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Your ‘say on pay’ secret weapon is in the numbers

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For CEOs and executive teams worldwide, the first half of 2025 will be remembered most for mounting economic instability, rising geopolitical tensions and unpredictable policy shifts from the new administration. 

Amid this turbulence, business leaders have been tested — not just in navigating uncertainty, but by being tasked with operating a business while facing intensified scrutiny from shareholders who are examining every decision.

But they’re not just examining, they are expressing their views by voting on executive compensation packages thanks to “say on pay,” which is part of the Dodd-Frank Act introduced in 2008. While the final votes are nonbinding, say on pay gives shareholders the platform to voice their sentiment, hold the board accountable, spark dialogue and even influence future decisions. 

In strong markets, these votes are far less contentious. In fact, a healthy stock price alone may be enough to earn shareholder support in the form of a passing vote. But when shares underperform, even high-performing CEOs can find themselves on the wrong side of a negative vote. This presents a real challenge: how do you prove to investors, including activist investors, that the CEO is delivering value and the compensation committee has sufficiently aligned executive pay with company performance? 

This is when the accounting team can become a CEO’s best friend. 

Accountants are the stewards of the company’s most trusted financial data and can tap into this information to help the business deliver transparent, data-driven insights that provide a real indication of the CEO’s value. 

Forward-thinking companies are aligning accounting teams with the businesses’ compensation committees, which comprise independent directors from the boards of directors. Reporting directly back to their boards, the committees are responsible for approving executive pay programs and target levels, in conjunction with reviewing the Compensation Discussion and Analysis and executive pay-related disclosures in the proxy statement. 

Accounting brings a level of experience in areas such as performance measurement. More specifically, it conveys vital information about the business’s compensation plan, including the metrics used and the rationale behind all decisions. This helps ensure that a clear line exists between executive pay and company performance while also supporting regulatory compliance in conjunction with shareholder trust. 

Companies consistently earning high say on pay votes have shifted away from only using narrative summaries or outside consultants to make their key points. This is where an accounting team’s data can help. Financial reporting relies on good data to enhance regulator and investor decision making. Following this same logic, the accounting team can help to ground its disclosures in objective, defensible numbers while also helping in the following areas:

Refining and adjusting performance metrics

Companies may rely on the same metrics from one year to the next when communicating executive pay decisions, especially if their business model, stage of growth or competitive strategy have remained static. While leveraging the same data each year doesn’t pose an issue, it is imperative that companies justify their use of these metrics to ensure they are accurate measurements of business performance. When synced with leadership, accounting can ensure all performance goals align with shareholder value creation. In a challenging economic climate, consider alternative or nonfinancial metrics, such as strategic and operational goals, which are calculated to deliver value in the future and can help drive investor confidence in the company’s direction and its future prospects. 

Benchmarking regularly

Another effective method for communicating executive compensation is to compare it against relevant peer groups. By demonstrating that compensation packages are competitive, yet not excessive, companies can mitigate criticism.

Strengthening internal controls

During downturns, financial reporting pressure can increase, making it important to bolster internal controls around pay-related data. For example, accounting can establish and monitor approval workflows for payroll changes and bonuses. They can also regularly reconcile payroll records against timesheets, contracts, and tax reports to quickly spot discrepancies. 

Implementing continuous monitoring and forecasting

While for most companies, say on pay votes occur annually (some businesses conduct voting every two or three years), it’s important for accounting to monitor executive pay and performance metrics throughout the year, using real-time data to identify potential issues, such as pay misalignments.  This will give leadership the chance to avoid potential end-of-year surprises and investor concerns.

Providing digestible context and justification

When executive payouts are high during periods of market decline, it’s important for companies to explain their pay decisions clearly and credibly. Since many shareholders are not financial experts, accounting can provide easy-to-digest, data-driven visuals, charts and comparisons that effectively demonstrate how compensation supports long-term performance and strategy.

For executive leadership, business as usual has never been more challenging or closely scrutinized by investors. The key is to integrate the accounting team with the compensation committee. In doing so, companies can better communicate decisions around executive compensation, proactively assess these figures before any votes are cast and ultimately improve shareholder perception and say on pay outcomes.

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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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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

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