Establishes structure authority and responsibility 4 Demonstrates commitment to

Establishes structure authority and responsibility 4

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3. Establishes structure, authority and responsibility 4. Demonstrates commitment to competence 5. Enforces accountability Activities: - Codes of conduct - Attitudes and responses to deviations of behavior - Consistent at all management levels - Attention to partners that perform outsourced activities - Role for internal audit to give insight in CE - Define set of indicators, e.g. breaches of confidentiality, and define measures - Clear organizational structure - Limitation of authority Risk assessment 6. Specifies relevant objectives 7. Identifies and analyzes risk 8. Assesses fraud risk 9. Identifies and analyzes significant change Activities: - Defines risk tolerance and risk appetite - Relation objectives and risk - Fraud triangle - Changes in processes, changes in leadership Control activities 10. Selects and develops control activities 11. Selects and develops general controls over technology 12. Deploys through policies and procedures Activities: - Inherent risk -/- control = residual risk - Segregation of duties - IT controls Verspreiden niet toegestaan | Gedownload door Ewout Vlug ([email protected]) lOMoARcPSD
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12 Information and communication 13. Uses relevant information 14. Communicates internally 15. Communicates externally Activities: - Define information requirements - Considers costs and benefits - Communicate internal control with personnel and other parties - Communicate to shareholders and other stakeholders - Enable inbound communication - Communication re. Whistleblowing Monitoring 16. Conducts ongoing and/or separate evaluations 17. Evaluates and communicates deficiencies Activities: - Attention for internal auditing - Consider rate of change in the business - Communicate deficiencies internally to the top Limitations of internal control - Events outside management control (disasters) - Judgment errors - Breakdown of internal controls, mistakes - Management override Roles and responsibilities: Link to corp. Gov. - Audit committee - Compensation / remuneration committee - CEO and CFO - Risk management and compliance function - Internal and external auditors New elements - Reporting: financial and non-financial - Attention for the dependence on technology - Specific attention for fraud risk: Fraud triangle (opportunity, attitude, rationalization) and reporting fraud, theft. - Attention for outsourcing risks - Commitment to competence: Attract, develop and retain competent staff Accountability: - Deviations - Incentives - Pressures - From risk appetite risk tolerance - Internal controls: attention for general controls, IT controls, specify dependency on controls - Quality aspects of information: Sufficient, timely, current, correct (accurate and complete), accessible, protected, verifiable, retained Verspreiden niet toegestaan | Gedownload door Ewout Vlug ([email protected]) lOMoARcPSD
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13 The 3 lines of defence model: Limitations of the model: - Preconditions, such as strategy, structure - Human judgments - Breakdowns - Management override - Collusion The 4 lines of defense: 4. External audit / external authorities 3. Internal audit 2. Staff (risk management, compliance) 1. Line management Benefits updated
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