TOPICS ON THE AGENDA
Kevin is a certified public accountant by profession who holds a post-graduate degree in the science of finance. He is currently Head of Treasury at the Malta Development Bank, having previously occupied the post of Director Finance at the MFSA. Prior to that, he was a senior executive at the Central Bank of Malta for 28 years where he gained valuable experience in accounting, internal audit, human resources management, portfolio management and risk management. He has been lecturing for the past 25 years having started off with the Malta Institute of Accountants and moved on to BPP and subsequently AIM Academy. His areas of expertise include accounting and financial management and he has in the past lectured subjects F2, F3, F7, F9 and SBR for ACCA tutor as well as related subjects in ACA and various MBA programmes.
*Group bookings for 3 or more participants available.
• A general background of the iGaming industry including an overview the variety of iGaming related businesses
• An introduction to iGaming in Malta and other countries
• A general overview of regulatory, AML, VAT and other risk considerations
• A look at the SOFP and SOCI of a typical iGaming entity
• A run through of typical significant risks identified and how one may address such risks
• A practical guide in auditing particular areas specific to iGaming entities
Auditors and prospective auditors, students, accountants working in the industry who would like to understand the auditor’s point of view
Accountants, finance personnel and lawyers
It is becoming increasingly clear that one of the most critical responsibilities of CFOs in coming months will be supporting efforts to build new capabilities and create an environment where the best employees are retained, without overlooking the attitudes and behaviour an organisation needs to reach and withstand its full potential—and raising the bar on talent development! Employee turnover is a major business concern that starts with recruitment. The goal is to hire the best employees who will in time, perform well and stay in an organisation for years to come, but employers and manager cannot neglect their role in keeping team members engaged. Failing to do so results in extremely costly turnover. When it comes to turnover, most people are hyper-focused at the remuneration side of things. However, it is the consequences that fall outside of profit margins that raise the red flags. A focus on capability building is especially relevant now as businesses attempt to rebound from the health and economic effects of COVID-19.1 Think about it: the pandemic has accelerated the use of automation, artificial intelligence, and other digital technologies to enhance or streamline processes. And what about people? Do we consider employees as “easy to replace”? The pandemic has changed the priorities and demands of customers and investors in ways that have not totally revealed themselves yet. And all this is happening as the world of work continues to change rapidly.
This module intends to discuss the effects of a high employee turnover and the direct and indirect costs, without overlooking the backdrop of the effects of the pandemic.
• Discuss what is employee turnover.
• Illustrate what is the true cost of employee turnover.
• Identify the factors that contribute to high employee turnover.
• Show ways on how to reduce employee turnover resulting in better financial results.
OBJECTIVES OF THE SESSION