In the Energy Sector, the possibility of creating shareholder value has raised the chance of utilizing an M&A partnership to strengthen the space’s financial future and sustain attractive performance through cycles.
If you’re part of an acquisition team, your first task will be managing the transition from an independent company to one that’s now part of the larger organization. As the leader of this effort, you have quite a bit on your plate, and it’s essential to handle it all in the right way to ensure the success of your transition efforts.
Environmental, social, and governance (ESG) goals are a necessary part of a company’s initiative toward sustainability and equality. ESG is gaining traction, with 91% of business leaders admitting that they think they are responsible for addressing ESG issues. These issues include carbon emissions, climate change, anti-corruption, water use, community development, and human rights. Changes in behavior and society are driven by incentives that are primarily financial, and this is why sustainable finance is critical to tackling these issues. Companies can incentivize customers to make eco-friendly decisions and invest in companies that are on a journey toward Net-Zero (or are already there). This is all a part of their ESG framework, which tracks, plans, and reports on an organization’s actions.
The new year presents an excellent opportunity to capitalize on the benefits of proactively planning your digital financial transformation projects. In many cases, the financial and operational executives in organizations are the leaders of strategic transformation and change management possible within the organization. In preparation for the start of a new year, financial departments also should evaluate their strategic priorities and designate initiatives that will address time-consuming, redundant, and administrative activities.
The global pandemic created an employment market where people stayed put “sheltering in job” to wait out the unknown. Now that lockdowns and quarantines have lifted, the economy is reopening and racing toward digitalization and one-of-a-kind online innovations. We are seeing a massive demand for highly skilled talent, particularly in accounting, finance, data analytics, and system implementation/optimization.
The Oil and Gas industry has come a long way, from revolutionizing techniques for extraction, refining, and utilizing fossil fuels, to improving these same processes based on the increasing technology-driven demands for resources. Oil and Gas business leaders can now take advantage of digital transformation and digital modernization, move forward, and explore key innovation strategies. With the right technology, companies can now easily empower industry leaders and consumers to continuously generate and capture the value of the Oil and Gas industry.
When disasters strike, it affects businesses from top to bottom and in every aspect, including financials and workforce procedure. Having a common-sense approach to continuity and recovery is essential for companies to protect themselves in uncertain times.
For more than two decades, Sirius Solutions has evolved as a group of subject-matter-experts, thinkers, consultants, strategists, technologists, doers, innovators, advisors, and so much more for our clients. We know how stuff works. We know how to successfully manage cash for our clients, transform financial departments, resolve audit, SOX, or compliance situations, help with IPOs, and rework vendor management. As accountants, we have delivered thousands of successful revenue accounting projects and we have helped companies become more profitable by lowering their costs or uncovering new avenues of growth and revenue.
Accounting is a critical function in any business, and knowledgeable financial professionals are essential to any team. Because of the knowledge that accountants and financial professionals bring, their time is highly valuable — and spending that time on manual, repetitive tasks ends up being extremely expensive.
As an organization that has been in the internal controls and compliance space for over two decades, we are excited to see and introduce new technologies that augment or replicate our high standards.
In the last few years, as internal auditors, we have had to adopt new technologies and innovations. Adapting to change is part of our asserted strategy and capabilities – learning new tricks and new tools. However, this year posed an entirely different set of challenges as we have had to re-work our processes and systems in the post-COVID environment. While clients hire us for internal audit work, we now realize that our value of being good partners goes beyond implementing audit processes towards aligning ourselves for the wellbeing of everyone in the audit cycle.
As companies are preparing for end-of-year activities like budgeting processes, inventory counts, maintaining vendor and insurance records, employee benefit renewals, completing work for SEC filings and property tax renditions, we recommend using workflow automation to standardize and optimize these tasks.
With COVID-19 and weakness in the oil markets, we’re seeing a huge uptick in companies under duress. However more focus on new operating models can unlock value. The restructuring process and on a go forward basis, companies can gain significant value by variabilizing their workforce.
Last week I focused on the importance of improving operating workflows and how a well-designed desk output model helps companies not just streamline their operations but benchmark their cost.
Last week I laid out that making businesses run better requires three essential elements: real-time analytics, improved workflows, and innovation.
Recently, our E&P client acquired assets and as part of that acquisition needed to migrate data from one system to another.