COSO Committee of Sponsoring Organizations of the Treadway Commission
Principle 8. The organization considers the potential for fraud in assessing risks to the achievement of objectives.
The following points of focus highlight important characteristics relating to this principle:
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Considers Various Types of Fraud—The assessment of fraud risk considers fraudulent reporting, possible loss of assets, and corruption resulting from the various ways that fraud and misconduct can occur.
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Assesses Incentive and Pressures—The assessment of fraud risk considers incentives and pressures.
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Assesses Opportunities—The assessment of fraud risk considers opportunities for unauthorized acquisition, use, or disposal of assets, altering of the entity's reporting records, or to committing other inappropriate acts.
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Assesses Attitudes and Rationalizations—The assessment of fraud risk considers how management and other personnel might engage in or justify inappropriate actions.
• Considers Various Types of Fraud
Assesses Incentive and Pressures
• Assesses Opportunities
• Assesses Attitudes and Rationalizations
Management conducts a comprehensive fraud risk assessment to identify the various ways that fraud and misconduct can occur, considering:
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The degree of estimates and judgments in external financial reporting
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Methodology for recording and calculating certain accounts (e.g., inventory)
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Fraud schemes and scenarios that are common to the industry sectors and markets in which the entity operates
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Geographic regions where the entity does business
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Incentives that may motivate fraudulent behavior
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Nature of automation
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Unusual or complex transactions subject to significant management influence
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Last-minute transactions
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Vulnerability to management override and potential schemes to circumvent existing control activities
From these considerations, management makes an informed assessment of specific areas where fraud might exist and the likelihood of their occurrence and potential impact.
David Kates, the chief compliance officer at a global retail operation, annually conducts a fraud risk assessment. In doing so, he interviews management at all the international locations about fraud issues. He analyzes:
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Historical fraud activities, including theft of inventory and the processes in place to identify and record such theft
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The methodology used for recording and calculating inventory and shrinkage
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Whistle-blower reports
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The number of manual entries versus automated entries recorded
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The number of late entries due to subjective estimates
With this information, Mr. Kates forms a preliminary view of the potential fraud activities, which he discusses with management of each jurisdiction in order to consider implications and what control activities can reduce the risk of fraud. He also has discussions with human resources personnel and reviews information in the staff files. He uses his historical knowledge and staff information to assess the attitude of the local management toward the tolerance of fraud and to determine whether local management may rationalize fraudulent activities, including corruption.
After completing his fraud risk assessment, Mr. Kates submits a report to the audit committee for its consideration in management oversight.
• Considers Various Types of Fraud
Assesses Incentive and Pressures
• Assesses Opportunities
Assesses Attitudes and Rationalizations
In identifying and evaluating the presence of entity-wide controls that address fraud, management considers how individuals might circumvent or override controls intended to prevent or detect fraud. Entity personnel, including management, may intentionally override in a number of ways, which may include:
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Recording fictitious business events or transactions
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Changing the timing of recognition of legitimate transactions (particularly those recorded close to the end of an accounting period)
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Establishing or reversing reserves to manipulate results
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Altering records and terms related to significant or unusual transactions
The audit committee of Marker's Medical Supply Company takes the issue of management override of controls very seriously. Consequently, every quarter the committee reviews the fraud risk assessment process. In doing so, the members of the audit committee:
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Maintain an appropriate level of skepticism
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Discuss management's assessment of fraud risks
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Use the code of conduct to assess financial reporting culture
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Ensure the entity has a robust whistle-blower program
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Develop a broad information and feedback network
In addition, the audit committee asks the chief audit executive about:
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What fraud risks are being monitored by the internal audit team on a periodic or regular basis
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What specific procedures internal audit performs to address management override of internal controls
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Whether anything has occurred that would lead internal audit to change its assessment of the risk of management override of internal controls
With this information in hand, the audit committee discusses with the full board and senior management any concerns that need added management focus.
• Considers Various Types of Fraud
Assesses Incentive and Pressures
Assesses Opportunities
Assesses Attitudes and Rationalizations
The chief audit executive incorporates results of the fraud risk assessment into the internal audit plan. He or she reviews and confirms that the internal audit plan addresses relevant risks.
Divisional controllers at Maxwell's, a 24,000-employee consumer products company with locations in several countries, work with business unit leaders to identify and assess potential fraud risks. These risks are prioritized and categorized into various components, including risks of inventory theft, manipulation of data and bias in the development of accounting estimates, and other potential means of overriding controls. Internal audit reviews the resulting fraud risks and provides its point of view. In addition, the company meets with its external auditor to discuss the fraud risks to determine if there are others that should be under consideration. Business unit management plans responses and then selects and develops controls to mitigate these fraud risks. fn 15
Considers Various Types of Fraud
• Assesses Incentive and Pressures
Assesses Opportunities
Assesses Attitudes and Rationalizations
Management considers how personnel may rationalize behavior regarding evaluations, compensation, or employment. The board and management review the entity's compensation programs and performance evaluation process to identify potential incentives and pressures for employees to commit fraud. This review considers how meeting, or not meeting, financial reporting targets potentially impacts an individual's evaluation, compensation, and continued employment.
The compensation committee of the board of directors of Schmidt Auto, a global automotive supplier, annually reviews the executive officer compensation packages with the audit committee, chairperson, and chief auditor. To determine the incentives to management, the following items are discussed:
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Thresholds for significant changes in compensation
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Mix of total compensation versus incentive compensation
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Structure of compensation compared with industry peers
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Mix of long-term compensation compared with short-term incentives
After these discussions for Schmidt Auto's last fiscal year, the board determined that the CFO's incentive compensation, 80% of which was based on the current year's net revenue, was too high and focused too much on the short term. The compensation committee subsequently reduced the incentive compensation, with 40% derived from current year's net revenue.
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