1. Company LOGO Chapter4 Internal control systems

2. Internal control  It is any action taken by management to enhance the likelihood that established objectives and goals will be achieved.  Controls is the result of proper planning, organizing and directing by management.  Effective internal controls have to be well- directed.  Internal control consists of the policies, processes, tasks, behaviors and other aspects of a company that taken together.

3. Purposes of internal control system  Facilitate its effective and efficient operation by enabling it to respond appropriately to significant business, operational financial, compliance and other risks to achieving the company’s objectives.  Help ensure the quality of internal and external reporting.  Help ensure compliance with applicable laws and regulations, and also with internal policies with respects to the conduct of business.

4. Internal control and risk  A critical function of internal control system is to deal with risk.  Risk is bound up with doing business.  Types of risk:  Fundamental  Particular risks  Speculative  Pure risks  Risks & CG  Shareholder’s return  Director’s remuneration

5. Internal control framework Control environment The overall context of control I.C framework Control procedures The detailed controls in place

6. Internal control frameworks  It includes all the policies and procedures which adopted by the directors and managers to assist in achieving their objectives of ensuring the orderly and efficient conduct of its business  Risk is very important.  Reasonable assurance is provided only.  The challenges and limitations. (Jun, 2009, 1, (b): Explain FIVE typical causes of internal control failure and assess the internal control performance of Global- bank in the case scenario)

7. Purpose of control frameworks  Achieving orderly and efficient conduct of the business.  Adherence to internal policies and laws.  Safeguarding assets.  Prevention and detection of fraud.  Accuracy and completeness of accounting records.  Timely preparation of reliable financial information. (Dec, 2008, 3, (a): Describe FIVE general objectives of internal control)

8. COSO’s framework-RM  Enterprise risk management(ERM) is a process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity and manage risks to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives.  Relative to internal control, ERM has a wider context.

9. COSO’s framework  Internal or control environment  Objective setting  Event identification  Risk assessment  Risk response  Control activities or procedures  Information and communication  Monitoring

10. COSO’s framework-other dimensions  Categories of objectives(chapter 4)  Strategic  Operations  Reporting  Compliances  Levels of objectives  Entity level  Division  Business unit  Subsidiary

11. Evaluating control systems  Principals-based or rules-based?  The evaluating factors.

12. Jun, 2010, 3  (a) Distinguish between rules-based and principles-based approaches to internal control system compliance as described by Claire Mahmood and discuss the benefits to an organization of a principles-based approach. (7 marks)

13. Jun, 2010, 3 3 (a) Distinguish between rules and principles This case refers to compliance with regard to internal control systems in particular but rules and principles are the two generic approaches to corporate governance and depend upon the nature of regulation. Rules-based control is when behavior is underpinned and prescribed by statute of the country’s legislature. Compliance is therefore enforceable in law such that companies can face legal action if they fail to comply. In a principles-based jurisdiction, compliance is required under stockmarket listing rules but non-compliance is allowed based on the premise of full disclosure of all areas of non-compliance. It is believed that the market mechanism is then capable of valuing the extent of non- compliance and signaling to the company when an unacceptable level of compliance is reached.

14. Jun, 2010, 3 Benefits to an organization There are four main benefits to the organization of a principles-based approach. First, it avoids the need for strict compliance with inflexible legislation which, typically, fails to account for differences in size and the risk profiles of specific companies or sectors. Second, compliance is less burdensome in time and expenditure for the organization as the minutiae of general legislation can be interpreted in context rather than obeyed in detail. Third, a principles-based approach allows companies to develop their own sector and situation-specific approaches to internal internal control challenges. These will typically depend upon each company’s interpretation of its own internal control challenges.

15. Jun, 2010, 3 Forth, principles-based approach allows for flexibility and temporary periods of non-compliance with relevant external standards on the basis of ‘comply or explain’, a flexibility that would not be possible in a rules-based jurisdiction.