Twenty-five years after the AIM was launched, building a constructive relationship with your auditors remains a vital component for success.
Image: Sergii Gnatiuk/Shutterstock
Republished to mark AIM’s 25th anniversary, this article explores how AIM boards might look to maximise the benefits of the relationship with their auditors and accountants. Written soon after the 2008 financial crisis, the piece may give rise to a sense of déjà vu. Referring to “the number of corporate collapses and governance failures” and a hint that a more prescriptive US style Sarbanes-Oxley regime might be on its way, it could have been written yesterday.
In the wake of such failures as Conviviality and Patisserie Valerie it might seem odd to argue for a constructive relationship between auditors and boards, but in particular
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