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Accounting

Business leaders see risks in economy, cyber threats and talent

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The economy is the No. 1 risk cited by a group of business leaders, according to a new survey from Protiviti and North Carolina State University’s ERM Initiative.

When asked about the most pressing business risks over the next two to three years, as well as a decade later, the 1,215 board members and C-suite executives who responded to the survey believe economic  uncertainty and volatility will persist as leaders grapple with inflation, tariffs,  geopolitical upheaval, growth in AI and other emerging technologies, and upcoming policy  changes from new administrations globally.

“It’s really difficult to silo these risks,” said Joe Kornik, senior director of editorial programs at Protiviti, during a panel discussion. “As business becomes more interconnected, the risks themselves also become more interconnected. The pace of change continues to accelerate, and one of the notable changes from previous years of the survey is that business leaders are feeling more battle tested, a little more resilient and a little bit more confident in their ability to operate amid uncertainty and volatility. It’s certainly a skill set that I think will bode well for those business leaders, certainly in 2025 and I suspect, well into the future, as long as those business organizations stay resilient to change and to uncertainty.”

The top 10 global risks over the next two to three years: 

1. Economic conditions, including inflationary pressures;  
2. Cyber threats ;
3. Ability to attract, develop and retain top talent, manage shifts in labor expectations, and  address succession challenges;  
4. Talent and labor availability;  

5. Increases in labor costs;
6. Heightened regulatory change, uncertainty and scrutiny;  
7. Third-party risks;
8. Rapid speed of disruptive innovations enabled by new and emerging technologies  and/or other market forces;
9. Adoption of AI and other emerging technologies requiring new skills in short supply;
10. Emergence of new risks from implementing artificial intelligence.

This is the 13th annual survey for Protiviti and North Carolina State. “We do a lot of sub-analysis on this report, and particularly dive deeper into differences in perspective by position,” said Dr. Mark Beasley, professor of enterprise risk management, director of North Carolina State University’s ERM Initiative and co-author of the report. “What are board members thinking versus a CEO versus a CFO?”

Boards and C-suite leaders ranked cyber threats as the second most concerning risk over the next two to three years, outranked only by the economy. Cyber threats also represent the most cited long-term operational risk for executives, with 31% selecting it among their two most  concerning operational risk issues for the next decade.

“We’ve come out of a period of tremendous change and volatility,” said Julia Coronado, president and founder of MacroPolicy Perspectives. “The pandemic presented challenges to businesses and to macroeconomic policy makers that we hadn’t even imagined before. Then we recovered from that, and now we have a shift in policy from a change in administration that’s presenting a whole new set of crosscurrents and potential changes.”

The study asked respondents to rank their top two risks a decade out across three risk  categories:  

Macroeconomic risk outlook:  

1. Economic conditions, including inflationary pressures; 
2. Talent and labor availability.

Strategic risk outlook: 

1. Heightened regulatory change, uncertainty and scrutiny; 
2. Rapid speed of disruptive innovations enabled by new and emerging  technologies and/or other market forces.

Operational risk outlook: 

1. Cyber threats;
2. Ability to attract, develop and retain top talent, manage shifts in labor  expectations, and address succession challenges.

“It’s pretty common practice for organizations to subject themselves to stress tests on their operations, their financials, and they typically do that by running multiple scenarios and introducing a discrete set of shocks,” said Matt Moore, global leader of risk and compliance at Protiviti. “I was speaking with a client recently who said, for all the planning that we did and stress testing in even our most adverse scenarios, we never contemplated what we’re considering: the shock and awe scenario of everything hitting all at once from all different directions, and there being such uncertainty around what will stick and what will go.”

Protiviti plans to host a webinar on Tuesday, Feb. 25 at 1 p.m. ET, where panelists will share takeaways from the survey on the interconnected nature of emerging risks and their strategic  implications.

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Accounting

FASB Standardizes Carbon Offsets Accounting Rules

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FASB Standardizes Carbon Offsets Accounting Rules

In a decisive move toward standardized environmental financial reporting, accounting standards boards issued updated implementation guidance during the week ending July 25, 2026, regarding the formal recognition and valuation of corporate carbon offsets and environmental credits. The revised frameworks establish precise rules for how enterprises must measure, record, and disclose carbon credits on balance sheets, eliminating years of inconsistent reporting practices across public capital markets.

Under the finalized accounting standard, purchased carbon offsets can no longer be categorized under vague administrative expenses or unstandardized intangible asset accounts. Instead, organizations must classify environmental credits based on underlying operational intent—distinguishing between credits held for immediate compliance compliance obligations, long-term offset obligations, or active market trading. Furthermore, companies are required to evaluate carbon holdings for fair value impairment at the end of each reporting period, ensuring that depreciated or low-quality environmental credits do not distort corporate asset values.

The standardized rules carry significant implications for corporate audit committees and chief accounting officers. External audit firms are implementing rigorous verification protocols to validate the physical legitimacy, legal ownership, and scientific permanence of carbon credits claimed on balance sheets. Inaccurate or overstated carbon accounting claims now carry substantial financial litigation risk, alongside potential regulatory enforcement for misleading ESG disclosures.

To remain fully compliant, corporate accounting departments must establish centralized carbon tracking systems integrated into primary standard ERP ledgers. Accounting teams that proactively adopt standardized environmental reporting protocols will build investor credibility, streamline annual audit processes, and insulate their organizations against evolving regulatory scrutiny.

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Accounting

Automated Tax Compliance Tools Reduce Risk

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Automated Tax Compliance Tools Reduce Risk

Corporate tax departments reached a critical juncture in automated operational management. With nations worldwide rapidly enacting digital service taxes, localized value-added tax (VAT) mandates, and real-time electronic invoicing requirements, manual tax calculations have become obsolete. Modern corporate tax divisions are aggressively deploying AI-driven tax engine software to automate complex cross-border indirect tax calculations in real time.

The imperative for automated tax compliance stems from the sheer complexity of current trade policies and multi-jurisdictional commerce. E-commerce platforms, software vendors, and global manufacturers face constantly changing regional tax rates, statutory exemption rules, and cross-border tariff structures. Automated tax engines embed directly into enterprise enterprise resource planning (ERP) architectures, automatically applying correct tax codes at the point of sale, calculating real-time withholding amounts, and generating compliant e-invoices.

Automated audit trail generation represents another key advantage of modern tax tech integration. Advanced compliance platforms log every transactional tax determination on immutable digital ledgers, providing tax authorities with transparent, self-verifying audit trails. This capability drastically reduces the operational duration and administrative cost of corporate tax audits, protecting enterprises against severe penalties resulting from calculation errors or missed reporting deadlines.

For chief financial officers and tax directors, investing in automated tax compliance is a vital operational risk mitigation strategy. Automating routine tax calculations frees high-level accounting professionals to focus on strategic tax planning, transfer pricing optimization, and risk management in an increasingly complex global economic environment.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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