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Coronavirus forecasting: what you need to be thinking about

03 April 2020

The coronavirus pandemic is having an impact on business operations across the UK. It is now necessary for businesses to significantly recalibrate their short- and longer-term forecasts.

Establishing a coronavirus task force: a project, but not as we know it!

27 March 2020

A coronavirus task force is about minimising impacts and ensuring the organisation can restart when restrictions are lifted, and the world returns to its new normal.

RSM runners raise £17,500 at Royal Parks Half Marathon
Alistair Hynd

29 October 2019

A team of runners from leading audit, tax and consulting firm RSM has helped raise over £17,500 for charity at the Royal Parks Half Marathon.

How can non-executive Board members manage change and gain assurance?

08 October 2019

The capacity for and ability to change is key for organisations in a changing and complex working environment. Boards need the skills to effectively manage that change to secure a sustainable future. Read more here to understand what steps Boards should be taking to enable change and govern it effectively.

Ellie Acton

Associate Director

Ellie leads the Change team’s social impact service. Social impact allows organisations to better quantify the additional value their activities and programmes have brought to individuals and communities.

Will the Exchequer back Transport for the North's plans to deliver the network the North deserves?

12 February 2019

Andy Murray, head of infrastructure at RSM, said: ‘In the age of short termism, it is refreshing to see Transport for the North (TfN) publish a 30-year investment plan.

Principle four – Banks undertake appropriate model validation and independent review activities to ensure sound model performance and greater understanding of model uncertainties
Alistair Hynd

01 November 2018

As with the other three principles, the PRA gives sound, common sense guidance overall but leaves a lot of practical matters untouched and questions unanswered.

The key elements of financial modelling

16 October 2018

About two years ago, we published the second edition of our best practice guide to financial modelling with the ICAEW. It focuses primarily on spreadsheet-based, time-series centred, financial forecasting models. Though with a little imagination, the principles can be more widely applied.

Principle three – Banks have implemented a robust model development and implementation process to ensure appropriate use of models
Jonathan Pepper

25 September 2018

Have you got a robust model development and implementation process and can you demonstrate it to the regulator?

Principle two – Firms should have an effective governance framework, policies, procedures and controls to manage their model risk
Jonathan Pepper

15 August 2018

As with all risks within a financial institution, model risk requires a framework within which it should be managed. This involves robust governance, policies, procedures and controls in place to manage model risk. At all levels of the organisation, those involved in creating, using, overseeing and controlling models have a part to play.

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