Latest Audit Information & News

What is the Internal auditor’s role when it comes to changes in Regulatory Compliance?

The role of Compliance has expanded enormously at most organizations due to the effect of globalization and international growth. In France, for example, Internal Compliance and Control Managers are among the top seven most in-demand jobs. This process has been boosted in recent years by a number of scandals across the globe, often leading regulators to intervene in order to protect stakeholders and the public interest, in turn contributing to an increasingly complex multinational legislative environment.

Regulators lack the resources required to exhaustively supervise all organizations. Therefore, a different approach is being sought after, focusing on self-regulation, implementing a corporate culture of integrity, and employing ethical programs that offer sufficient confidence to all.

In spite of the efforts made, the “ethical blindness” effect – a concept coined by Professor Guido Palazzo (the commercial priorities of an organization push towards bribery and corruption among employees) – will not disappear. It is no surprise that an increasing number of organizations are making an effort to raise their global corporate governance standards and are dedicating more resources to the development of whistle-blowing programs. These programs enable companies to detect and correct internal deficiencies before they become known by the public, thus protecting the value of the interested parties.

Driving force for Regulatory Compliances:

·Ensuring compliances with number of regulations, both domestically and abroad: New regulations places growing pressure on Executive Management and their employees, increasing the possibility that certain compliance requirements may be unintentionally missed.

·Controlling the costs of complying with a growing numbers of regulations e.g. Forthcoming EU GDPR in 2018: Complying to the growing number of regulations increases compliance costs and adds complexity to the internal organization governance and controls structure.

·Developing a strategy to minimize the burden of compliance activities on business operations:

· Ensuring the alignment of compliances operation following a merger or acquisitions:  Compliance functions require alignment and consolidation to ensure a holistic and effective approach to integrated corporate compliances.

How Internal Auditor can assists:

· Perform an inventory over existing regulatory bodies and their requirements applicable to the organizations.

· Assess the organization’s approach to managing its global compliances activities, including integration of newly acquired organizations.

·Evaluation the organization’s response to any notable instances of non-compliance.

·  Review compliance training programs offered to employees and other stakeholders and evaluate appropriateness for the respective role and geography.

What is needed by Internal Audit:

· Sound understanding of internationally applicable compliance frameworks and assurance standards (e.g. ISO 19600, ISO 37001, COSO) as well as any additional internal, local or global regulatory requirements. (e.g. Sunshine Act, Dodd-Frank Act, EMIR, REMIT).

· Expertise in auditing compliance management systems and drawing a comparison to good organizational business practices.

· Ability to assess the content and delivery structure of any internal or external compliance training programs and tools.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.



Internal audit – Managing the Next Generation

It is estimated that 27% of the world’s population (two billion people) belong to the so-called Generation Y or “Millennials” (19-35 years old) and another 32% (2.4 billion) belong to the following generation, known as Generation Z or “Centennials” (0-18 years old).

In total, they account for 59% of the global population and in 2020 they will make up 60% of the workforce.

According to the World Economic Forum 2016, 86% of “Millennials” have a favourable attitude towards technology and believe it is creating jobs rather than destroying them. They are therefore open to creating new business models such as those launched by benchmark figures -teenage businessmen that include Mark Zuckerberg, Wang Xinwen, Tavi Gevinson, Elon Musk, Robert Nayo and Maddie Robinson, among others- who became multimillionaires doing something they liked and believed in.

Approximately 55% of 10,000 young people from Generation Z surveyed by Universum are interested in setting up their own business, with this figure rising to 75% of those surveyed in such regions as the Middle East, Central Europe and Eastern Europe. The greatest goals are to become one’s own boss and have an impact on society. As workers, they are non-conformist professionals who demand employment flexibility and value quality of life over and above their professional career. At the same time, they are highly pro-active, have the energy to propose change and are not afraid of presenting innovative ideas.

New Challenges and Implications :

Both the “Millennials” and the “Centennials” face a significant challenge from a demographic point of view due to a falling birth rate and rising life expectancy. In 2020, for the first time ever, the number of people over the age of 65 will be higher than the number of children aged 5 or less. In 2050, the “Silver” Generation (65 years old and above) will have increased from 885 million people to 3.4 billion.

These problems could mean that Generations Y and Z will end up being poorer than their parents and grandparents, with the corresponding problem for economic growth and creating a future scenario in which we will be forced to seek solutions to the problems affecting health, housing, pensions, labor markets, public finances and other types of risks that will transform the economy as we know it today.

For this reason, organizations that fail to consider this reality will face serious problems. Nowadays, HR managers are highly conscious of this transformation and are working hard to manage the special features of these professionals.

The Role of Internal Audit:

These changes at organizations also affect Internal Audit, requiring the Head of Internal Audit to check the measures being adopted by the organization to adapt its image, to develop new products and services aimed at younger generations, and to incorporate a new way of interacting with them.

They are also being required to properly manage their teams and, as stated by the study entitled The Millennial Auditor (Source: Wolters Kluwer), harness the skills of these new generations with new technologies and their relationship with the environment.

On the other hand, they will also need to strengthen other aspects related to the soft skills that have been gradually lost and are indeed important, such as interview skills, the ability to communicate via the written form effectively, and drawing up an internal audit report.

Furthermore, in order to retain the talent that these generations possess, efforts should be made to strengthen the working environment.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.


Top considerations in Internal audit in the Cloud Computing environment

Cloud computing is the provision of hardware and software services by a third party company accessed over the internet. A survey in 2014 by the Cloud Industry Forum (CIF) based in the UK has shown that 78% of organizations have adopted one or more cloud services representing growth of 61.5% since 2010 when their annual study first began. Furthermore, the study found that large enterprises showed the highest rates of cloud adoption (80%), while small and medium businesses stood at 75% with the public sector at roughly 68%.

Cloud computing technology is deployed in four general types, based on the level of internal or external ownership and technical architectures:

Public Cloud: services from vendors that can be accessed across the Internet or a private network

Private Cloud: Built, managed and used internally by an enterprise

Hybrid Cloud: Mix of vendor Cloud services, internal Cloud computing architectures, and classic IT infrastructure

Community Cloud: Infrastructure is shared by several organizations and supports a specific community that has shared concerns

Cloud computing services are grouped into specific categories: Infrastructure, Platform and Software services.

Internal audit consideration will be required for the following in Cloud Computing:

Data Security : Ask the Cloud Service Provider (CSP) whether it receives a Service Organization Controls (SOC) 2 report, which is a third-party attestation report regarding the CSP’s controls relating to security, availability, processing integrity, confidentiality or privacy.  Verify that the scope of the SOC 2 report adequately covers the cloud services provided to your company, data security controls and that the auditor’s opinion is unqualified

Regulatory Compliance: Determine where the company’s data will be stored and the form of the data (e.g., production, backup, cache)

Availability: Verify that your company’s contract with the CSP includes provisions relating to system availability

Business Continuity and Disaster Recovery Planning: Verify that your company’s business continuity and disaster recovery plans are updated to incorporate the risks relating to the outsourcing of IT services to the CSP and that there are adequate plans in place to mitigate these risks

Return on Investment: Understand and review your company’s business case for moving to the cloud.  Verify that your company has clearly documented the cost and benefits and that it is tracking these to verify that they are realized.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.

GDPR moves into the next phase and the needs of Internal audit

Europe’s General Data Protection Regulation came into effect on 25 May, 2018 after a mammoth effort by organizations throughout Europe and beyond to prepare for the launch date. The regulations give greater protection for individuals over how their data can be collected, processed and retained.

While internal auditors in many organizations will have been helping their organizations prepare for the new requirements, now that the legislation is live, they are more likely to be providing assurance. It is critical that organizations do not lose impetus after all of the hard work it has taken to get their processes off the ground.

“Now that GDPR is live, internal auditors will need to ensure that people throughout their organizations do not become complacent because the new rules are here to stay,” ECIIA President Farid Aractingi says. “Internal auditors are likely to move from a more consulting role to providing assurance over the processes that are now in place.”

Typical areas on which audit can provide assurance include:

How adequate and effective are the policies and processes in place as controls?

How robust is the organization’s data governance?

Are the right people in the right roles to promote sound data controlling and processing?

How rigorous and timely is the reporting of data breaches?

Are we fully compliant?

How do we learn from incidents?

Auditors will need to consider how GDPR is reflected in their annual audit planning. For example, should GDPR be a consideration for every audit engagement, in the way culture now should be? Is auditing the GDPR control framework also something that should happen across the organization every two to three years?

Internal auditors are likely to give greater focus on specific areas after implementation. IT and GDPR-specific change programmes are obvious examples, but organization-wide communications will need to ensure that GDPR stays topical even after the initial rush of activity. That could mean ensuring that human resources and learning and development teams have plans to amend training for existing staff and new joiners. GDPR should remain a significant topic for induction and refresher training.

There are currently gaps in the guidance available, but this will develop as everyone gets to grip with GDPR. Internal auditors should stay abreast of any changes to legislation, guidance and good practice.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.


Cyber risk and internal audit: An urgent call to action

Internal audit has a critical role in helping organizations in the ongoing battle of managing cyber threats, both by providing an independent assessment of existing and needed controls, and helping the audit committee and board understand and address the diverse risks of the digital world.

The threat from cyber attacks is significant and continuously evolving. Many audit committees and boards have set an expectation for internal audit to understand and assess the organization’s capabilities in managing the associated risks. Our experience shows that an effective first step for internal audit is to conduct a cyber risk assessment and distill the findings into a concise summary for the audit committee and board which will then drive a risk-based, multiyear cyber security internal audit plan.

Business units and the information technology (IT) function integrate cyber risk management into day-to-day decision making and operations and comprise an organization’s first line of defence. The second line includes information and technology risk management leaders who establish governance and oversight, monitor security operations and take action as needed.

Increasingly, many companies are recognizing the need for a third line of cyber defense–independent review of security measures and performance by the internal audit function. Internal audit should play an integral role in assessing and identifying opportunities to strengthen enterprise security. At the same time, internal audit has a duty to inform the audit committee and board of directors that the controls for which they are responsible are in place and functioning correctly, a growing concern across boardrooms as directors face potential legal and financial liabilities.

Cybersecurity assessment framework

Several factors are noteworthy as internal audit professionals consider and conduct a cybersecurity assessment:

  1. Involve people with the necessary experience and skills. It is critical to involve audit professionals with the appropriate depth of technical skills and knowledge of the current risk environment. A tech-oriented audit professional versed in the cyber world can be an indispensable resource.
  2. Evaluate the full cybersecurity framework, rather than cherry-pick items. This evaluation involves understanding the current state against framework characteristics, where the organization is going, and the minimum expected cybersecurity practices across the industry or business sector.

The initial assessment should inform further, more in-depth reviews. It is not intended to be an exhaustive analysis requiring extensive testing. Rather, the initial assessment should drive additional risk-based cybersecurity deep dive reviews.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.

Key questions Internal Audit need to ask to ensure future talent  proofing by HR?

Whether your company is comprised of mainly older workers or millennia’s or a good mix of both there is no doubt that the skills gap is widening. Any lack of future planning to ensure that the right talent is recruited and retained in order to fill this gap is a significant operational risk and internal audit need to ensure that businesses are future proofing their talent.

A recent report compiled in association with the Chartered Institute of Internal Audit called Risk in Focus identifies key trends in internal audit across Europe for 2018 identified several trends. One of these trends identified that only 13% of companies believe that they have planned for the future with their workforce despite 88% believing that creating the organization of the future is a priority. The way we work is changing with flexibility and work life balance key factors for workers millennial are also more likely to look externally for new roles, which makes retention a key part of company planning.

The report identifies key questions that Internal Audit functions need to ask when reviewing HR against the future planning risks:

  1. Whether consideration has been given to the future skills gap any organization faces?
  2. Digital and IT skills are seen as key areas of development where skills are often lacking. Has your business specifically reviewed these skills and how they can develop them through recruitment and training?
  3. Is the HR strategy in line with the organization’s plans and are they ready to support through recruitment and retention where the company plans to be in 5 years time?
  4. What consideration has been given to the demographic mix of the workforce?
  5. As many baby boomers head towards retirement organizations need to ensure that they are ready to replace them at a rate that will ensure continuity within the organization. Has enough been done to attract and retain young talent with flexible working and career opportunities?
  6. In industries likely to be disrupted by automation and technology advances, of which financial services is seen to be a key candidate, have HR considered the effect this may have on the workforce and are they prepared for it?
  7. A ‘liquid workforce’ where companies hire on a more ad hoc basis the skills they require is becoming more of a requirement and a more common way of employing. Is your HR department ready and able to deal with identifying and hiring a liquid workforce to meet the organizations changing demands?

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.

Hot Risk Topics for Internal Audit 2018 in European Countries – Digital version

A wider group of European Institutes of Internal Auditors have taken an ambitious approach, interviewing Chief Audit Executives (CAEs) from major organizations in six European countries – France, Italy, the Netherlands, Spain, Switzerland and the UK – to home in on key themes requiring the attention of internal audit to mitigate risk and protect and add value in their organizations.

These Hot Topics were identified through in-depth, qualitative interviews with CAEs across a diverse range of critically important sectors – construction/infrastructure, financial services, IT, manufacturing, public sector, retail/ consumer, telecoms and utilities/energy – and from organizations that truly lead these industries. These topics are:

1.       GDPR and the Data Protection Challenge: The regulation foresees a strengthened role for security measures such as robust firewalls and encryption, and obliges companies (data controllers) to report any personal data breaches within 72 hours, even if it occurs at the third party (data processor) level. This will require enshrining data protection and governance measures into supplier contracts.

2.       Cybersecurity, a path to maturity: Organizations needs to view cybersecurity through a technical lens by investing in the latest security tools, and then seek assurance that these are working and controls and procedures are of a sufficiently high standard. However, while the behaviour of correctly configured and maintained software and technology is relatively predictable.

3.       Regulatory Complexity and Uncertainty: Assessing whether compliance functions are on top of the latest applicable regulations and that appropriate steps have been taken to ensure that the organization is compliant, and – where there is uncertainty or conflict with existing or other incoming rules – that dialogue with the relevant regulators has been established.

4.       Pace of Innovation: R&D and innovation projects should be audited to ensure they are effectively managed to mitigate project risk and, as they near commercial roll-out, delivery risk. All the while internal audit must strike a balance by not slowing or standing in the way of rapid innovation that will be crucial to the organization’s future success, but equally providing an assurance that projects deliver the promised benefits.

5.       Political Uncertainty, Brexit and other unknown: Given the unpredictability of Brexit, the future of the EU, the policy direction of the Trump administration and other political and geopolitical unknowns, it is difficult for internal audit and other assurance providers to give specific and detailed advice to their organization. Internal audit will be expected to provide an assurance that organizations are agile and responsive enough to swiftly adapt their operations to an uncertain, changing political landscape.

6.        Vendor Risk and Third Party Assurance: Internal audit can add value by reviewing the governance around procurement and contract management, checking that audit rights are written into supplier contracts, that suppliers have robust whistleblowing procedures in place and by working with the procurement function to ensure that due diligence processes are comprehensive and meet the risk mitigation needs of the organization.

7.       The Culture Conundrum: Internal audit has a critical role to play in assessing whether the existing culture and staff behaviour reflects the company’s stated ethos and values, whether it stands in the way of the organization achieving the transformation it seeks and how effective measures to reshape the culture are.

8.       Workforces – Planning for the future: Internal audit must be able to assess whether HR risk is being effectively managed and provide assurance that the organization’s workforce planning strategy is in line with its strategic vision. Where does the organization want to be five years from now and how do its recruitment and retention policies support that? IT, technology and digital skills are going to be in high demand for the foreseeable future, so internal audit should assess whether the organization is making efforts to reduce any IT skills gap that exists today and could widen in the coming years.

9.       Evolving the Internal audit function: With every audit, we’re constantly looking at whether the work we’re doing is going to be valuable to management a year down the track, or are we ticking a box and moving on? Are we really looking at what matters and then looking at it in a way that maintains audit’s relevance? Because you can look at the right topic area but if you’re looking at it in a static way when it’s a moving feast then people are going to start ignoring you.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.


Pulling fraud out of the shadows: Global Economic Crimes and Fraud Survey 2018

In PwC’s 2018 Global Economic Crime and Fraud Survey, only 49% of global organizations said they’d been a victim of fraud and economic crime. However, we know this number should be much higher. So, what about the other 51%?

Today, fighting fraud has moved front and centre to become a core business issue. Long gone are the days when it was viewed as an isolated incident of bad behaviour, a costly nuisance, or a mere compliance issue. That’s because the scale and impact of fraud has grown so significantly in today’s digitally enabled world. Indeed, it can almost be seen as a big business in its own right – one that is tech-enabled, innovative, opportunistic and pervasive. Think of it as the biggest competitor you didn’t know you had. This article sets out to plug that awareness gap. In it, we explore not only the visible fraud that companies say they are facing, but also the blind spots that stop them seeing the big picture – and what they can and should do about them.

There are four steps to fight fraud:

Recognize fraud when you see it:

Fraud risk assessments are the first step in preventing fraud before it takes root: Fraud risk assessments can help organizations do so by identifying the specific frauds they need to look for. Moreover, these assessments are increasingly looked on favourably by regulators in enforcement actions.

Conduct risk: the ‘hidden risk’ behind many internal frauds: It enables a company to better measure and manages compliance, ethics and risk management horizontally and embedded them in its strategic decision-making process. It also means fraud and ethical breaches can be approached more dispassionately, with less emotion, as a fact of life that every organization has to deal with. Moreover, adopting this more systemic – and realistic – stance towards conduct risk can enable cost efficiencies between ethics, fraud and anti-corruption compliance programs.

Looking for fraud in the right places: Survey revealed a significant increase in the share of economic crime committed by internal actors (from 46% in 2016 to 52% in 2018) and a dramatic increase in the proportion of those crimes attributed to senior management (from 16% in 2016 to 24% in 2018). Indeed, internal actors were a third more likely than external actors to be the perpetrators of the most disruptive frauds.

Take a dynamic approach: A chief executive is increasingly seen as the personal embodiment of an organization – with their finger on the pulse of every facet of its culture and operations at all times. So, when ethical or compliance breakdowns happen, these individuals are often held personally responsible – both by the public and, increasingly, by regulators. Whether merited or not, one thing is clear: the C-suite can no longer claim ignorance as an excuse.

Harness the protective power of the technology: Today, organizations have access to a wealth of innovative and sophisticated technologies with which to defend themselves against fraud, aimed at monitoring, analyzing, learning and predicting human behaviour. These include machine learning, predictive analytics and other artificial intelligence techniques.

Invest in people, not just machines: Confronted with the seeming intractability of dealing with fraud, many organizations decide to pour ever more resources into technology. Yet these investments invariably reach a point of diminishing returns, particularly in combating internal fraud. So, while technology is clearly a vital tool in the fight against fraud, it can only ever be part of the solution. This is because fraud is the result of a complex mix of conditions and human motivations. The most critical factor in a decision to commit fraud is ultimately human behaviour – and this offers the best opportunity for combating it. There is a powerful method for understanding and preventing the three principal drivers of internal fraud – the fraud triangle. The fraud triangle starts with an incentive (generally a pressure to perform from within the organization) followed by an opportunity, and finally a process of internal rationalization. Since all three of these drivers must be present for an act of fraud to occur, each of them should be addressed individually.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.

IAS Conference 2018, Belgium – “Internal Audit: Embracing the challenges of the future”

The Internal Audit Service of European Commission will hold its annual international conference on 6 November 2018 in Brussels, Belgium focusing on the global challenges affecting the Internal Audit (IA) profession and will be opened by the First Vice-President of the European Commission, Mr Frans Timmermans.

In addition, Mr Richard Chambers, President and CEO of IIA Global will be a keynote speaker.

The Conference being ever more aware of the fact that the global challenges affecting the IA profession are evolving at a rate beyond expectations, this year the IAS Conference will aim at thoroughly focusing on the challenges for Internal Audit in the future in order to outline those strategies, tools and approaches deemed most effective for the delivery of value-added results and assurance.

Moreover, the most recent peer discussions and developments are based on the assumption that the IA function is still able to represent a reference point for its stakeholders. However, the Fourth Industrial Revolution is challenging governments and organizations to keep pace with the exponential growth in innovations in technology and fast-evolving external framework. This urgently calls for an adaptation of the IA profession to the new upcoming needs.

On the one hand, the world is changing faster and faster, which makes it also more complicated for auditors to stay aligned to the entity’s top risks and to smoothly execute their audit plans. On the other hand, innovation may lead to new areas of focus for auditing, requiring a new, updated skill set in terms of both technical and soft skills.

We shall therefore look at the many changes, actual and potential, that are affecting our world, to better understand it rather than just being in awe of it, whilst taking into consideration all of the implications for our profession.

This conference will have the following sessions:

  1. Future changes in our external political and business environment.
  2. Keeping pace with the Fourth Industrial Revolution and the changes in society and Panel on how to deal with these changes (short separate presentations and discussion).
  3. Showcases on new internal audit methodologies.
  4. Public sector auditing 2018: Imperatives for the future.
  5. Future-proofing the Internal Auditors’ skill set and Panel on various changes impacting on the (internal) audit profession (short separate presentations and discussion).
  6. Providing assurance and addressing stakeholders’ expectations and Panel on how representatives of Internal Control (IC), Risk Management (RM), Internal Audit (IA) and Audit Committees (AC) deal with these issues (short separate presentations and discussions):

This conference should be attended by High-level internal audit managers, auditors, representatives from financial ministries and other international organizations.

Effective communications needed between Internal Auditors and regulators in the Insurance sector.

Regulators should require regular, structured and ongoing dialogue between the competent authorities supervising insurers and the internal auditors working in them, the ECIIA has said in response to recent consultation by EIOPA (European Insurance and Occupational Pensions Authority).

That is because internal audit is well-placed to provide an independent opinion about the internal controls, risk management and governance of the companies concerned.

Almost 8 out of 10 auditors in Europe say they follow the three Lines of Defense Model at some level, which enables them to provide objective assurance to their organisations.

“While internal audit’s main line of accountability is to the Audit Committee, it also shares information with the statutory auditors and the regulators,” ECIIA President Henrik Stein said. “Clear and effective communication between all these parties is vital in order to avoid duplication, or gaps, in the overall assurance picture,” he added.

The three line of Defense Model for Senior Management to ensure controls are in place are given hereunder:

  1. Management Controls & Internal Control Measures
  2. Finance Controller, Security, Risk Management, Quality, Inspection & Compliance
  3. Internal Audit

Therefore Internal audit is responsible for ensuring that the first and second lines are functioning as designed.  Internal auditors review all the processes and analyse all the risks of the company, and advise on the robustness of the control framework.

While internal audit’s main line of accountability is to the Audit Committee and then the board, it also shares information with the statutory auditors and the regulators. For its part, the Audit Committee is responsible for defining the mission and programme, both of internal audit and of statutory audit, and also for ensuring co-ordination between the two.  Clear and effective communication between the parties is necessary in order to avoid duplication or gaps and achieve synergies in the overall assurance picture.

For all these reasons, we recommend that the supervisor should establish a clear requirement for regular, structured and ongoing dialogue between the competent authorities supervising insurance undertakings and the internal auditors in those undertakings, in order to get an independent opinion about the internal controls, risk management and governance of the companies concerned.

Audit International are specialists in the recruitment of Internal Auditors and Corporate Governance Professionals across Europe and the US.

If you would like to reach out to discuss your current requirements, please feel free to reach us on 0041 4350 830 95.