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Internal control systems need to be monitored a process that assesses the quality of the system s performance over time This is accomplished through ongoing monitoring activities, separate evaluations, or a combination of the two Ongoing monitoring occurs in the course of operations It includes regular management and supervisory activities and other actions personnel undertake in performing their duties The scope and frequency of separate evaluations will depend primarily on an assessment of risks and the effectiveness of ongoing monitoring procedures Internal control deficiencies should be reported upstream, with serious matters reported to top management and the board PART III
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There is synergy and linkage among these components, forming an integrated system that reacts dynamically to changing conditions The internal control system is intertwined with the entity s operating activities and exists for fundamental business reasons Internal control is most effective when controls are built into the entity s infrastructure and are a part of the essence of the enterprise Built-in controls support quality and empowerment initiatives, avoiding unnecessary costs and enabling quick response to changing conditions A direct relationship exists between the three categories of objectives (described in the COSO definition of internal control) that an entity strives to achieve and the components that represent what is needed to achieve the objectives All components are relevant to each objective s category When looking at any one category the effectiveness and efficiency of operations, for instance all five components must be present and functioning effectively to conclude that internal control over operations is effective The internal control definition with its underlying fundamental concepts of a process, affected by people, providing reasonable assurance together with the categorization of objectives and the components and criteria for effectiveness and the associated discussions, constitutes this internal control framework
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COSO published Enterprise Risk Management Integrated Framework in 2004 to provide companies with a benchmark for managing risk within their organizations
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Enterprise risk management is a process, affected by an entity s board of directors, management, and other personnel, applied in strategy setting and across the enterprise and designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives This definition reflects certain fundamental concepts Enterprise risk management is A process, ongoing and flowing through an entity; Affected by people at every level of an organization; Applied in strategy setting; Applied across the enterprise, at every level and unit, and includes taking an entity-level portfolio view of risk; Designed to identify potential events that, if they occur, will affect the entity and to manage risk within its risk appetite; Able to provide reasonable assurance to an entity s management and board of directors; Geared toward achievement of objectives in one or more separate but overlapping categories
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In the publication Enterprise Risk Management Integrated Framework, the original COSO cube was expanded, as illustrated in Figure 16-2
Internal environment
Figure 16-2 Expanded COSO cube
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Subsidiary
Objective setting Event identification Risk assessment Risk response Control activities Information & communication
Business unit
Division Entity-level
Monitoring
16: Frameworks and Standards
This enterprise risk-management framework is geared toward achieving an entity s objectives, set forth in four categories: Strategic High-level goals, aligned with and supporting its mission Operations Effective and efficient use of its resources Reporting Reliability of reporting Compliance Compliance with applicable laws and regulations Enterprise risk management consists of eight interrelated components These are derived from the way management runs an enterprise and are integrated with the management process Internal environment Objective setting Event identification Risk assessment Risk response Control activities Information and communication Monitoring Internal Environment The internal environment encompasses the tone of an organization and provides the basis for how risk is viewed and addressed by an entity s people It includes risk-management philosophy and the entity s risk appetite, integrity, and ethical values Objective Setting Objectives must exist before management can identify potential events affecting their achievement Enterprise risk management ensures that management has in place a process to set objectives and that the chosen objectives support and align with the entity s mission and are consistent with its appetite for risk Event Identification Internal and external events affecting achievement of an entity s objectives must be identified, distinguishing between risks and opportunities Opportunities are channeled back to management s strategy or objective-setting processes Risk Assessment Risks are analyzed, considering likelihood and impact, as a basis for determining how they should be managed Risks are assessed on an inherent and a residual basis Risk Response Management selects risk responses avoiding, accepting, reducing, or sharing and develops a set of actions to align risks with the entity s risk tolerances and risk appetite Control Activities Policies and procedures are established and implemented to help ensure that the risk responses are carried out effectively PART III
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