street, London. Deloitte adalah orang pertama yang ditunjuk menjadi auditor independen dari perusahaan publik. Pada tahun 1896 Charles Waldo Haskins dan Elijah Watt Sells membentuk Haskins dan Sells di New York. Pada tahun 1898, George Touche membangun kantor di London dan pada tahun 1900 bergabung dengan Ballantine Niven dalam membentuk firma Touche Niven di Johnston Building di Broad Street 30, New York. Pada waktu itu, tidak kurang dari 500 CPA praktek di Amerika, akan tetapi era baru dari Pajak Penghasilan memotori akan permintaan terhadap prefesional akuntan secara besar-besaran. Pada 1 Maret 1933, Kolonel Arthur Hazelton Carter, Presiden dari New York State Society of Certified Public Accountants and Managing Partner of Haskins & Sells, memberikan pernyataan dihadapan U.S. Senate Committee on Banking and Currency. Beliau menyatakan bahwa audit independen...
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...Managing the Talent Crisis in Global Manufacturing Strategies to Attract and Engage Generation Y A Deloitte Research Global Manufacturing Study Table of Contents Introduction................................................................................... 1 The Talent Paradox in Global Manufacturing: Survival of the Skilled................................................................... 2 The Depleting Talent Pipeline in Global Manufacturing ............ 3 The Challenge and Opportunity of Talent Mangement in Emerging Markets......................................................................... 5 China: Plenty of oysters, few pearls ............................................. 5 Southeast Asia: Dangers of a short-term view ............................. 6 India: Fighting off the competition .............................................. 6 Latin America: Middle management blues, technical skills shortage .............................................................. 7 Eastern Europe: The perils of accelerating wages ........................ 7 Connecting to Generation Y ........................................................ 8 Characteristics of Generation Y ................................................... 8 New strategies aligning with the needs of Generation Y ............. 9 Shortcomings of current approaches to managing talent ......... 10 The Develop-Deploy-Connect talent management model .......... 11 What Does the Develop-Deploy-Connect Model Mean for...
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...In December of 2001, a major powerhouse American energy, commodities and services company, Enron Corporation, filed for bankruptcy. This was not just an ordinary corporate bankruptcy; this was the largest corporate bankruptcy in the history of the United States (Gutman, 2002). Understanding the reason behind the bankruptcy filed by Enron, which employed over 20,000 people, is instrumental in understanding why major changes in the accounting industry have to come to pass. To understand why Enron filed for bankruptcy, one must first understand who was handling their company finances. That who was Arthur Andersen, the accounting firm convicted of obstruction of justice by destroying documentation relating to Enron’s finances. Although Arthur Andersen was auditing the accounts of the Enron Corporation, it was Enron’s own executives that lead to its downfall. At the time, there were certain securities in place to help protect investors and the public such as Generally Accepted Accounting Principles (GAAP), Generally Accepted Auditing Standards (GAAS), Statements on Auditing Standards (SAS), and a few other things such as the business code of ethics. However, Enron executives found a way around this. Unfortunately for them, that way was illegal and led to the scam being known as the Enron Scandal. The top executives at Enron had been inflating their balance sheets by valuing assets at far greater values than their worth as well as hiding their liabilities. Not only did...
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...competitive advantage. Their ability to succeed largely depends on how well they can manage knowledge. Without a doubt, Knowledge Management (KM) has become increasingly important for all organizations. Knowledge Management is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization’s information and knowledge holistically, but it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition: “Knowledge management is the process of capturing, distributing, and effectively using knowledge.” This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998): “Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include databases, documents, policies, procedures, and previously uncaptured expertise and experience in individual workers.” Both definitions share a very organizational, a very corporate orientation. KM, historically at least, is primarily about managing the knowledge of and in...
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...Financial Reporting Problems at Molex, Inc. (A) : . I n mid-November 2004, Molex's Board of Directors met to decide the future of Joe King and Diane Bullock, the company's CEO and CFO respectively. Molex's external auditors, Deloitte &c Touche, had accused both of failing to disclose an $8 million pre-tax inventory valuation error in a recent letter of representation to the auditors. In response, King and Bullock argued that at the time of their letter they had determined that the financial impact of the error was immaterial. Despite an inquiry by the Audit Committee, which concluded that management had not deliberately withheld information from the auditors, Deloitte & Touche was not satisfied. The audit firm insisted that it could no longer rely on Bullock's and King's representa-tions, and would be unable to complete its review of the first quarter results until representations were received from a new CFO and in all likelihood a new CEO. MOLEX BACKGROUND AND MANAGEMENT Founded in Lisle, Illinois in 1938 by Frederick Krehbiel, Molex Inc. designed, man-ufactured and distributed electronic connectors that were used by a wide range of industries.1 For example, in the computer industry its connectors were used to pro-duce computers, servers and printers; in the telecommunications industry they were used to produce mobile phones and networking equipment; the consumer products industry used Molex connectors to manufacture CD and DVD players, cameras, plasma...
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...Energy & Resources Accounting for Emission Rights Introduction Accounting for greenhouse gas emissions remains a challenge, and market participants continue to wait for clear guidance from accounting standards setters. Formative efforts on the part of those standards setters have proven unsuccessful. The International Financial Reporting Interpretations Committee (“IFRIC”) initially took on this task, and issued IFRIC 3, Emission Rights. Unfortunately, considerable pressure from both the business community and European politicians, who objected to the financial statement consequences of applying that interpretation, led to its withdrawal by the International Accounting Standards Board (“IASB”) within a year of its issuance. In the US, the Emerging Issues Task Force (“EITF”) also attempted to address the related accounting issues in EITF Issue 03-14, Participants’ Accounting for Emissions Allowances under a “Cap and Trade” Program. However, it was never finalized, and ultimately removed from the EITF’s agenda. More recently, organizations have been advised of informal views from both the Financial Accounting Standards Board (“FASB”) and the Securities and Exchange Commission (“SEC”) on the appropriate accounting for emissions allowances held, especially since EITF 03-14 was tabled. As a consequence, many companies remain confused about the appropriate accounting treatments under both International Financial Reporting Standards (“IFRS”) and generally accepted accounting principles...
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...Energy & Resources Accounting for Emission Rights Introduction Accounting for greenhouse gas emissions remains a challenge, and market participants continue to wait for clear guidance from accounting standards setters. Formative efforts on the part of those standards setters have proven unsuccessful. The International Financial Reporting Interpretations Committee (“IFRIC”) initially took on this task, and issued IFRIC 3, Emission Rights. Unfortunately, considerable pressure from both the business community and European politicians, who objected to the financial statement consequences of applying that interpretation, led to its withdrawal by the International Accounting Standards Board (“IASB”) within a year of its issuance. In the US, the Emerging Issues Task Force (“EITF”) also attempted to address the related accounting issues in EITF Issue 03-14, Participants’ Accounting for Emissions Allowances under a “Cap and Trade” Program. However, it was never finalized, and ultimately removed from the EITF’s agenda. More recently, organizations have been advised of informal views from both the Financial Accounting Standards Board (“FASB”) and the Securities and Exchange Commission (“SEC”) on the appropriate accounting for emissions allowances held, especially since EITF 03-14 was tabled. As a consequence, many companies remain confused about the appropriate accounting treatments under both International Financial Reporting Standards (“IFRS”) and generally accepted...
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... Contents About Deloitte About ICC Overview I. Challenges faced by the Logistics industry in India II. Impact of challenges faced III. The way forward Bibliography Websites Contacts 4 5 6 8 13 14 16 18 19 Logistics Sector Present situation and way forward 3 About Deloitte Deloitte is one of the largest professional services organizations in the world with a worldwide presence of over 182,000 professionals in over 150 countries, with $28.8 billion in annual revenue (FY11). Deloitte’s global presence is highlighted below. the right combination of local insight and international expertise. Deloitte in India provides a full range of management consulting, financial advisory services, Accounting, Tax and IT solutions delivery to clients, tailored to Deloitte: Global network - 150 countries : 182,000 people Europe 297 offices in 47 countries Key Offices: London, Frankfurt, Paris, Rome, Dusseldorf, Madrid, Moscow, Prague Asia Pacific 113 offices in 26 countries Key Offices: Pakistan, Singapore, Thailand, Vietnam, Indonesia North America 131 offices 2 countries Key Offices: New York, San Francisco, Los Angeles, Denver, Toronto, Montreal South America 69 offices in 28 countries Key Offices: Sao Paulo, Mexico City, Buenos Aires, Santiago, Caracas Africa & Middle East 46 offices in 35 countries Key Offices: Johannesburg, Cape Town, Kenya, Tel Aviv India 15000 Professionals in 13 offices Key Offices: Mumbai, Delhi, Hyderabad, Bangalore, Kolkata Deloitte is a multidimensional...
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...organisations or within the public sector. Their work entails: preparing accounts and tax returns; auditing financial information; giving financial advice; dealing with insolvency cases; meeting and interviewing clients; compiling, analysing and presenting information; and writing reports. Qualification Process In Malaysia, the word 'accountant' is protected. The Accountants Act 1967 established the Malaysian Institute of Accountants (MIA) as the national regulatory body for accountants. All persons practising as accountants or auditors in Malaysia are registered with Malaysian Institute of Accountants (MIA). Subsequent to the amendments to the Accountants Act 1967, which took effect on 28 June 2001, MIA members are now made up of 3 different groups of accountants. They are: Chartered accountants (previously public accountants and registered accountants) Licensed accountants (people who qualified via their vast work experience and were in practice prior to 1967, or members of the Malaysian Society of Accountants who passed any of the final examinations of that body last held in December 1992 and have gained 3 years' worth of related working experience) Associate Members (generally, academics who are currently teaching at universities or institutions of higher learning, but who are otherwise not qualified to be admitted as members). As at April 30, 2002, the institute has a total of 17,347 members, comprising 1,292 chartered accountants, 34 licensed accountants and 20 associate members...
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...Who Are the ERP Vendors? Depending on who you talk to, the primary ERP vendors are referred to as BOPSE (BAAN, Oracle, PeopleSoft, SAP, and J.D. Edwards). Other ERP firms include (but are not limited to) Great Plains, Lawson, Platinum, QAD, and Ross and Solomon (see e.g. Keeling 1996; Kersnar and May 1999). For additional information, see PricewaterhouseCoopers (1998). BAAN (www.baan.com) BAAN was founded in the Netherlands in 1978. BAAN's ERP market share is roughly 5% (Stein 1997), and 1998 revenues were roughly $750 million (Bylinsky 1999). BAAN has approximately 3,000 clients in 5,000 sites world-wide. BAAN was thrust into the national ERP software spotlight when they won the Boeing ERP engagement in 1994. The founders recently left BAAN, in part because of irregularities in financial reporting that led to inflated sales figures (Maremont and Rose 1998). Oracle (www.oracle.com) Oracle is the second-largest supplier of software in the world. However, they are perhaps best known for their database system, not their ERP applications. Oracle was founded in 1977 in the United States. Oracle's applications were developed for the U.S. market in 1989 and for the international market in 1993. In 1997, Oracle announced that they were going to market to specific industries tries (Greenberg 1997a) and improve the international characteristics of their software (Greenberg 1997b). In 1997, Oracle's market share was reportedly 10% of the ERP market (see Herrera 1999), and 1998...
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...Deloitte Consulting WetFeet Insider Guide 2005 Edition The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we perfect? No—but...
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