内部控制与企业风险管理
Internal Control and Enterprise Risks Management
为何学习Why to study:
无论您的公司是否在美国上市,萨班斯法案所规定的控制方法,都值得我们财务管理工作者学习的有效工作
方法,对于在美国的上市的公司来说,如何经济,有效地实施内部控制与萨班斯法案,更是我们面临的一
个长期的挑战,其中必然要求我们培训一大批专业的风险评估专家与关键控制设计专家,从而保证我们的公
司持续稳定地增长,符合内部控制的设计标准与运行标准
It does not matter whether your corporation is listed in The states, it is quite necessary for all financial management
staff to study the working criteria defined in the SOX404 , for those which are listed in the states , it is really a great chanllege to implement internal control(IC) and SOX 404 economically and effectively, the great number of risk assessment and key control analysis experts are wanted by the business enterprise, so that your corporation could go
on steadily and in compliance with the designed and operation criteria.
学习受益Benefit:
☆掌握跨国公司内部控制最新实践☆掌握公司控制的基本控制方法
To share latest IC practice from MNC To learn the practical control criteria
☆洞察核心工具-企业风险评估☆掌握公司程序建立中的关键控制点
Understand the risk assessment skill To master the key control point in process mapping
☆影响财务报表质量的五个因素☆掌握重大缺陷与实质性缺陷的差异
Five factors Affecting Financial The difference between significant and material deficiency statement quality ☆如何依靠执行力,有效落实内部控制体系
How to implement the IC by executive force
培训关注:
◆从实战咨询专家处快速掌握风险防范技术
To learn risk prevent skill from practical experts
◆在中国本土学习国际公司的内部审计方法
To learn international corporation internal auditing skill in China
◆各类国内与国际企业实践佳例分享
Various Cases Study from Famous Enterprise from home and abroad
与同业人士交流工作经验与心得
Share experiences from other company experts
◆在有限的研讨会期间, 所有参与者都能亲自上马, 溶理论, 工具与实际案例于一体.
The seminar could integrate the theory,tool and real life work into one case in the limited times
特聘讲师:
Trainer : John Wang
Senior trainer
参加对象:
Who should attend:
课程大纲(简): Outline :
总目录 Content
第一部分:企业为何要进行内部控制
Model One: The reasons required for Internal Control 第二部分:COSO 定义的内部控制内容 Model Two: Content and Samples Of COSO 第三部分:SOX 的背景与内容
Model Three: SOX Background and Content 第四部分:ERM 的定义与内容
Model Four: ERM Definition and Content 第五部分: 内部流程设计技能训练
Model Five: BPR Design Skills Practices 第六部分: 内部控制的关键技能训练
Model Six: Key Skills Exercises Required in Internal Control 第七部分: 如何开展有效的内部审计
Model Seven: Ways to carry the internal Auditings 第八部分: 制造企业内部控制关键点
Model Eight: Key Control Points for the Manufacturing Enterprises 第九部分: 内部控制的最后保证- 对帐技术
Model Nine: Last Resorts for internal Control – Recon
斯顿公司高级讲师。 拥有22年跨国公司财务管理经验,10年培训师经验。 曾先后在世
界级的制造业从事财务管理工作,先后为三家在美国上市的公司提供萨班斯法案的辅导工作,早在1996年承担在国内推广COSO 任务,对COSO-SOX-ERM-BPR 的实际 实施有着丰富的实际工作经验
He has engaged the financial work for twenty-two years old, and has been a trainer for more than ten years, and had five years internal control experience at SGM and Delphi of the states. He has provided consulting work for three New York listed Corporation , he has great information on the integration of COSO-SOX-ERM-BPR implementation. 总经理、副总经理、各个部门总监/经理、首席执行官/首席财务官、财务总监、财务经理、会计经理、内部审计经理、内部总稽长、区域控制长 CEO, CFO, General manager, VP, Directors from all department, Financial manager, accounting manager, Internal auditing manager, area controller etc.
第一天:
第一部分:企业需要内部控制的因素分析
Model One: Reasons required for Internal control
企业治理模式分析
Corporate Goverance model analysis
信息不对称分析
Informational unsythentical
人的舞弊心理分析
Personal Fraud meantality analysis
公司管理层的危机分析
Corporate management Ethical Crisis Analysis
第二部分:COSO定义的内部控制内容
Model Two: Content and Samples Of COSO
COSO 的背景与内容
COSO Background and Content
COSO实践与测试案例
COSO Practice and Testing Cases
第三部分:SOX的背景与内容
Model Three: SOX Background and Content
◆ SOX的最新发展
SOX Latest Development
SOX 的内容SOX contents
SOX 的实施方法,SOX Implementatio
第四部分:ERM的定义与内容
Model Four: ERM Definition and Content COSO与ERM的关系,COSO and ERM
ERM的八个构成部分,ERM Eight Factors 练习与案例Exercise and Cases
ERM的实施方法ERM Implementation
事件的识别Event Identification
识别事件的技术
Event identifying Technician
识别事件的案例研究
Cases Study
内部控制的核心技术-风险评估
IC Core Parts – Risks Assessment
ERM 如何成为公认分析工具
ERM generally accepted tooling
风险的定义与种类
Risk Definition and sorts
风险的可能性与危害性
Risk possibility and its impacts
具体工作岗位风险练习
Risk Analysis Exercise for a Position 第五部分: 内部流程设计技能训练
Model Five: BPR Design Skills Practices
流程绘制的基本要求
Key Requirement in the Mapping Process
如何记录流程
How to mapping the process
?流程描述要详细到何种程度?
?How detailed a mapping is required
?流程设计的有效性
?Design effectiveness
?流程运行的有效性
?Operating effectiveness
?电子表格控制的有效性
?Electric spreadsheet control
?手工控制与自动控制的有效性比较
?Manual and Auto Control Comparison
?IT内部控制介绍
Cobit Brief Introduction
流程绘制的案例
Cases in the Process Mapping
流程绘制的练习
Exercises for process mapping
练习的评价
Comments on the Exercises
两个层次的评估
Two Tigers Risk Assessment
公司层次评估
Corporate Level Assessment
作业层次的业务评估
Operating Level Assessment
如何有效确定关键的点
How to identify the hot Risks Points
确定关键控制点的练习
Exercises For hot risks exercixe
信息与交流
Information and Communication
信息与交流的方式
The ways for information and Communication
第二天:
温馨提示:
注意:课题的基本思路:审计----内部控制----风险分析----危机管理
包括:审计技术—风险分析技术---SOX404风险分析,提供最新、最实用的风险分析方法。
He will mainly deliver the lecture based on the following routine:
COSO,SOX404, ERM and BPR etc and have them highly integrated!
(整个讲演过程, 将配有上百个小案例,供学员分享)