董事会责任内部控制和风险管理(英文版)课件

Boardresponsibilityforinternal

controlandriskmanagementbyKiattisakJelatianranatChairman,TheInstituteofInternalAuditorsofThailandDirector,PricewaterhouseCoopersKiattisakJelatianranat31May2000

1pwc2ndAsianRoundtableonCorporateGovernanceBoardresponsibilityforinterResponsibilityVSAccountabilityResponsibilityWhat,andWhowilldo?AccountabilityHow,andForwhom? ……….BothneedindependenceandobjectivityKiattisakJelatianranatpwc

231May20002ndAsianRoundtableonCorporateGovernanceResponsibilityVSAccountabiliBalancedScorecardinCorporateGovernancepwcFinancial&non-financialinformation.EquitableTreatmentofstakeholders.CombinationofLaggingandLeadingInformation.Alignmentofshort-termobjectives

KiattisakJelatianranat

331May20002ndAsianRoundtableonCorporateGovernanceBalancedScorecardinCorporatBalancedResponsibility……legal&moralpwcCreatestrategicvisionSelectCEO&SeniormanagementEstablishstrategic,accountableinformationIndependent,objectiveandcompetentoversightofday-to-day operations

Board“core”responsibilities……….KiattisakJelatianranat

431May20002ndAsianRoundtableonCorporateGovernanceBalancedResponsibility……legBoardEffectivenesspwcCorporategovernanceframeworkRiskmanagementsystemInternalcontrolsystemAuditing

xBoardinitiative&Ownershipof:xSelectionofCEO&seniormanagementxOversightofCEO&seniormanagementtoestablishAccountingsystemMISComplianceprogramOperatingsystems KiattisakJelatianranat

531May20002ndAsianRoundtableonCorporateGovernanceBoardEffectivenesspwcCorporWhycorporategovernancematters?pwc

Effectivegovernance,andPropercommunicationwithyourstakeholdersSustainableGrowthPleasantWorkingEnvironmentSubstanceFormSpiritKiattisakJelatianranat

631May20002ndAsianRoundtableonCorporateGovernanceWhycorporategovernancematteSearchingfortheupsideofriskmanagementpwcValueChainVSRiskOpportunityUncertaintyHarzardRiskisanyissuewhichcouldimpactyourabilitytomeetyourobjectivesbase-lineEnhancementPreservationPreventionKiattisakJelatianranat

731May20002ndAsianRoundtableonCorporateGovernanceSearchingfortheupsideofriRisk………..pwc

RiskAssessment -Identify -Measure -Prioritize

RiskManagement -Assessadequacyofexistingcontrols -Developacontrolimprovementplan -Createacontinuousprogramforobjectives,riskandcontrol assessmentKiattisakJelatianranat

831May20002ndAsianRoundtableonCorporateGovernanceRisk………..pwcRiskAssessmentRiskManagementActionOptionspwcKiattisakJelatianranat

931May20002ndAsianRoundtableonCorporateGovernanceOptionsFixControlsRe-EngineerProcessTrainingsTransferRisk(Insurance)OutsourcetheFunctionDonothing-BetRiskManagementActionOptionsWell-controlledOrganizationspwc

Keyattributesofawell-controlledorganizationinclude: #1.LeadershipofBoard #2.Translationofstrategicvisiontoday-to-daymanagement #3.Communicationofobjectives&valuestoalllevels #4.Individualaccountability #5.Riskmanagementsystem #6.Humanresourcesreinforcement #7.Independent,objectiveandcompetentoversight KiattisakJelatianranat

1031May20002ndAsianRoundtableonCorporateGovernanceWell-controlledOrganizationspRisk&Control:ThetwinsystemspwcDefinestrategicriskArticulateriskphilosophyDefinevaluesandbehavioralexpectationsAssessriskManageriskAssessexistingcontrolsSelectcontrolmodelContinuouscommunicationContinuousprogramforORCDevelopacontrolimprovementplan…Operationsaredynamicandevolving...Communications&AuditAlignmentControlRiskObjectiveKiattisakJelatianranat

1131May20002ndAsianRoundtableonCorporateGovernanceRisk&Control:ThetwinsystComplexityofValuechain……..pwcAboardmusthavethecapabilitytorespondtoand managechanges.“RiskManagement”and“BusinessControl”arethe firstthingforanyboardconsideration.

KiattisakJelatianranat

1231May20002ndAsianRoundtableonCorporateGovernanceComplexityofValuechain……..pInternalControlLearnedinRealWorldpwcFocuson“SoftControl”inassessingallofCOSO’s“FiveComponents”and“ThreeObjectives”.SoftControlsaresubjectiveinnature,thusself-assessmentiscrucialforsuccess.Implementationasanintegralculturalchange.InternalControltrainingisa“must”.Tailorpracticestoanorganizationtoassurethesurpassingexpectedbenefitsfromtheimplementation.KiattisakJelatianranat

1331May20002ndAsianRoundtableonCorporateGovernanceInternalControlLearnedinReCOSO’sInternalControlDefinitionpwcisaprocess,effectedbyanentity’speople(boardofdirectors,management,andotherpersonnel),designedtoprovidereasonableassuranceregardingtheachievementofobjectivesinthefollowingcategories:EffectivenessandefficiencyofoperationsReliabilityoffinancialreportingCompliancewithapplicablelawsandregulations KiattisakJelatianranat

1431May20002ndAsianRoundtableonCorporateGovernanceCOSO’sInternalControlDefiniControlRealitypwcFocusonpeopleandprocess,notmerelypolicymanualsandformsRequiredynamicandinteractiveevaluationtechniques.Verifyingcompliancewithpoliciesandproceduresisnotsufficient

KiattisakJelatianranat

1531May20002ndAsianRoundtableonCorporateGovernanceControlRealitypwcFocusonpFiveComponentsofCOSO’sControlFrameworkpwc

KiattisakJelatianranatControlEnvironment :TheFoundationonwhich everythingrests.RiskAssessment :Awareofanddealwiththerisksit faces.ControlActivities :Actionsidentifiedbymanagement asnecessarytoaddressrisksto achievementofobjectives.Information&Communication :Peopletocaptureandexchangethe informationneededtoconduct,manage andcontroloperations.Monitoring :Reactdynamically,changingas conditionwarrant.

1631May20002ndAsianRoundtableonCorporateGovernanceFiveComponentsofCOSO’sContFromBackroomToBoardRoompwc

KiattisakJelatianranatOrganizationsinthe21stCenturymustmoveinternalcontrolissuesfromtheir“Backroom”(OperatingLevel)to“BoardRoom”(thestrategiclevel)

1731May20002ndAsianRoundtableonCorporateGovernanceFromBackroomToBoardRoompwcInternalAuditParadigmShiftpwc

KiattisakJelatianranatTodayinternalauditorsaremanagementpartnersandconsultantstoaddvaluestotheorganization.……….Nolongerasawatchdogorapoliceman

1831May20002ndAsianRoundtableonCorporateGovernanceInternalAuditParadigmShiftpInternalAuditingDefinitionpwc

KiattisakJelatianranat1999Definition:Internalauditingisanindependent,objectiveassuranceandconsultingactivity designedtoaddvalueandimproveanorganization’soperations.Ithelpsan organizationaccomplishitsobjectivesbybringingasystematic,disciplined approachtoevaluateandimprovetheeffectivenessofriskmanagement,control andgovernanceprocesses.TraditionalDefinition:

Internalauditingisanindependentappraisalfunctionestablishedwithinan organizationtoexamineandevaluateitsobjectivesasaservicetothe organization.Theobjectiveofinternalauditingistoassistmembersofthe organizationintheeffectivedischargeoftheirresponsibilities.Tothisend, internalauditingfurnishesthemwithanalyses,appraisals,recommendations, counsel,andinformationconcerningtheactivitiesreviewed.Theauditobjective includespromotingeffectivecontrolatreasonablecost.

1931May20002ndAsianRoundtableonCorporateGovernanceInternalAuditingDefinitionpwThereisnoalternativepwc

KiattisakJelatianranatTowardthenewmillenniumenvironment:

BoardofDirectorsandseniormanagementhavenoalternativenottobetheleadershipandownershipofsystemsofriskmanagementandinternalcontrol

2031May20002ndAsianRoundtableonCorporateGovernanceThereisnoalternativepwcBoardresponsibilityforinternal

controlandriskmanagementbyKiattisakJelatianranatChairman,TheInstituteofInternalAuditorsofThailandDirector,PricewaterhouseCoopersKiattisakJelatianranat31May2000

21pwc2ndAsianRoundtableonCorporateGovernanceBoardresponsibilityforinterResponsibilityVSAccountabilityResponsibilityWhat,andWhowilldo?AccountabilityHow,andForwhom? ……….BothneedindependenceandobjectivityKiattisakJelatianranatpwc

2231May20002ndAsianRoundtableonCorporateGovernanceResponsibilityVSAccountabiliBalancedScorecardinCorporateGovernancepwcFinancial&non-financialinformation.EquitableTreatmentofstakeholders.CombinationofLaggingandLeadingInformation.Alignmentofshort-termobjectives

KiattisakJelatianranat

2331May20002ndAsianRoundtableonCorporateGovernanceBalancedScorecardinCorporatBalancedResponsibility……legal&moralpwcCreatestrategicvisionSelectCEO&SeniormanagementEstablishstrategic,accountableinformationIndependent,objectiveandcompetentoversightofday-to-day operations

Board“core”responsibilities……….KiattisakJelatianranat

2431May20002ndAsianRoundtableonCorporateGovernanceBalancedResponsibility……legBoardEffectivenesspwcCorporategovernanceframeworkRiskmanagementsystemInternalcontrolsystemAuditing

xBoardinitiative&Ownershipof:xSelectionofCEO&seniormanagementxOversightofCEO&seniormanagementtoestablishAccountingsystemMISComplianceprogramOperatingsystems KiattisakJelatianranat

2531May20002ndAsianRoundtableonCorporateGovernanceBoardEffectivenesspwcCorporWhycorporategovernancematters?pwc

Effectivegovernance,andPropercommunicationwithyourstakeholdersSustainableGrowthPleasantWorkingEnvironmentSubstanceFormSpiritKiattisakJelatianranat

2631May20002ndAsianRoundtableonCorporateGovernanceWhycorporategovernancematteSearchingfortheupsideofriskmanagementpwcValueChainVSRiskOpportunityUncertaintyHarzardRiskisanyissuewhichcouldimpactyourabilitytomeetyourobjectivesbase-lineEnhancementPreservationPreventionKiattisakJelatianranat

2731May20002ndAsianRoundtableonCorporateGovernanceSearchingfortheupsideofriRisk………..pwc

RiskAssessment -Identify -Measure -Prioritize

RiskManagement -Assessadequacyofexistingcontrols -Developacontrolimprovementplan -Createacontinuousprogramforobjectives,riskandcontrol assessmentKiattisakJelatianranat

2831May20002ndAsianRoundtableonCorporateGovernanceRisk………..pwcRiskAssessmentRiskManagementActionOptionspwcKiattisakJelatianranat

2931May20002ndAsianRoundtableonCorporateGovernanceOptionsFixControlsRe-EngineerProcessTrainingsTransferRisk(Insurance)OutsourcetheFunctionDonothing-BetRiskManagementActionOptionsWell-controlledOrganizationspwc

Keyattributesofawell-controlledorganizationinclude: #1.LeadershipofBoard #2.Translationofstrategicvisiontoday-to-daymanagement #3.Communicationofobjectives&valuestoalllevels #4.Individualaccountability #5.Riskmanagementsystem #6.Humanresourcesreinforcement #7.Independent,objectiveandcompetentoversight KiattisakJelatianranat

3031May20002ndAsianRoundtableonCorporateGovernanceWell-controlledOrganizationspRisk&Control:ThetwinsystemspwcDefinestrategicriskArticulateriskphilosophyDefinevaluesandbehavioralexpectationsAssessriskManageriskAssessexistingcontrolsSelectcontrolmodelContinuouscommunicationContinuousprogramforORCDevelopacontrolimprovementplan…Operationsaredynamicandevolving...Communications&AuditAlignmentControlRiskObjectiveKiattisakJelatianranat

3131May20002ndAsianRoundtableonCorporateGovernanceRisk&Control:ThetwinsystComplexityofValuechain……..pwcAboardmusthavethecapabilitytorespondtoand managechanges.“RiskManagement”and“BusinessControl”arethe firstthingforanyboardconsideration.

KiattisakJelatianranat

3231May20002ndAsianRoundtableonCorporateGovernanceComplexityofValuechain……..pInternalControlLearnedinRealWorldpwcFocuson“SoftControl”inassessingallofCOSO’s“FiveComponents”and“ThreeObjectives”.SoftControlsaresubjectiveinnature,thusself-assessmentiscrucialforsuccess.Implementationasanintegralculturalchange.InternalControltrainingisa“must”.Tailorpracticestoanorganizationtoassurethesurpassingexpectedbenefitsfromtheimplementation.KiattisakJelatianranat

3331May20002ndAsianRoundtableonCorporateGovernanceInternalControlLearnedinReCOSO’sInternalControlDefinitionpwcisaprocess,effectedbyanentity’speople(boardofdirectors,management,andotherpersonnel),designedtoprovidereasonableassuranceregardingtheachievementofobjectivesinthefollowingcategories:EffectivenessandefficiencyofoperationsReliabilityoffinancialreportingCompliancewithapplicablelawsandregulations KiattisakJelatianranat

3431May20002ndAsianRoundtableonCorporateGovernanceCOSO’sInternalControlDefiniControlRealitypwcFocusonpeopleandprocess,notmerelypolicymanualsandformsRequiredynamicandinteractiveevaluationtechniques.Verifyingcompliancewithpoliciesandproceduresisnotsufficient

KiattisakJelatianranat

3531May20002ndAsianRoundtableonCorporateGovernanceControlRealitypwcFocusonpFiveComponentsofCOSO’sControlFrameworkpwc

KiattisakJelatianranatControlEnvironment :TheFoundationonwhich everythingrests.RiskAssessment :Awareofanddealwiththerisksit faces.ControlActivities :Actionsidentifiedbymanagement asnecessarytoaddressrisksto achievementofobjectives.Information&Communication :Peopletocaptureandexchangethe informationneededtoconduct,manage andcontroloperations.Monitoring :Reactdynamically,changingas conditionwarrant.

3631May20002ndAsianRoundtableonCorporateGovernanceFiveComponentsofCOSO’sContFromBackroomToBoardRoompwc

KiattisakJelatianranatOrganizationsinthe21stCenturymustmoveinternalcontrolissuesfromtheir“Backroom”(OperatingLevel)to“BoardRoom”(thestrategiclevel)

3731May20002ndAsianRoundtableonCorporateGovernanceFromBackroomToBoardRoompwcInternalAuditParadigmShiftpwc

Kiatt