The Digital Operational Resilience Act (DORA) aims to put into place a comprehensive framework to strengthen and streamline conduct around digital risk management for financial services firms. A&M’s Cyber Risk Practice lay out a three step plan to support organisations as they look to align with the new DORA requirements.

The first 50 annual general meetings (AGMs) of 2021 have now taken place and stakeholders are closely watching how companies have addressed Covid-19 disruptions in making decisions on executive pay.

The U.K. may soon adopt similar legislation to the U.S. Sarbanes-Oxley (SOX) Act to combat corporate financial fraud and misconduct.

Who were the top performing banks in Europe? In A&M’s first edition of the European G-SIBs Pulse, we analyse eleven leading European banks and highlight the top performers based on business profitability, balance sheet resilience and CO2 footprint estimation.

Over years of scoping and implementing best cost country sourcing (BCCS) initiatives, we have established key levers for companies that can make a difficult challenge more straightforward.

Yesterday, during his first address to Congress, President Biden formally announced the American Families Plan (“AFP”), a sweeping set of proposals that would be paid for in part by increasing taxes on high-income individuals by $1.5 trillion over the next decade, by increasing the top individual tax rate and tax rates on capital gains and dividends, and by changing the tax treatment of inherited assets.

As widely anticipated, US President Joe Biden delivered news of impending tax increases in a speech to a joint session of US Congress on Wednesday evening. A wide-reaching spending and investment plan (with a $4 trillion price tag) also accompanied tax increases, mostly aimed at the wealthy and corporations.

Learn about the American Rescue Plan and how A&M can partner with state and local governments to strategically manage COVID response and economic recovery activities

The pandemic is prompting serious questions about managing costs and spending, especially in the healthcare sector where economic logic of patient care is changing. Investors and management teams must seek to preserve margins by focusing on operations improvements. Our experts define and demonstrate, through actionable insights, how you can unlock potentially the most significant value driver in the healthcare sector

The medical technology and medical devices sector boasts many small businesses and a few very large businesses. ‘MedTech’ is unusual for its lack of mid-size companies that are so common in other industries. This void in the market, combined with the macro-economic impacts of the COVID-19 recession, present a unique opportunity for large corporates and private equity (PE) firms to find common ground with carve-outs. Here, we discuss how PE ownership can re-energize these businesses, looking at the issue from the perspectives of the corporation, the business unit itself, and the PE funds.

A look at the current outsourcing advisory landscape.

In our latest Tax Advisory Weekly, we explore the Check-the-Box election.

Executing a transformation is a team effort and requires the buy-in of the whole organisation, particularly in the C-suite. While the Chief Executive Officer (CEO) is accountable to deliver the transformation ultimately, the rest of the executive team play vital supporting roles. Following on from our article on the CEO’s role in the first 100 days of a transformation, here we will examine the responsibilities of the Chief Financial Officer (CFO), who typically will need to adopt multiple hats – Communicator, Conductor and Collaborator – as a transformation is executed.