Whether the subject is the recent introduction of legal obligations or best business practices, everything concerning internal control and compliance plays an increasingly important, and unfortunately expensive, role in large and small companies. Contacting an expert consultant of high seniority allows you to approach these matters in an efficient and effective manner.


Regulatory activities, depending on the industry a company operates in, may absorb a higher or lower amount of corporate resources, and they are often seen as a cost to be incurred without benefits. Co-ordinated and efficient management undoubtedly reduces these costs and also allows you to obtain financial benefits or to manage risk. The most highly specialised RC Advisory units provide services in relation to


D.LGS. 231/2001
L. 262/2005 E SOX


this has always been considered a “non- core” activity for companies. Internal audits provide information that generates elements regarding the ability of an organisation to comply with ordered and precise rules,  aimed at achieving the company’s objectives. Appointing external consultants to perform activities ranging from the definition of how controls should be tested to the outsourcing of controls allows companies to focus on core activities, obtain support and an external and independent opinion, constantly acquiring suggestions for the improvement of business processes also in terms of greater effectiveness/efficiency.


Companies in expansion, or which have recently completed extraordinary transactions, or which have simply changed their organisational structures, often face a misalignment between the existing body of procedures and the actual situation of the company’s organisational system.

RC Advisory acts as expert consultant able to design or update these procedures, aligning them with the industry’s best practices. In particular, our services include:

  • Mapping and design (using flow-charts and/or descriptions) of business processes (core and non-core) (“as is analysis”)
  • Identification of any organisational or control ‘gaps’ compared to best practice benchmarks (“gap analysis”)
  • Definition of the improvement actions to reduce the identified gaps (“remediation plan”)
  • Formalisation of the procedures necessary to define roles, responsibilities, operating activities and controls
  • Possible upgrade of existing procedures or formalisation of best practices
  • Implementation of suggested improvements, also through project management activities