內(nèi)部審計在企業(yè)風(fēng)險管理中的作用外文翻譯（節(jié)選）

1、<p>　　2200單詞，13500英文字符,4200漢字</p><p>　　出處： Audrey.A. Gramling.Internal auditing's role in ERM.2004:2-4.</p><p><b>　　外文文獻翻譯</b></p><p><b>　　原文：</b>&l

2、t;/p><p>　　Internal auditing's role in ERM</p><p>　　Audrey.A. Gramling.</p><p>　　As organizations lay their enterprise risk groundwork, many auditors are taking on management's

3、 oversight responsibilities, new research finds.</p><p>　　Internal audit departments have played a variety of roles in their organization's enterprise risk management (ERM) activities since The Committee

4、 of Sponsoring Organizations of the Tread way Commission (COSO) released its Enterprise Risk Management-Integrated Framework in September 2004. An IIA position paper issued in the wake of COSO ERM, "The Role of Inte

5、rnal Auditing in Enterprise-wide Risk Management," indicates the roles that the internal audit function should and should not play throughou</p><p>　　A recent IIA Research Foundation study examined the

6、extent to which internal audit functions adhere to the ERM roles recommended in the IIA paper. During October 2005, researchers disseminated an online survey to 7,200 IIA members through The Institute's Global Auditi

7、ng Information Network. The survey generated 361 responses from a mix of large, mid-sized, and small organizations in a variety of industries, including businesses, government agencies, and not for profit organizations.

8、Nearly 60 pe</p><p>　　Respondents' organizations are at different stages of implementing ERM, as defined by COSO. More than 11 percent say their organization's ERM infrastructure is mature or relativ

9、ely mature, and 37 percent have recently adopted or are in the process of implementing ERM. Among all organizations surveyed, the internal audit function is primarily responsible for ERM-related activities in 36 percent

10、of respondents' organizations, while 27 percent say the primary responsibility belongs to a chief risk </p><p>　　The hours and dollars internal audit functions spend on ERM-related activities are minimal

11、 for many respondents. Nearly half say their audit department spent 10 percent or less of its hourly and financial budgets on ERM-related activities during fiscal year 2004. More than one-third of audit departments spent

12、 II percent to 50 percent of their time on ERM, and 28 percent spent n percent to 50 percent of their financial budgets, while less than 10 percent of departments Spent more than 50 percent </p><p>　　The IIA

13、 position paper categorizes 18 ERM-related activities according to the appropriate level of responsibility for the internal audit function. Survey respondents reported their current and ideal level of responsibility for

14、these activities: no responsibility, limited responsibility, moderate responsibility, substantial responsibility, and total responsibility.</p><p>　　CORE ACTIVITIES</p><p>　　Differences between

15、respondents' current and ideal responsibilities are greatest for the five core ERM assurance activities identified In the IIA paper. Respondents Indicated that their current responsibility for each of the core ERM re

16、lated activities is moderate, but they say they should have a substantial level of responsibility. These views agree with the IIA guidance. Additionally, roughly half of internal audit functions surveyed currently have s

17、ubstantial or full responsibility for at lea</p><p>　　Within the core category, the audit function's two highest levels of current responsibility involve reviewing management of key risks and evaluating

18、the risk management process. Evaluating the risk management process and giving assurance on risk management processes are the highest-rated ideal responsibilities. Conversely, giving assurance that risks are evaluated co

19、rrectly is the lowest-rated current and ideal responsibility.</p><p>　　The following respondent comments offer some insight into why audit departments are not currently involved in core ERM-related activitie

20、s at the level they deem appropriate;</p><p>　　"We have just recently begun implementing ERM activities in our company. We do not yet have complete understanding of the process and buy-in from managemen

21、t."</p><p>　　"The audit committee and management are not aware of what ERM is." </p><p>　　"The internal audit function has just initiated an awareness campaign among the audi

22、t committee members."</p><p>　　These comments suggest that educating management and the audit committee on ERM issues can be critical to ensuring that the audit function takes on an appropriate level of

23、 responsibility for ERM. </p><p>　　LEGITIMATE ACTIVITIES</p><p>　　The IIA paper prescribes seven legitimate ERM-related activities for which internal committee audit functions may be responsibl

24、e as long as safeguards are in place: facilitating the identification and evaluation of risks, coaching management in responding to risks, coordinating ERM-related activities, consolidating the reporting on risks, mainta

25、ining and developing the ERM framework, championing establishment of ERM, and developing risk management strategy for board approval. These activities a</p><p>　　Within the legitimate category, the highest l

26、evel of current internal audit responsibility involves facilitating the identification and evaluation of risks —the top-rated ERM-related activity, including core activities. This activity is also the highest-rated ideal

27、 activity among legitimate activities, suggesting that auditors consider it a core responsibility. This finding is not surprising. because risk detection and evaluation are traditional considerations in developing annual

28、 audit plans. T</p><p>　　The IIA guidance cautions that when internal auditors undertake these legitimate consulting activities, safeguards should be in place to ensure that they do not take on management re

29、sponsibility for actually managing risks. One possible preventive measure would include documenting the auditors' ERM responsibilities in an audit committee-approved audit charter. Further, if auditors take on any ER

30、M-related activities that fall within this consulting role, they should treat these engagements as con</p><p>　　INAPPROPRIATE ACTIVITIES</p><p>　　According to the IIA position paper. It is inapp

31、ropriate for internal auditors to be responsible for six ERM-related activities: setting the risk appetite, imposing risk management processes, providing management assurance on risks, making decisions on risk responses,

32、 implementing risk responses on management's behalf, and having accountability for risk management. Overall, audit functions in the survey have greater responsibility for these activities than the IIA paper recommend

33、s. However, audi</p><p>　　Within the inappropriate category, internal auditors' highest level of current and ideal responsibility is providing management assurance on risks, while their lowest level of r

34、esponsibility is for setting the risk appetite. Respondents' comments suggest that auditors currently have greater responsibilities in these areas because the audit function is playing a leading role during the early

35、 stages of ERM development.</p><p>　　ORGANIZATIONAL CHARACTERISTICS</p><p>　　The perceived current and ideal FRM roles for the internal audit function may vary across organizations, depending on

36、 the organization's industry, size, and audit department size, as well as the firm's need to comply with the U.S. Sarbanes-Oxley Act of 2002.</p><p>　　INDUSTRY Respondents work in a variety of sector

37、s, including financial services, manufacturing, transportation, communications, utilities, health care, retail and wholesale, government, and education. Researchers compared responses from the two largest industry groups

38、: financial services and manufacturing. On average, financial service industry audit departments have greater current responsibility for core activities than those from manufacturing. With respect to inappropriate activi

39、ties, manufa</p><p>　　ORGANIZATION SIZE Approximately half of respondents work in organizations that had 2004 revenues between US $500 million and US $5 billion. Nearly 25 percent of respondents work in orga

40、nizations that had revenues under US $500 million in 2004, while a similar number of respondents work in organizations that had more than US $5 billion in revenue that year. Researchers compared responses from organizati

41、ons with revenues of less than US $1 billion with organizations with revenues greater than US $</p><p>　　AUDIT STAFF SIZE More than half of respondents work in audit departments with 10 or fewer auditors, s

42、lightly more than one-quarter work in departments with between 11 and 50 auditors, and approximately one-tenth of respondents work in departments with more than 50 auditors. Internal audit functions with more than 10 aud

43、itors currently have somewhat more responsibility for core activities than audit departments with 10 or fewer auditors. Both large and small audit functions have roughly equal le</p><p>　　SARBANES-OXLEY Most

44、 respondents' organizations are required to comply with Sarbanes-Oxley Section 404. Researchers found few differences between those organizations and respondents from organizations that do not have to comply with the

45、 act. The primary difference related to core activities, where compliers report a higher level of current responsibility than non-compliers.</p><p>　　Although the IIA guidance is equally applicable to all or

46、ganizations, the research indicates that smaller internal audit departments and those from smaller organizations tend to take on ERM responsibilities that would be more appropriate for management. In these cases, interna

47、l auditing should work to develop an ERM implementation and maintenance plan that includes a stratcgy and timeline for migrating responsibilities for these activities to management</p><p>　　THE AUDITOR'S

48、 ROLE</p><p>　　Although the survey results suggest that the current levels of responsibility audit departments have may differ somewhat from that levels recommended by The IIA'S position paper, the respo

49、ndents' comments offer some evidence that auditors understand the underlying concepts of the guidance:</p><p>　　"There needs to be a shift in the 'doing' of the ERM to being an internal audi

50、t function that relies on and evaluates the ERM process. ERM should be in sync with the audit universe and plan,"</p><p>　　"In the past i8 months, the corporation has appointed a CRO to provide ove

51、rsight and guidance to evolving ERM processes. During this period, much of internal auditing's previous ERM roles have migrated to this officer." More importantly, respondents identified significant barriers in

52、their organizations to following the guidance:</p><p>　　"These ERM responsibilities and processes are not well defined in many organizations and should be more clearly articulated by senior management.&

53、quot;</p><p>　　'There is not enough emphasis from the top that risk management is important and must be done effectively. Management is still trying to hide things from internal auditing. It's not th

54、em against us, we're all in it together."</p><p>　　"Most auditors and enterprise managers lack clarity on the distinction between responsibility for risk assurance implementation versus respons

55、ibility for risk assurance compliance and monitoring."</p><p>　　These comments stress that a key element to establishing a successful ERM program is education on the importance of ERM and the appropriat

56、e roles management and internal auditing have in the process. Internal auditors can play a key role in providing this education. The audit department, management, hoard of directors, and audit committee need to be clear

57、about which ERM related activities internal auditors should perform and which activities should always be performed by management. Relevant tr</p><p>　　Auditors should take steps to ensure that the board and

58、 audit committee are aware of the COSO ERM framework and are actively engaged in overseeing the ERM process. Additionally, auditors should consider training senior management, the board, and others throughout their organ

59、ization on COSO ERM and related guidance.</p><p>　　Responses to the survey provide useful insights into additional steps that the internal audit profession should take. Auditors whose organizations are in th

60、e early stages of adopting ERM or will be implementing ERM in the future have many opportunities to ensure that the process is effective and efficient. For example, audit departments that currendy perform ERM-related act

61、ivities that should be management's responsibility can take proactive steps to open up the lines of communication between in</p><p>　　With appropriate planning, communication, and education, internal aud

62、itors, management, the board, and external auditors should be ready to work together to achieve the many benefits of ERM. Ideally, this coordination will result in performing ERM-related activities at appropriate places

63、within the organization, management accepting its responsibility for ERM, and that audit function playing a role that is consistent with appropriate professional guidance.</p><p>　　出處：奧德麗.格萊姆林.內(nèi)部審計在企業(yè)風(fēng)險管理中的作

64、用.2004:2-4</p><p><b>　　譯文：</b></p><p>　　內(nèi)部審計在企業(yè)風(fēng)險管理中的作用</p><p>　　新的研究發(fā)現(xiàn)：隨著企業(yè)以組織風(fēng)險為基礎(chǔ)，許多審計人員對管理層采取職責(zé)監(jiān)督措施。</p><p>　　自2004年9月COSO組織發(fā)布的《企業(yè)風(fēng)險管理的集成框架》起，內(nèi)部審計部門在組織的

65、企業(yè)風(fēng)險管理中扮演管理的角色。在COSO發(fā)布企業(yè)風(fēng)險管理文件之后，國際投資協(xié)定發(fā)布：內(nèi)部審計在企業(yè)風(fēng)險管理中的作用。表明內(nèi)部審計的職能應(yīng)該在整個管理過程中發(fā)揮，從沒有充分參與到充分參與的過程。根據(jù)該文件，內(nèi)部審計人員應(yīng)該從五個參與風(fēng)險管理有關(guān)的活動中保證其核心作用：提供有關(guān)風(fēng)險管理流程保證；使正確評估風(fēng)險保證；評估風(fēng)險管理流程；評估報告的主要風(fēng)險；以及檢討管理的主要風(fēng)險。</p><p>　　在IIA研究基金會最

66、新的一項研究報告審查中得出，有關(guān)內(nèi)部審計職能，堅持以國際投資協(xié)議文件中的定義，以企業(yè)風(fēng)險管理為主要職能。2005年10月期間，研究人員通過該研究所的全球?qū)徲嬓畔⒕W(wǎng)絡(luò)，對7200位國際投資協(xié)定的成員作了一個在線調(diào)查。調(diào)查發(fā)現(xiàn)：來自361個大型、大中型混合及部分小型營利組織（包括企業(yè)和政府機構(gòu)）做出了積極的響應(yīng)。近60%的受訪者為首席審計執(zhí)行官或者是審計署署長，23%為審計經(jīng)理，7.8%為工作人員或者高級審核員。大約90%來自美國和加拿大。

67、</p><p>　　受訪者在不同階段對組織實施企業(yè)風(fēng)險管理，結(jié)果類似于COSO中描述的一樣。11%以上的人認為，他們組織的企業(yè)風(fēng)險管理基礎(chǔ)設(shè)施成熟或者相對成熟，有37%左右的人認為，組織的ERM最近通過并在執(zhí)行中。在所有調(diào)查的組織中，有36%受訪者負責(zé)的企業(yè)反應(yīng)內(nèi)部審計職能主要是負責(zé)組織的風(fēng)險管理，而27%的人認為，主要的責(zé)任是屬于首席執(zhí)行官（CRO）的，他不屬于國家審計職能的一部分；將近三分之一的人反應(yīng)，認為

68、應(yīng)該由另一行政領(lǐng)導(dǎo)或職能部門監(jiān)督企業(yè)風(fēng)險管理。</p><p>　　大部分受訪者反應(yīng)：對于時間和金錢，內(nèi)部審計職能風(fēng)險管理活動花費是最少的。將近一半的人說，2004年他們花了審計部門在每小時企業(yè)風(fēng)險管理和財政預(yù)算中的百分之十，甚至更少。三分之一的人員反映審計部門花費僅20%~50%的企業(yè)風(fēng)險管理時間，花了28%~50%的財政預(yù)算；少于10%部門金錢和時間花費超過50%。</p><p>　

69、　國際內(nèi)部審計師協(xié)會的立場文件歸類中18號文件指出，根據(jù)內(nèi)部審計職能的適當水平明確企業(yè)風(fēng)險管理有關(guān)活動的責(zé)任。</p><p><b>　　核心活動：</b></p><p>　　目前受訪者之間的差異和理想的職責(zé)最顯著的是：在國際內(nèi)部審計師協(xié)會文件中，保證企業(yè)風(fēng)險管理中的五個核心活動是最大的。受訪者表示，根據(jù)國稅，他們對當前每一個ERM核心活動的責(zé)任是溫和的，但他們也

70、表示，他們應(yīng)該有一個責(zé)任重大的水平。這些意見是同意國際內(nèi)部審計師協(xié)會的指導(dǎo)的。此外，大約一半的人認為，內(nèi)部審計職能目前調(diào)查的全部活動或有重大責(zé)任，至少有一個核心，并且超過三分之二認為他們應(yīng)該有全部或重大活動的責(zé)任，至少有一個核心。</p><p>　　在這一核心范疇，對審計職能的兩個最高級別的現(xiàn)時義務(wù)主要包括審查風(fēng)險管理和評價風(fēng)險管理過程。評估風(fēng)險管理過程，并給予保證過程的風(fēng)險管理是最高的理想責(zé)任。相反，給予保證

71、，正確評估風(fēng)險是最低要求的理想責(zé)任。</p><p>　　以下是申請人提供的一些說法，他們認為目前審計部門在適當?shù)幕顒铀婕暗亩床炝Γ瑸槭裁礇]有核心企業(yè)風(fēng)險管理相關(guān)的水平：</p><p>　　“我們最近剛剛開始實施我們公司的企業(yè)風(fēng)險管理活動。我們還沒有完全理解和掌握風(fēng)險過程中的管理。”</p><p>　　“審計委員會和管理是不知道什么是企業(yè)風(fēng)險管理。內(nèi)部審計職能

72、在剛剛開始的審計委員會成員之間開展宣傳活動?！?lt;/p><p>　　這些言論表明，教育管理和風(fēng)險管理問題是：審計委員會在企業(yè)風(fēng)險管理問題上，可以確保審計職能在企業(yè)風(fēng)險管理中發(fā)揮在一個適當?shù)乃健?lt;/p><p><b>　　合法活動：</b></p><p>　　國際內(nèi)部審計師協(xié)會規(guī)定了七個文件，有關(guān)企業(yè)風(fēng)險管理的合法活動，而內(nèi)部審計委員會可能

73、發(fā)揮職能，需要負責(zé)的地方，需要的保障措施是：便利的識別和風(fēng)險管理評價和訓(xùn)練管理者應(yīng)對風(fēng)險，協(xié)調(diào)企業(yè)風(fēng)險管理有關(guān)的活動，鞏固報告的風(fēng)險，維護和發(fā)展企業(yè)風(fēng)險管理框架，倡導(dǎo)建立企業(yè)風(fēng)險管理，并制定董事會批準的風(fēng)險管理策略。</p><p>　　這些活動被稱為“咨詢”活動，雖然受訪者目前的責(zé)任范圍有限，從這些合法活動中可以看到，他們說自己的理想水平應(yīng)該是適度的，這是根據(jù)國際審計師協(xié)會文件指導(dǎo)意見確定的。在合法的類別的當前

74、內(nèi)部審計責(zé)任的最高級別涉及：促進識別風(fēng)險和風(fēng)險評估，一流的ERM 相關(guān)活動，包括核心活動。 這項活動也是最高要求，建議審計人員的核心職責(zé)是合法活動中的理想活動。 這一結(jié)果并不令人驚訝，因為風(fēng)險監(jiān)測和評估是在制定年度審計計劃中的傳統(tǒng)因素。最低要求和理想的活動是得到一個董事會的批準，這是一個可能由管理者處理企業(yè)風(fēng)險管理活動最好的管理策略。</p><p>　　國際內(nèi)部審計師協(xié)會的指導(dǎo)告誡說，當內(nèi)部審計人員進行這些合法

75、的咨詢活動時，保障措施到位，確保他們在不承擔(dān)實際管理風(fēng)險的責(zé)任。一個可能的預(yù)防措施將包括記錄在審計委員會批準的審計章程中，審計師對企業(yè)風(fēng)險管理的責(zé)任。此外，如果審計人員承擔(dān)任何風(fēng)險管理責(zé)任，是從事有關(guān)屬于這一咨詢的活動的作用，他們應(yīng)該把這些約定的咨詢業(yè)務(wù)，應(yīng)用相關(guān)協(xié)會標準，以確保其獨立性和客觀性。</p><p><b>　　不當行為：</b></p><p>　　根

76、據(jù)國際內(nèi)部審計師協(xié)會的立場文件。這是內(nèi)部審計人員認為的6中不恰當風(fēng)險管理有關(guān)的活動職能：設(shè)置風(fēng)險承受能力，實行風(fēng)險管理流程，提供風(fēng)險管理保證，使風(fēng)險應(yīng)對決策，執(zhí)行有關(guān)管理部門的代表風(fēng)險的反應(yīng)，并且有風(fēng)險的責(zé)任管理?？傮w而言，在調(diào)查審計職能的這些活動有比國際內(nèi)部審計師協(xié)會文件建議更大的的責(zé)任。然而，審計人員說，他們應(yīng)該對一些不適當?shù)幕顒映袚?dān)有限責(zé)任。</p><p>　　在不恰當?shù)念悇e中，審計人員的內(nèi)部責(zé)任程度最高

77、水平和理想責(zé)任應(yīng)該是為當前風(fēng)險管理提供保證，而他們的責(zé)任程度最低要求是設(shè)置的風(fēng)險。受訪者建議，審計人員目前已在這些地區(qū)承擔(dān)更大的責(zé)任，因為審計職能在企業(yè)風(fēng)險管理發(fā)展的早期階段的中發(fā)揮著主導(dǎo)作用。</p><p><b>　　組織特征：</b></p><p>　　理解與理想的內(nèi)部審計職能在FRM組織中的角色可能各不相同，這取決于該組織的行業(yè)、規(guī)模、和審計部門的大小，以

78、及該公司的需要，和是否符合2002年美國薩班斯法案。</p><p>　　工業(yè)：工業(yè)被訪者中包括 金融服務(wù)、 制造、 運輸、 通信、 公用事業(yè)、 衛(wèi)生保健、 零售和批發(fā)、 政府和教育的部門的各種行業(yè)。 研究人員比較了來自兩個最大的產(chǎn)業(yè)群體的響應(yīng)： 金融服務(wù)業(yè)和制造業(yè)。當前，金融服務(wù)行業(yè)審計部門平均有比從事制造業(yè)核心活動更大的責(zé)任。 對不適當?shù)幕顒?，制造業(yè)審計部門往往說他們理想的參與應(yīng)高于其當前的責(zé)任，而 金融服務(wù)

79、性行業(yè)審計部門表示其當前和理想的責(zé)任，在同一級別。</p><p>　　組織：大約一半的受訪者2004 年財政收入在5億美元和50億美元之間的組織工作。 近 25%的受訪者都是在2004年收入在500萬美元以下的組織，而在那一年的收入已超過50億美元的組織中工作的數(shù)目類似的被訪者在組織中的工作比例。 研究人員比較來自組織收入少于10億美元對組織的響應(yīng)遠遠比10美元更多。審計人員平均了這兩種類型的組織具有較同等級別

80、的核心活動的當前責(zé)任。 但是，在核心活動中，較小的組織對他們理想的參與比這些較大型組織更加重視。 較小的組織對待當前不恰當?shù)男袨椤⒒顒佑斜容^大組織稍高級別的責(zé)任，他們認為在這些地區(qū)，他們應(yīng)該更加理想的參與。</p><p>　　會計檢查：超過一半的受訪者在只擁有10名或更少的審計人員的審計部門工作，略高于四分之一受訪者在11~50名審計師的審計部門工作，大約十分之一的被訪者擁有50 多個審計人員的審計部門工作。

81、擁有10多個內(nèi)部審計人員的審計部門，在企業(yè)核心活動中有著比僅擁有10人一下的審計部門更多的責(zé)任。在其他 的ERM 有關(guān)活動中，這兩個大型和小型審計職能具有大致相同級別的責(zé)任。 不過，與大審計組織不同，小審計部門的受訪者想要組織承擔(dān)更多對不適當活動的責(zé)任。</p><p>　　大部分被訪者組織都必須遵守薩班斯-奧克斯利法案第 404條。 研究人員發(fā)現(xiàn)這些組織和被訪者沒有遵守行為的一些差異。主要的不同在于遵守契約與不

82、遵守之間的一個一個較高水平的核心活動的差異。</p><p>　　盡管國際投資協(xié)定的指導(dǎo)是同樣適用于所有組織，但研究顯示較小的內(nèi)部審計部門和那些較小的公司往往要求有企業(yè)風(fēng)險管理的責(zé)任，和會較為適當?shù)墓芾怼?在這些情況下內(nèi)部審計應(yīng)制定一個 ERM 實施和維護計劃，包括一些策劃和遷移的時間軸管理活動的責(zé)任。</p><p><b>　　審計師的角色：</b></p&

83、gt;<p>　　雖然調(diào)查結(jié)果表明從當前入世級別的國際投資協(xié)定的立場文件所建議的水平的責(zé)任審計部門有可能有所不同，但是受訪者的意見提供了一些證據(jù)，讓審計師了解本指南的基本概念：</p><p>　　“需要能夠?qū)RM 的 ‘做’轉(zhuǎn)移到依賴內(nèi)部審計職能、ERM 過程中的計算結(jié)果，ERM 應(yīng)與審計范圍和計劃同步”</p><p>　　“過去18月中該公司已委任一個 CRO 提供監(jiān)

84、督和不斷變化的 ERM 過程指導(dǎo)。 在這段期間之前內(nèi)部審計在ERM 角色中有很多已經(jīng)遷移到這位官員。”更重要的是被訪者確定在其組織中的重大障礙，遵循指導(dǎo)原則：</p><p>　　這些 ERM 責(zé)任和進程在許多文件中并沒有很好的定義，應(yīng)該通過高級管理人員表現(xiàn)的更清楚一些。</p><p>　　沒有足夠的證據(jù)說明，管理是重要的并且必須有效率的完成。管理仍試圖隱藏內(nèi)部審計的東西。這并不是他們針

85、對我們，我們都是在一起的。</p><p>　　大多數(shù)審計人員和企業(yè)管理人員缺乏明確責(zé)任，來保證法規(guī)遵從性風(fēng)險責(zé)任與風(fēng)險保證實施和監(jiān)測之間的區(qū)別。</p><p>　　這些意見強調(diào)建立一個成功的 ERM 程序，其中一個關(guān)鍵因素是在這一進程的適當角色管理和內(nèi)部審計在ERM 中的重要性教育。提供這種教育，內(nèi)部審計人員可以發(fā)揮關(guān)鍵作用。 該審計部門管理，董事，和審計委員會需要明確有關(guān)的 ERM

86、活動，內(nèi)部審計員應(yīng)執(zhí)行和管理哪些活動。 內(nèi)部審計可對整個ERM 進行監(jiān)測或扮演多個咨詢角色，但管理審計部門如果要保持其獨立性和客觀性，最終決策當局必須應(yīng)突出顯示相關(guān)的培訓(xùn)。</p><p>　　審計人員應(yīng)采取一定步驟，以確保委員會和審計委員會都知道 COSO ERM 框架，并積極參與監(jiān)督 ERM 過程。 此外，審計人員應(yīng)考慮對高級管理人員、所有者和其他管理人員進行 COSO ERM培訓(xùn) 和相關(guān)的指導(dǎo)。</p

87、><p>　　這項統(tǒng)計調(diào)查的回應(yīng)為內(nèi)部審計行業(yè)應(yīng)采取的額外步驟提供了有益的見解。其組織處于早期階段采用 ERM 的或在將來實施 ERM 的審計人員有很多機會，確保這一進程是有效和高效率的。例如審計部門執(zhí)行 ERM 有關(guān)的活動，應(yīng)是管理層的責(zé)任，可以采取積極步驟，開放的內(nèi)部審計是管理層、董事會、審計委員會和外聘審計師是對風(fēng)險之間這種情況的通信線路。 這種通信方式應(yīng)鼓勵采取適當?shù)?ERM 責(zé)任管理。一個前進的審計部門可采

88、取這樣一個措施來發(fā)展內(nèi)部審計，制定開發(fā)描述如何管理，可以承擔(dān)的責(zé)任，應(yīng)負責(zé)任的 ERM活動的業(yè)務(wù)計劃。 不過，內(nèi)部審計人員應(yīng)認識到，完成這項計劃可能不會快速的令人信服并接受這些 ERM 責(zé)任管理。</p><p>　　與適當?shù)囊?guī)劃、溝通和教育、內(nèi)部審計人員、管理、老板及外聘審計師應(yīng)共同努力實現(xiàn) ERM 的很多好處。理想情況下，這種協(xié)調(diào)將使該組織管理接受其負責(zé)的ERM，在適當?shù)奈恢脠?zhí)行 ERM 有關(guān)的活動，并使入世