The right way forward
Article Abstract:
The 1991 Annual Report and Accounts of the Institute of Chartered Accountants of Scotland (ICAS) details the major achievements of the Institute in meeting the objectives of its recently implemented strategy called 'The Way Forward.' One of the most significant of ICAS' achievements is its improved financial performance which has resulted in a 1991 operating surplus of 128,000 pounds sterling before taxation. This can truly be considered a great feat, particularly when it is brought to mind that the ICAS had an operating deficit of 134,000 pounds sterling in 1990. ICAS' commendable 1991 performance is attributed to improved financial management, greater awareness of the ways by which income may be raised, and the recovery of the Institute's share of the Joint Disciplinary Scheme charges by appropriating subscriptions and levy on its members.
Publication Name: The Accountant's Magazine
Subject: Business
ISSN: 0001-4761
Year: 1992
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Raising challenge in the boardroom
Article Abstract:
A report published by a working party of the Institute of Chartered Accountants of Scotland (ICAS) opened a debate on corporate governance in the UK. The report was geared toward providing directors with the opportunity to question and oppose management activities if necessary. The ICAS report focused on three specific issues: financial statement responsibilities of corporate directors, implementation of adequate internal control systemsm and implications of such directors' responsibilities and control systems for audit committees. The report asserted that the failure of major corporations could have been detected sooner, and possibly prevented, if the ICAS proposals were already in place.
Publication Name: The Accountant's Magazine
Subject: Business
ISSN: 0001-4761
Year: 1992
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Market moves
Article Abstract:
The Institute of Chartered Accountants of Scotland (ICAS) has developed a new marketing strategy that focuses on quality and service. The strategy, developed by ICAS deputy CEO Gordon Thomson and consultancy firm Financial Marketing Scotland, aims to increase the Institute's ability of providing quality service to members and nonmembers alike. Central to the marketing strategy is the development of and invesment in the ICAS's core activities, such as research and education. Thomson expects that the completion of the strategy's implementation will take from three to five years.
Publication Name: The Accountant's Magazine
Subject: Business
ISSN: 0001-4761
Year: 1992
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