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By Dimitris N. Chorafas (auth.)

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Grant, of the Auditing Practices Board in London. ' Jonathan Grant also underlined the danger that line management might leave internal control duties to somebody else down the line of command. Therefore, he suggested that the definition must specifically emphasize management's accountability - as internal control is everybody's business and every employee, from top to bottom, should care for it and for its deliverables. Speaking of deliverables, the report on risk management and control guidance for securities firms by the Technical Committee of the International Organization for Securities Commissions (IOSCO) (1998) has helped in establishing a rigorous approach to capturing non-measurable risks by primarily relying on qualitative assessments.

Is each auditor periodically reporting his or her progress in completing the frequency and scope schedule? Does the board's auditing committee approve significant deviations, if any, from the original programme? In order to improve overall efficiency, and add value to auditing work, the audit methodology should itself come under scrutiny. Are different entry dates and time periods between reviews scheduled so as to frustrate anticipation of entry dates by auditees? Are controls on opening and closing general ledger and other accounts adequate?

Beata Stelmach of the Polish Securities Commission wrote that: '[Internal] control is overseen by the banks' management boards and executive committees as a part of their daily activities. ' As the careful reader will observe, a positive characteristic of these opinions is that they are not cloning one another. Among themselves they define a whole spectrum of internal control policies and activities - which is why they are so valuable. For a long time in my professional practice I have come to appreciate that learned opinions which complement one another help in opening one's perspective.

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