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• eBook-Kapitel aus dem Buch Revision des externen Rechnungswesens

  Digitale Datenanalyse

  …. Betriebsrat) und ggf. einem Vertreter der Compliance- Organisation abzustimmen. Es sei der Vollständigkeit halber erwähnt, dass personenbezogene Daten nicht… …beinhaltet der Prozess? � Wird auch das Management in Kontrollen einbezogen? � Wie werden Kontrollen dokumentiert? � Wie kann der Regelprozess umgangen…
• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Internal Audit Standards: Everything for Everybody

  Inta Ozolina

  …the management and owners? I do not think so. Does it make the compliance for smaller audit teams very hard if not impossible to obtain? Yes, it does… …engagements and the management layers are very limited in small audit teams, thus making the compliance with the formal review requirements very hard to… …Standards and use the phrase ‘in compliance with the IAI Standards’ in their reports. To be able to do that, a regular external assessment must be done at… …bigger teams are divided in compliance and operational auditors. But there are even more companies where internal audit teams are very small in size. The… …... Even more so, in many companies the management and owners do not appreciate and simply cannot afford huge internal audit teams; the financial crisis has… …environment is split between internal and external auditors to ensure as much value added to the company management and owners as possible. Ozolina… …16 Another area where formal compliance with the Standards may be difficult to obtain is documentation. Many business internal auditors try to…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  International Professional Practices Framework – Overview of the current guidance of the Institute of Internal Auditors

  T. Flemming Ruud, Philipp Friebe, Daniela Schmitz, Shqiponja Isufi

  …different legislative and regulatory initiatives aimed at improving the Governance, Risk Management and Internal Control of an organization. The PPF has… …systematic, disciplined approach to evaluate and improve the effectiveness of Risk Management, Control, and Governance processes. Figure 2: Definition of… …perform audit engagements. In order to effectively help the board and the management, it is necessary that the Internal Auditors behave in a professional… …Practice Guides (cf. Figure 3). “Strongly recommended” means that the IIA advocates compliance with these elements and asks Internal Auditors to be guided… …example, the Position Paper "The Role of Internal Auditing in Enterprise-Wide Risk Management" describes the role of Internal Audit within the scope of… …cases compliance with the Standards is expected, ___________________ 12 Cf. The IIA (2009a), p. 12. Ruud, Friebe, Schmitz, Isufi 22 unless… …scope of the Internal Audit includes the systematic evaluation of the adequacy and the effectiveness of the Governance, Risk Management and Internal… …(previously Risk Man- agement). Standard 2120 relates to Risk Management (previously Internal Control), while Standard 2130 describes the tasks of Internal… …Technology Controls Controls that support business management and governance as well as provide general and technical controls over information technology… …Code of Ethics and the Standards with the senior management and the board. Standard 1111 demands that the Chief Audit Executive communi- cates and…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Governance Works, in Principle

  Neil Baker

  …corporate governance in the financial sector. There was much talk about the need for banks to improve their modelling and their risk management practices… …financial controls and systems of risk management are robust and defensible.” Some bank boards have arguably failed to meet either of those principles. But… …mindless box-ticking. 3 What About Management? And what of senior executive and management performance? A recent report from an all-party parliamentary… …recently about the risk of companies fracturing into “organisational silos” based on highly techni- cal management functions. Poorly run companies often… …and general corporates was lead- ing to the “self-enforcement” of a compliance culture. There were already far too many rules for regulators to monitor… …and enforce, so they were outsourcing that work to companies themselves, he argued. This growth in corporate compliance was having a pernicious effect… …: crowding out personal responsibility. “It is not help- ing us, it makes things worse,” he argued. “What compliance is doing is making sure people follow… …rules. We forget about our own responsibility for our behaviour and replace it with responsibility for compliance.” What are the implications for… …prepare to ask ourselves some serious questions,” says Institute President Philip Ratcliffe. “The most basic objective of risk management is not… …departments, and boards which gave serious contemplation to the demands of good governance and risk management, have almost overnight gone to the wall.”…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Contribution by Internal Audit to IT Compliance

  Thomas Lohre

  …Corporate governance, risk management, compliance. All of these are concepts that can no longer be imagined away from the current business vocabulary and… …of the Corporate Governance Code have been com- plied with or if deviations have occurred. IT compliance is represented by risk management, data… …implementation Does a correct licensing policy and licence management exist? Contribution by Internal Audit to IT Compliance 65 Four groups of legal… …national/international directives.61 For IT compliance management, such environmental changes can result in the necessity to change internal regulations, processes… …out in the company are. Therefore, IT compliance management must not exclusively be oriented inward, but rather, must be aware of the influencing… …61 Contribution by Internal Audit to IT Compliance By Thomas Lohre, MBA29 The constant increase in laws, ordinances, norms, standards… …objective of corporate compliance and in IT specifically, IT compliance. Internal audit can make a valuable contribution to this, as it can ob- jectively… …assess the IT compliance efforts in companies through its specialist knowledge, methodical knowledge and independence, thereby assisting in the pre-… …vention of rule violations. Furthermore, it can assist in IT compliance adding value to the company by providing valuable information. 1 Introduction… …a concept originating from Anglo-American vocabulary32 and has, since then, been used for the debate regarding proper business management…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Continuous Auditing: Myth and Reality

  Adrian Garrido

  …conceptual models not being just appearance but having real results in management improvements. Continuous Auditing has traditionally been defined as the… …system of daily Alerts related to credit, operational, fraud and compliance risks. These alerts are investigated by a specialized team that interacts… …, two more can be added: – First, at some point in the future the management could consider that the monitor responsibility is theirs and not that… …selecting what is truly relevant. And what is, to a great extent, the most relevant information for a business? The minutes of the Management Committees… …, Regulatory reports, Management Infor- mation, presentations of new projects, new in the press, the minutes of our meetings with the various business areas…… …retrieve relevant information for each of these units. Once again, we are not speaking of complex applications; but rather of a documen- tary management… …and level of importance, for example: – Periodic analysis of management information – Periodic or specific meetings with Management – Focused… …great detail the business, maintaining a fluid line of communication with Management and using technology in an intelli- gent manner.…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  The Financial Sector: Risks, Controls and Assurance after the Financial Crisis

  Daniel Nelson

  …management failures. 1 The Roots of the Crisis The macroeconomic aspects tell us the financial crisis was preceded by the culmi- nation of a long-lasting… …management. Nelson 94 For what concerns the underlying policies causes, three examples can be made. Ba- sically, the regulatory and supervisory… …situation. Lastly, risk management. One aspect is that risk management or risk mitigation has been viewed as more of a nuisance, more a need to adhere… …to compliance require- ments, rather than a useful and integrated part of the business. Most risk units in fact were also placed in a support function… …area in an entity. Nelson 96 It has also been reported that enterprise risk management (ERM) and the finance complex did not have adequate… …lesson-learned here is obvious: internal audit should review the risk management governance and op- erational arrangements, to ensure that there are no such gaps… …requirement compared to the 2006 charter. The second change in the 2009 charter is the new wording added to the risk management section which indicates that… …the audit committee is not the only body responsible for oversight of AIG’s risk assessment and management. The 2009 charter also goes on to state… …management. 5 Four more steps In closing, I want to suggest the following four specific areas to be considered for audit work by internal audit. As… …mentioned, risk management will certainly be an area to focus internal audit’s attention on; admittedly, the current crisis involved both external risks and…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Doing More with Less

  Neil Baker

  …against the budget cuts. He told senior management at the mining company where he is the head of internal audit that pruning audit resources in a downturn… …them. When Chambers was head of the US Army’s Global Internal Review and Audit Compliance Department in the early 1990s his team created what they… …wouldn’t wait for senior management to come to me and say, ‘We are all contribut- ing toward cost cuts: It’s your turn,’” LaTorre says. Fucilli agrees. “Be… …, because nine auditors who specialise in engineering compliance have been transferred to his team. “Because of the work we do and the assurance we deliver… …audi- tors from other departments. 4. Do not go it alone. Remain in direct, constant communication with the audit committee and management so that you…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Performance Measurement and Controlling of Internal Audit – More Than Just a Measurement Problem

  Dr. Andreas Langer, Andreas Herzig, Prof. Dr. Burkhard Pedell

  …division in Germany and heads up the Internal Audit and Controls Assurance divisions; Prof. Dr. Burkhard Pedell is a Full Professor of Management Accounting… …. The conceptual implementation of performance measurement and controlling (also referred to as performance management) has already been debated very… …risk management, controls and the man- agement and monitoring processes, using a targeted approach, and helps to improve these (Deutsches Institut für… …Interne Revision e.V. (2005), p. 35).” In addition to traditional controlling functions, these include subjects such as reviewing the risk management… …compliance Strategic window Yesterday Today Tomorrow Internal Audit capacity 100% Audit selection, administration & other audit activities 0% Asset… …assurance Legal compliance Strategic window Yesterday Today Tomorrow Internal Audit capacity 100% Audit selection, administration & other audit… …reports directly to the implementing management in a two- tier system and not, for example, to the supervisory boards. Therefore, an effec- tive assessment… …of upper management and the management processes could be significantly impaired under certain circumstances, due to the balance of power. However… …, particularly in this position, internal audit could contribute to adding value to the company, e.g. by expanding management audits. The internal audit… …appropriately. Therefore, intelli- gent communication is just as much a part of successful management of internal audit as the service performance itself. In…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Internal Auditor – Generalist or Specialist

  Dr. Heinrich Schmelter

  …. ___________________ 73 Dr. Heinrich Schmelter has been working in management functions for 30 years (audit, con- trolling and IT), in the automobile industry. 74… …audit methodology 3. Internal control and risk management knowledge 4. Internal audit experience 5. Financial knowledge 6. Technology knowledge 7. IT… …also currently aimed at, of being an advisor, collegial, persuasive powers also count, rather than “superior assertion using borrowed management powers”… …clerical level must be able to soundly communicate his/her critical findings and recommendations to a management board member. 2.3 General Leadership… …auditors, as well as audi- tors, must be able to deal confidently with management staff at all levels, right up to the management board.78 With… …. treasury) should also be aware of the best practice ap- proaches for their specialist process area, so that they not only examine compliance with internal… …Risk Management Knowledge Internal control and risk management include specific specialist knowledge, which can only – and almost exclusively – be… …found in the internal audit department within companies. In accordance with the prime internal audit function of supporting the management board in its… …. Because neither internal control, nor risk management are common (university) education subjects, these specific professional requirements essentially need… …so high, that such an “ideal auditor” can usually only be “kept” at the management levels of internal audit. In fact, during the course of the…

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