Description

Internal control occupies an increasingly important place within the company. Numerous financial scandals have in fact brought this managerial function, the theoretical foundations of which were laid down in the 1930s, back to the forefront. Often perceived by operational staff as a 'necessary evil', associated with a logic of compliance, internal control can on the contrary be a formidable PERFORMANCE FACTOR for the company if it is correctly understood, implemented and managed. If the theme of internal control is often driven in the company by general management/financial management, it is in reality EVERYONE'S business: each employee in fact constitutes an element of the internal control system, a key factor in mastery of activities, of which he must understand the overall purpose and techniques in order to implement it in an informed manner.

Who is this training for ?

For whom ?

Operational executive, risk manager, internal auditor called upon to intervene in the implementation of an internal control system. In French or Anglo-Saxon context.

Prerequisites

None.

Training objectives

Understand, implement and manage an internal control system

Training program

• Before the face-to-face
  • A self-diagnosis and a first tool on the notion of 'value'.
• Understand the internal control system: actors, means, methods
  • The objectives and challenges of internal control.
  • The internal control process, its actors and the link with other management and control tools.
  • The main techniques of internal control.
  • The regulatory framework of internal control (France and USA).
• Implement an internal control system
  • The main stages of implementing an internal control project: the control environment; objectives and scope; diagnosis; governance; deliverables; project management.
  • The fundamentals of risk management and the links between internal control and risk management.
• Internal control management strategies
  • Internal audit: the main missions; internal audit: a standardized profession; the internal audit charter; the risk-based audit plan.
  • The other management strategies (including self-diagnosis).
  • Reporting and monitoring of actions.