งานนำเสนอเรื่อง: "1 Red Flag Red Flag สัญญาณเตือนภัยก่อนลงมือ ตรวจสอบ ประทักษ์ เอี่ยมศรี ชาญชัย VP – Fraud, GE Money."— ใบสำเนางานนำเสนอ:
1 Red Flag Red Flag สัญญาณเตือนภัยก่อนลงมือ ตรวจสอบ ประทักษ์ เอี่ยมศรี ชาญชัย VP – Fraud, GE Money
2 ที่มาของ Red Flag - สัญญาณเตือน ภัย Statement on Auditing Standards (SAS) No 99 “Consideration of Fraud in a Financial Statement Audit.”
3 What is ‘Fraud’? SAS 99 defines ‘fraud’ as: – “An intentional act that results in the material misstatement in financial statements that are subject to audit.” Two types of fraud: – Misstatement resulting from fraudulent financial reporting – Misstatement resulting from misappropriations of assets
4 The required process (1) gathers information needed to identify risks of material misstatement due to fraud (2) assesses these risks after taking into account an evaluation of the entity’s programs and controls and (3) responds to the results.
5 The Approach Inquiries – interview – information gathering Identify Risk Factors (Red Flags) Identify mitigating controls Test as required
6 SAS 99 - RISK Primary goal is to evaluate the RISK of FRAUD Important to distinguish that this is NOT a fraud audit
13 One fraud leads to another FRAUD SEEMED TO PLAGUE DEERFIELD College's School of Dentistry, where one supervisor's minor transgression led to the discovery of a much more serious fraud perpetrated by his assistant. It all began when Bruce Livingstone, a married supervisor at the dental school's three-person business office, took his girlfriend on a business trip using school funds. Not wanting his indiscretion revealed, Livingstone submitted a phony expense report in which he unwisely named Toni McEwen, a female senior internal auditor at the college, as his traveling partner.
14 One fraud leads to another – lessons learned Frauds are rarely isolated occurrences. Likewise, deficient controls in one area often point to weaknesses in other areas. Travel and expense reports should be checked against employees' work schedules. Accounts payable personnel and internal auditors should be trained to scrutinize invoices for signs of vendor fraud schemes. Employees should not be allowed to pick up or deliver checks to vendors.
15 A Young CPA Stands His Ground Revenue Recognition for a High-Tech Startup Advanced Tech, Inc., is a start-up. The venture capital owners have agreed to another round of funding and brought in a new management team. The president, vice president of sales and vice president of operations are all good friends. To reduce expenses, the operations V.P. is also the acting V.P. of finance, even though he has no accounting background. After an unsatisfactory audit, the controller is fired and Manuel Gonzales, a young CPA, becomes the interim controller. Manuel has worked there less than a year and feels out of his league. Miraculously, on the last day of a critical month, the V.P. of sales announces receipt of an order that provides the business needed to meet the expectations of the venture capital owners. Manuel has to decide how far to push his opinions regarding proper cut offs for shipments-with little support among the management team for his conservative views.
16 Above the Law: An Executive's Double Standard Fraudulent Use of Corporate Funds All of the vice presidents of Brazos Manufacturing, Inc. (BMI) had been urged to cut their budgets. The executive vice president (EVP) couldn't wait to charge out another bottle of wine or treat his family to another fancy dinner on the company's tab...and the ethics officer didn't seem to mind. What's the best course of action for the controller who uncovers the EVP's actions?
17 Manager Persuades Employees to Unknowingly Allow Embezzlement Making Detection of Embezzlement Difficult by Misappropriating Financial Records Businesses today rely heavily on computers to cut costs, increase transaction speed, create competitive advantages and store vital information. This embrace of computer technology often means moving to large systems and networks. Although these systems and networks come with built-in controls, such as segregation of duties, they can never replace honest management. In this case, a manager under financial pressure used his influence over his employees to bypass the system controls. He was able to embezzle money until one employee courageously stood up to his questionable procedures.
18 Interviewing Techniques for Investigations and Audits The Interview Process Compared with the Interrogation Process The Interview Process Compared with the Interrogation Process Be Prepared Before Entering the Interview Process The Initial Contact Should Be Polite and Professional Control the Interview Process Allow Sufficient Time to Answer the Question Be Alert to Nonverbal Communication Factors Effectively Ending the Interview
19 red flags that relate to a company's board of directors. Chairman and Chief Executive are the same person Large board Chief Executive himself appoints outside directors Outside directors who have business dealings with company Outside directors over the age of 70 "Busy" outside directors who serve on many other boards