Pricewaterhousecoopers UAB Transparency Report

Total Page:16

File Type:pdf, Size:1020Kb

Pricewaterhousecoopers UAB Transparency Report PricewaterhouseCoopers UAB Transparency report for the financial year ended 30 June 2019 1 Content 1. Introduction 3 2. Strategy and leadership 4 3. Governance and structure 6 Governance 6 Firm’s structure 7 PwC network 7 4. Quality Management for Service Excellence 10 4.1. Leadership and accountability 14 4.2. Ethical requirements 15 4.3. Independence 18 4.4. Management’s statement concerning 21 independence practices and review 4.5. Acceptance and Continuance process 22 4.6. Human Resources 23 4.7. Continuing Education of Statutory Auditors 26 4.8. Engagement performance 26 4.9. Monitoring 28 4.10. Management’s Statement on the effectiveness 29 of internal quality control system functioning 4.11. Last Quality Assurance Review 29 5. Partners remuneration 30 6. Financial Information for the year ended 30 June 31 2019 7. Declaration 32 Appendix 1. List of Public Interest Entities audited 33 2. PwC network firms 35 2 1 Introduction More than half of organisations have not implemented Artificial Intelligence initiatives yet At PwC, our purpose is to build trust in This report is published in accordance with society and solve important problems. We the requirements of art.13 of the Regulation are a network of firms in 157 countries (EU) No 537/2014 of the European with more than 276,000 people who are Parliament and of the Council of 16 April committed to delivering quality in assurance, 2014 on specific requirements regarding advisory and tax & legal services. statutory audit of public-interest entities. The objective of this report is to present the steps we continue to take to enhance the quality of our assurance services through investment in our people, technologies and processes. More than half of organisations have not implemented Artificial Intelligence initiatives yet 3 2 Strategy and leadership Assurance Today PricewaterhouseCoopers UAB is a separate EU has introduced the EU requirements member firm of PwC Central and Eastern differently which adds to the complexities Europe (CEE), which is a shared economic for multinational groups and the now interest of the Partners in the different PwC necessary increased amount of time spent member firms in the CEE region. on audit tendering and ensuring compliance with these various rules. Maintaining a How does our Assurance business look stable client base is a big challenge, and in today? Despite all the turbulence and the tough competitive market that challenge challenging economic environment we have becomes even tougher. Our natural pool of witnessed in Central and Eastern Europe resources are young university graduates. (CEE) region and in PricewaterhouseCoopers The challenges of motivating and retaining UAB in recent years, we are very proud to Millennials has been well documented and say that our Assurance practice continues to we are not immune to these challenges. Add grow healthy. to that the continued pressure on prices and increasing competition and you have a set In the year to 30 June 2019, PwC CEE of challenges that really mean we have to be revenue from audit and assurance services agile if we are going to adopt our business reached US$ 359 million, up by 3% on the and keep moving in the direction, we want previous year. PwC has a strong track record to take it. to be proud of. We have over almost 30 years built a wide network across CEE with Our strategy aims to deal with the 60 offices in 29 countries, 268 Partners and abovementioned challenges and is to build over 12,000 staff. the assurance model which is right for the 2020’s. In PricewaterhouseCoopers UAB Some of the key challenges we face include Assurance we want to help our clients the impact of the global and local economy deal with the rapid change, contribute on our business, tough competition in to their success by delivering value and our market, increased regulation and the confidence, and we do this through the ongoing challenges to recruit and retain the trusted relationships that we continue to best people. invest in. We want an audit business which is innovative, dynamic and successful. We Capital markets continue to be suppressed, disrupt ourselves, transform and adopt our and some of the economies across our business to be technologically advanced. region continue to have low economic Finally, we want an audit practice that growth with reduced inward investment. people (clients and staff) are proud of: proud of Eleven of our territories are in the European the quality of the work we do, quality of our Union and continue to see the impact from client base and the value we bring to those the EU Audit Reform, including mandatory clients. firm rotation and prohibited services to audit clients. This impacts all our firms and not just those in the EU. Each country in the 4 Audit Quality and Transparency Quality is at the heart of what we do and We take any failings very seriously and remains fundamental to our strategic significant challenges are investigated priorities. Through continued focus on in detail at the highest levels of the firm. quality, we increasingly receive feedback Where these situations arise, there are from our clients that we win audits on the always lessons that can be learnt for the basis of our audit quality and the wider future and we are committed to continuous added-value insights we bring them. We improvement. work hard to reinforce this and raise the bar on audit quality, through: • establishing and maintaining a rigorous Our commitment to audit quality can better system of internal quality controls and increase trust if we make it transparent and monitoring procedures (as outlined further so we hope that many of our stakeholders in this report) will read this report. Another critical part of • an audit methodology that will maximise our approach to transparency can be seen the chance that we will find material in the extended audit reports we issue on issues the listed companies and EU Public Interest Entities. • the innovative use of technology as an integrated part of our methodology. These extended audit reports set out the details of our audit scope and approach, A comprehensive audit methodology, en- materiality, the risk areas identified and how abled by cutting edge technology, needs to our audit responded to these. For some be delivered by the right team. We recruit of these areas like materiality we have and develop our assurance professionals to voluntarily increased disclosure. We have be collaborative, sceptical and brave enough taken the approach to give this voluntary to deal with problems when they arise. This information in the vast majority of our takes an on-going substantial investment of opinions which is different from the majority training hours per year, and a culture where of the market. our people know that quality is valued above everything else. Forward looking statement As we look further out into the future, all We will continue to be able to bring human perspectives are dominated by the impact values and ethics to subjective judgements, of technological change. There is a belief whilst increasing audit quality and efficiency that the development of artificially intelligent through the use of big data techniques and machines means that the future for some machine learning. professionals, including audit and assurance providers, is bleak, and that we may soon be We began with an explanation of the unnecessary. importance of assurance today, and we’ve ended by debating that assurance could pay We believe that it is important to understand an even more important role in the future. the opportunities and threats presented by We are proud to take on the responsibility of disruptive technology with an open mind. By being assurance professionals dealing with transforming our business, we will be able to the complexities and challenges of today’s re-invent ourselves, and adjust, but only by changing world. We also continue to invest being open to radical change whilst retaining in the future of assurance as we pursue our our fundamental purpose. purpose – to build trust in society and solve important problems. 5 3 Governance and structure Governance Within the Central and Eastern European advisory) are set by the business line grouping of PwC member firms which management team. includes 29 national territories, a matrix system of management is operated. Oversight of the Regional Management Each partner votes in a 4 yearly election Board on behalf of the partners is carried of a PwC CEE Chief Executive who out by an elected regional Partner Council, appoints a Management Board, including which approves key policies and decisions representatives from geography and which affect partners and the firm. business lines and Operational Leaders. This Management Board is responsible for setting Management structure of broad business objectives and ensuring PricewaterhouseCoopers UAB consists of compliance with PwC International policies. Management Board, appointed by the sole shareholder of the company and General Across geographical lines the policy and Manager, appointed by the Management business objectives of each principal Board. The company is solely represented business line (assurance, tax & legal and by the General Manager. 6 Firm’s structure PricewaterhouseCoopers UAB is a resource sharing, the enforcement of risk private limited company 100% owned by management policies and quality standards. PricewaterhouseCoopers Könyvvizsgáló Kft registered in Hungary. The ultimate Each national member firm also has its beneficiaries are the partners in the own management structure in place, PricewaterhouseCoopers member firms. in accordance with relevant legal and PricewaterhouseCoopers UAB is a member operational requirements. This legal of PricewaterhouseCoopers International structure and network arrangement gives Limited. each member firm the flexibility and autonomy to respond quickly and effectively PricewaterhouseCoopers UAB cooperates to conditions in its local market.
Recommended publications
  • Managing Tomorrow's People*
    Managing tomorrow’s people* The future of work to 2020 *connectedthinking Contents Introduction 02 Small is beautiful: welcome to the Orange World 18 2020: where three worlds co-exist 04 The journey to Orange 18 Life in the Orange World: the main themes 19 Corporate is king: welcome to the Blue World 06 Work in the Orange World: the people challenges 21 The journey to Blue 06 The Orange HR business model 22 Life in the Blue World: the main themes 07 Work in the Blue World: the people challenges 09 Are you ready for tomorrow’s world? 25 The Blue HR business model 10 Appendix 27 Companies care: Definitions: Scenarios, Millenials 27 welcome to the Green World 12 Our methodology 28 The journey to Green 12 Global forces 29 Life in the Green World: the main themes 13 PwC Graduate Survey findings 30 Work in the Green World: the people challenges 15 Contacts 32 The Green HR business model 16 Foreword 01 The journey to 2020 about the future of people management. Our team has At the beginning of 2007, a team from identified three possible ‘worlds’ PricewaterhouseCoopers gathered to explore the – plausible futures to provide a future of people management. Our thinking was context in which to examine the sparked by the rising profile of people issues on way organisations might operate the business agenda – the talent crisis, an ageing in the future. In addition we surveyed almost 3,000 workforce in the western world, the increase in MillennialsA1 – new graduates from the US, China global worker mobility and the organisational and and the UK who represent a generation just joining Foreword cultural issues emerging from the dramatic pace of the workforce, to test their views and expectations business change in the past decade.
    [Show full text]
  • 2019 Inspection Pricewaterhousecoopers LLP (Headquartered in New York, New York)
    2019 Inspection PricewaterhouseCoopers LLP (Headquartered in New York, New York) December 17, 2020 THIS IS A PUBLIC VERSION OF A PCAOB INSPECTION REPORT PORTIONS OF THE COMPLETE REPORT ARE OMITTED FROM THIS DOCUMENT IN ORDER TO COMPLY WITH SECTIONS 104(g)(2) AND 105(b)(5)(A) OF THE SARBANES-OXLEY ACT OF 2002 PCAOB RELEASE NO. 104-2021-005 Executive Summary Our 2019 inspection report on PricewaterhouseCoopers LLP provides information on our inspection to assess the firm’s compliance with Public Company Accounting Oversight Board (“PCAOB”) standards and rules and other applicable regulatory and professional requirements. This executive summary offers a high-level overview of: (1) Part I.A of the report, which discusses deficiencies (“Part I.A deficiencies”) in certain issuer audits that were of such significance that we believe the firm, at the time it issued its audit report(s), had not obtained sufficient appropriate audit evidence to support its opinion on the issuer's financial statements and/or internal control over financial reporting (“ICFR”), and (2) Part I.B of the report, which discusses deficiencies that do not relate directly to the sufficiency or appropriateness of evidence the firm obtained to support its opinion(s) but nevertheless relate to instances of non-compliance with PCAOB standards or rules. The fact that we have included a deficiency in this report — other than those deficiencies for audits with incorrect opinions on the financial statements and/or ICFR — does not necessarily mean that the issuer’s financial statements are materially misstated or that undisclosed material weaknesses in ICFR exist.
    [Show full text]
  • Eric Kimberling Expert Witness
    Eric Kimberling Expert Witness Eric is a prominent expert and global thought leader in the ERP and enterprise systems market. With over 20 years industry experience, he has helped more than 200 clients globally in manufacturing, distribution, retail, services, energy, utilities, non-profit and government. Eric provides exert witness services including deposition and testimony, case evaluation and report writing. Sample Thought Leadership: Expertise • Author of widely influential ERP YouTube • SAP, Oracle, Microsoft Dynamics, channel, blogs, whitepapers and articles Epicor, and other ERP systems • Author of ERP industry reports • Software Evaluation and Selection • Keynote Speaker – The Manufacturing ERP • Organizational Change Experience – Metalforming Magazine – 2011 Management and 2014 • Program and Project Management • Member of the Denver University Speaker’s • Contract Negotiation Bureau • Expert Witness Testimony • Guest lecturer for Denver University, Colorado • Business Process Optimization University, and University of Rochester • Six Sigma • Lead facilitator of educational ERP Boot Camps • Lean Manufacturing and Value and Digital Stratosphere industry conferences Stream Analysis • Speaker at the AAPA Conference, Managing ERP Projects Conference, Managing Your SAP Sample Expert Witness Cases Projects, and other conferences • Partner Services, Inc v. Avanade • Host of webinar and podcast series covering • The United States of America ERP best practices and the State of Illinois, Ex Rel. • Recovery Ready ERP, Supply and Demand Kathy Pishghadamian v. Nicor Chain Executive, July 2010 Gas • Focus Publications’ List of 25 ERP Experts and • Flotek Industries, Inc. v. CD Influencers to Track in 2010 Group, Inc. • Author of Lessons from 1,000 ERP • California State Controllers Office Implementations - a book detailing ERP best v. SAP practices • Midwest Tape LLC v.
    [Show full text]
  • Public Accounting, the Big Four
    Public Accounting Prepared by Professor Nancy Ghodrat, CPA Public accounting is an area of accounting in which accountants offer expert services to the general public. A major portion of public accounting involves auditing. In auditing, a certified public accountant (CPA) examines company financial statements and provides an opinion as to how accurately the financial statements present the company's results and financial position. Certified Public Accountant (CPA) is the statutory title of qualified accountants in the United States who have passed the Uniform Certified Public Accountant Examination and have met additional state education and experience requirements for certification as a CPA. In California and most other U.S. states, only CPAs who are licensed are able to provide to the public attestation (including auditing) opinions on financial statements. I believe every accounting student should know the names of the four largest international public Accounting Companies (also known as CPA firms.) These firms are 1. Deloitte Touche Tohmatsu (also branded as Deloitte) 2. PricewaterhouseCoopers (or PWC) 3. Ernst & Young (or EY) 4. KPMG The above firms are referred to as Big 4 (sometimes written as the Big Four). This group was once known as the “Big Eight”. Since 1989, mergers and one major scandal involving Arthur Andersen have reduced the number of major accountancy firms from eight to four. In 2002, Arthur Andersen voluntarily surrendered its licenses to practice as Certified Public Accountants in the United States after being found guilty of criminal charges relating to the firm's handling of the auditing of Enron, the energy corporation, resulting in the loss of 85,000 jobs.
    [Show full text]
  • Security Consulting, Q3 2007 by Khalid Kark and Chris Mcclean for Security & Risk Professionals
    September 25, 2007 The Forrester Wave™: Security Consulting, Q3 2007 by Khalid Kark and Chris McClean for Security & Risk Professionals Making Leaders Successful Every Day For Security & Risk Professionals Includes a Forrester Wave™ September 25, 2007 The Forrester Wave™: Security Consulting, Q3 2007 PwC And Deloitte Lead The Pack With KPMG Close Behind by Khalid Kark and Chris McClean with Jonathan Penn and Alissa Dill EXECUTIVE SUMMARY Forrester evaluated leading security consulting service providers across 80 criteria and found that PricewaterhouseCoopers (PwC) and Deloitte established themselves as Leaders in the security consulting services market — thanks to their breadth of current offerings and their focus on future growth areas. KPMG International established itself as the next strongest with a rich current offering and solid strategy for growth. Ernst & Young (E&Y) and IBM have good market presence and an established client base but lack the breadth of offerings of the Leaders. Accenture has a strong infrastructure background and is ideal for companies looking to develop a security infrastructure and implementation projects but is not as strong in security strategy. Wipro has a relatively new security practice with impressive growth plans that leverage its existing customer base. BT has a good vision and some good relationships that will enable growth, with success to date focused mostly in EMEA. VeriSign and Verizon Business are relatively small practices with a strong US presence and great customer satisfaction among their clients. TABLE OF CONTENTS NOTES & RESOURCES 2 CISOs Need Help In Dealing With Their Forrester conducted services evaluations in Evolving Role July 2007 and interviewed 10 service providers: 4 Security Consulting Evaluation Overview Accenture, BT, Deloitte, Ernst & Young, IBM, KPMG, PricewaterhouseCoopers, VeriSign, 7 The Leaders Have Strong Strategy And Verizon Business, and Wipro.
    [Show full text]
  • Botta V. Pricewaterhousecoopers
    Case 3:18-cv-02615-AGT Document 228 Filed 07/26/21 Page 1 of 15 UNITED STATES DISTRICT COURT NORTHERN DISTRICT OF CALIFORNIA MAURO BOTTA, Case No. 18-cv-02615-AGT Plaintiff, FINDINGS OF FACT AND v. CONCLUSIONS OF LAW PRICEWATERHOUSECOOPERS LLP, Defendant. A bench trial was held in this employment case. The undersigned presided and now explains why judgment will be entered for the defendant, PricewaterhouseCoopers LLP (PwC). BACKGROUND Public companies pay PwC to audit their financial statements and their internal controls over financial reporting.1 The firm’s audits serve a well-recognized “public watchdog function,” United States v. Arthur Young & Co., 465 U.S. 805, 818 (1984) (simplified), because participants in the capital markets rely on the results in deciding where to invest their money. To further this watchdog function, the Securities and Exchange Commission (SEC) and the Public Company Accounting Oversight Board (PCAOB) have issued detailed auditor independence rules. See, e.g., SEC Regulation S-X, 17 C.F.R. § 210.2-01; PCAOB Rules § 3 Pt. 5, Ethics and Independence, https://pcaobus.org/about/rules-rulemaking/rules/section_3. The rules seek to reduce conflicts of interest, which may naturally arise given that auditors are paid for their work by the companies they audit. See generally Te-Kuang Chou, An Examination of the Mechanism and Legal 1 Internal controls are procedures that companies use to prevent and detect errors in their financial statements. If a company requires its accounting staff, each month, to cross-check corporate bank balances against records of deposits and withdrawals, that cross-check would be an internal control.
    [Show full text]
  • United States Bankruptcy Court Southern District of Texas Houston Division
    Case 20-34114 Document 922 Filed in TXSB on 01/07/21 Page 1 of 24 UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF TEXAS HOUSTON DIVISION ) In re: ) Chapter 11 ) VALARIS PLC, et al.,1 ) Case No. 20-34114 (MI) ) Debtors. ) (Jointly Administered) ) NOTICE OF AMENDMENT TO THE LIST OF ORDINARY COURSE PROFESSIONALS PLEASE TAKE NOTICE that on August 19, 2020, the above-captioned debtors and debtors in possession (collectively, the “Debtors”)2 filed voluntary petitions for relief under chapter 11 of the Bankruptcy Code, 11 U.S.C. §§ 101-1532, in the United States Bankruptcy Court for the Southern District of Texas (the “Court”). PLEASE TAKE NOTICE that on September 15, 2020, the Debtors filed the Debtors’ Motion for Entry of an Order (I) Authorizing the Retention and Compensation of Certain Professionals Utilized in the Ordinary Course of Business and (II) Granting Related Relief (the “OCP Motion”) [Docket No. 214]. PLEASE TAKE NOTICE that on October 9, 2020, the Court entered the Order (I) Authorizing the Retention and Compensation of Certain Professionals Utilized in the Ordinary Course of Business and (II) Granting Related Relief (the “OCP Order”) [Docket No. 326]. The OCP Order included a nonexclusive list of the Debtors’ ordinary course professionals (“OCPs”), attached thereto as Exhibits 1 and 2 (the “Original OCP List”). PLEASE TAKE NOTICE that on November 11, 2020, the Debtors filed the Notice of Amendment to the List of Ordinary Course Professionals (the “Amended OCP List”) [Docket No. 664]. PLEASE TAKE FURTHER NOTICE that, pursuant to paragraph 1(d) of the OCP Order, the Debtors are authorized to supplement the Original OCP List as necessary to add or remove OCPs, from time to time, in their sole discretion.
    [Show full text]
  • Can You Hack It? Managing the Cybersecurity Challenge
    42 Can you hack it? Managing the cybersecurity challenge To secure cyberspace, technology alone is not enough. Strong management plays an equally important role. John Dowdy, Cyberspace, according to the US government, is Europe has similar concerns: the United Kingdom’s Joseph Hubback, “the interdependent network of information National Security Strategy, for example, cites Dennis Layton, technology infrastructures,” including “the “hostile attacks upon UK cyberspace by other states and James Solyom Internet, telecommunications networks, computer and large-scale cyber crime” as a Tier 1 threat.3 systems, and embedded processors and controllers in critical industries.”1 Governments Yet governments today have a poor understanding and corporations worldwide are beginning of the cybersecurity landscape and the scale of to recognize the fact that securing cyberspace— the challenge. One reason for this lack of clarity is 1 National Security protecting its confidentiality, integrity, and that the term “cyberattack” is often used to Presidential Directive 54 and Homeland Security availability—is of paramount importance. describe everything from low-probability cata- Presidential Directive 23, strophic events (such as devastating attacks on as per Cyberspace policy review, p. 1. In its 2009 cyberspace policy review, the Obama infrastructure) to higher-frequency threats (such 2 Ibid. administration asserted that “threats to as cyberespionage and intellectual-property 3A strong Britain in an age of uncertainty: cyberspace pose one of the most serious
    [Show full text]
  • Online Resources
    CAREER PATH OPTIONS ON-CAMPUS RECRUITING (OCR) CYCLES KEY SKILLS Management Consulting Freshman/Sophomore Externships: Ability to learn quickly - public/federal sector Spring Semester Analytical & quantitative - private/commercial sector abilities Economic Consulting Summer Internships after Junior year: Client development/ Human Capital Consulting Fall & Spring Semester, Junior Year management International Development Creative thinking Consulting Microsoft Excel & Political Risk Consulting Full-time Positions: PowerPoint Boutique/Specialized Consulting Fall Semester, Senior Year Public speaking/ Independent/In-house Consulting presentations Global perspective Initiative/self-starter FEDERAL VS. COMMERCIAL Intellectual curiosity Leadership Federal consulting: Commercial consulting: Team collaboration The client is the US government The client is in the private sector Time management (i.e.– departments, agencies) (i.e. - companies, organizations) Writing & research ONLINE RESOURCES INDUSTRY RESEARCH & JOB SEARCH SITES MConsultingPrep videos Consultingcase101.com Case in Point & Crack the Case Caseinterview.com Vault Industry Guides (access through GWork) HBR Case Studies Glassdoor.com GWork & On-Campus Recruiting (OCR) SAMPLE EMPLOYERS STUDENT ORGANIZATIONS Abt Associates Deloitte Alpha Kappa Psi Accenture Eurasia Group Delta Sigma Pi Aon Ernst and Young (EY) GW Women in Business Bain GreatBridge Consulting Multicultural Business Student Association Bates White Economic IBM Organizational Science
    [Show full text]
  • Technology Sector Scorecard Q3 2016 Q3 2016 Executive Summary
    www.pwc.com Technology Sector Scorecard Q3 2016 Q3 2016 Executive summary PwC Technology Sector Scorecard 2 Q3 2016 Executive summary The tech industry shows resilience as markets overcome the impact of Brexit and investor sentiment bounces back • The technology sector posted strong year-over-year and quarter-over-quarter growth of 9.4% and 10.8%, respectively, in the third quarter of 2016. Year-over-year performance by subsector: Internet + 24.2% Semiconductors + 14.7% Communications + 7.6% Software Services + 7.5% Software + 2.5% Systems & PC hardware + 2.4%% EMS + 1.7%% Consumer Electronics - 4.5% PwC Technology Sector Scorecard 3 Q3 2016 Executive summary (continued) • The technology sector in Q3 2016 showed marked improvement in several sectors as markets shrugged off the impact of Brexit. Overall, growth was led by the Internet and Semiconductors sectors. • In contrast, though market sentiments improved, technology M&A remained slow during the quarter. Dell Inc closed the acquisition of EMC Corp and Micro Focus announced its acquisition of the software business of Hewlett-Packard Enterprise in a transaction valued at US$8.8 billion.1 • Supported by strong capital markets, the global technology IPO market in Q3 2016 posted positive performance for the second consecutive quarter. The third quarter delivered 43% sequential growth from 20 tech IPOs compared to 14 tech IPOs in Q2 2016, and a 264% increase in total proceeds from US$1.5 billion in Q2 2016 to US$5.4 billion. The growth in proceeds was influenced by two Unicorn (billion-dollar valuation) IPOs, including Nets A/S, which alone raised proceeds of US$2.4 billion.
    [Show full text]
  • APPENDIX A: Corporations Embroiled in Scandal and Fees Paid To
    APPENDIX A: Corporations Embroiled in Scandal and Fees Paid to Accountants % of fees for % of fees for Fees in millions ($) 2000 2001 Accountant consulting consulting Scandal in Brief Adelphia Communications $ 3.5 62% n/a n/a Deloitte & Touche Investigations by the SEC auditing 1.3 n/a and 2 grand juries non-audit and consulting 2.2 n/a Bristol Myers Squibb 25.7 89% 41.3 93% PricewaterhouseCoopers Under investigation by the auditing 2.8 2.7 SEC non-audit and consulting 22.9 38.6 Cendant Corp. 27.9 80% 32.4 79% Deloitte & Touche Former Chairman indicted auditing 5.6 6.9 for accounting scheme non-audit and consulting 22.3 25.5 CMS Energy 3.9 60% 5.6 71% Arthur Anderson Embroiled in energy auditing 1.6 1.6 trading/accounting scandal non-audit and consulting 2.3 3.9 Computer Associates International 2.9 42% n/a n/a KPMG Paid fine to Justice Dept, auditing 1.7 n/a under investigation by SEC non-audit and consulting 1.2 n/a Dollar General Corp. 1.4 7% 1.3 8% Ernst & Young auditing 1.3 1.2 non-audit and consulting 0.1 0.1 settled a class-action lawsuit for $162 million for 0.7 67% Deloitte & Touche was Deloitte & Touche accounting problems auditing 0.2 dismissed as the auditor non-audit and consulting 0.5 in September 2001 Duke Energy 15.2 78% 15 78% Deloitte & Touche Investigations by the SEC, auditing 3.4 3.3 CFTC over trading and non-audit and consulting 11.8 11.7 accounting problems.
    [Show full text]
  • Transparency Report FY 2020 Pricewaterhousecoopers Consultores Auditores Spa
    Transparency Report FY 2020 PricewaterhouseCoopers Consultores Auditores SpA 1 PwC | Transparency Report Fy 2020 Contents 1. Opening Message from our Leadership 2. Organization and Ownership 3. Our Approach to Quality 4. Culture and Values 5. Our People 6. Our Audit Approach 7. Monitoring 8. Governance and Structure 9. PwC Network 10. Financial Information 11. Public Interest Entities Audited by PwC Chile 12. Offices in Chile 2 PwC | Transparency Report Fy 2020 Message from Our leadership On behalf of the partners of PricewaterhouseCoopers Internal quality systems and procedures are materialized Consultores Auditores SpA (PwC Chile), it is my pleasure through a formal annual evaluation process, based on to present the 2020 Transparency Report. an electronic system that covers the main policies and procedures that must be observed to comply with the Over the past year, we have witnessed unprecedented strategic objectives of maximizing quality and minimizing events globally for our organization and for our clients. exposure to risk. Both the general political climate and the worlwide outbreak of the COVID-19 pandemic have generated a Our leaders frequently and consistently communicate our series of difficulties for governments and companies, both purpose, especially in these times. It drives our actions at an operational, financial, and logistical level. But just as with clients, colleagues and stakeholders, informs our these difficulties have been generated, we have also been choices, guides our decision-making, and shapes our able to
    [Show full text]