Companies Act 2013:Gearing up to be in-control of Internal Financial Controls

Gearing up for implementing Section 134

Preamble

Indian regulations have been modified to reflect the developments in the Western world. Introduction of Internal Financial Controls (IFC) in the Companies Act 2013, reflect the continuation of this trend. According to the Companies Act 2013, the term IFC has been defined as the policies and procedures adopted by the company to ensure orderly and efficient conduct of its business, including adherence to companys policies, safeguarding of its assets, prevention and detection of frauds and errors, accuracy and completeness of accounting records, and the timely preparation of reliable financial information.

Requirements as per the New Companies Act 2013

Section 134: In the case of a listed company, the Directors Responsibility states that directors, have laid down IFC to be followed by the company and that such controls are adequate and operating effectively.

Section 177:

Audit committee may call for comments of auditors about internal control systems before their submission to the Board and may also discuss any related issues with the internal and statutory auditors and the management of the company

Audit committee should act in accordance with the terms of reference specified in writing by the board, which should, inter alia, include evaluation of IFC and risk management systems

Section 143: The auditors report should also state whether the company has adequate IFC system in place and the operating effectiveness of such controls.

Schedule IV: The independent directors should satisfy themselves on the integrity of financial information and ensure that financial controls and systems of risk management are robust and defensible.

Call to action

Familiarize the Board of Directors (especially the Audit Committee and Independent Directors) and Senior Management Personnel with respect to their enhanced responsibilities regarding IFC.

Assess the controls set-up in your organization using the following grid:

Policies/Guidelines Operating Procedures

Key policies are defined, understood and enforced Clearly defined, detailed and harmonized procedures are available across the organization

Technology Roles and Responsibilities Several controls are preventive in nature and Assess the

All stakeholders are aware of their roles and automated. Detective controls and monitoring current state of responsibilities with respect to processes and processes are technology enabled with one IFC controlsversion of truth

Behaviour Management Information System

The culture of compliance with laid down guidelines and This should ensure that adequate and accurate information is procedures is evident through the actions and behavior of available for reporting and decision makingindividuals and teams

| Companies Act 2

Decoding IFC - What are its components?

The expanded coverage and focus goes way beyond the Financial Reporting Controls and the focus is on all the elements of a Controls Framework including tone at the top, policies and procedures, operating controls, controls design, controls monitoring etc.

The figure shows a Controls Framework, which attempts to highlight all the different building blocks of an Internal Financial Controls Framework

Ethics & Values strategy Entity Culture Controls Communication

Control Governance & Standards

Control Design

Control Operation

Control Compliance Monitoring

Policies & Procedures Oranisational Structures Performance Objectives

Roles & Responsibilities Risk Identification Capacity to Deliver Objectives

Control Systems Continuous Improvement

Compliance Monitoring Control Monitoring

How to implement IFC and who all need to be involved?

The Three Lines of Defense model provides a simple and effective way to enhance communications on Internal Financial Controls by clarifying roles and duties.

The first line is responsible for setting up the controls, mitigation of risk and defining policies and procedures to be complied with

The second line monitors compliance with the laid down controls. It is not an independent assurance function, but a monitoring tool for the management

The third line provides the independent assurance on the activities of first and second lines of defence

Audit Committee and board of directors provide overall direction and oversight

Board of Directors/Audit Committee

Senior Management

1st Line of Defense 2nd Line of Defense 3rd Line of Defense

Independent 1st Operational and Management Assurance Business Units Assurance (Ongoing (design and Controls Monitoring) Internal Audit

operation of controls)

External Audit

Regulators

| Companies Act 4

Questions to be considered by a CXO

Well Requires prepared consideration

Structure/Framework Do we have a structure/program to train our employees on their role in the overall internal

controls process?

Do we have relevant skills (skills around fraud risks, IT controls, analytics for continuous controls monitoring etc.), focused teams and bandwidth to the support the IFC agenda?

Do we have entity level controls w.r.t policies and procedures, risk assessment, whistle blowing, ethics etc. that are clearly established, communicated and monitored?

Do we periodically review, assess and refresh our controls framework in line with emerging guidance around applicable standards like COSO?

Implementation Are authority, responsibility and accountability clearly (delegation of authority and segregation of

duties) defined such that decisions are made and actions taken at an appropriate level?

Do we periodically assess and optimize controls to improve effectiveness, reduce costs and support business performance?

Do we have policies and procedures covering all domains such as Finance and Accounts, Business Operations and Compliance?

Are our policies and procedures easy to access and comprehend? Are these maintained and updated on the technology platform on a regular basis?

Do we regularly up-skill our employees to address the emerging needs of your organisation in areas such as GRC, IT controls, fraud risks etc.?

Do we have common understanding on the Risk that Matter among relevant stakeholders?

Do we consider fraud risks as part of the risk management exercise and address them with clear action, accountability and ownership?

Do we pay adequate focus on safeguarding of assets, fraud indicators and perform periodic independent verification in this area?

Do we effectively track and proactively monitor our compliance agenda around domestic/ international footprint, covenants, compliance with guidelines etc.?

Monitoring & Reporting Do we periodically update the key stakeholders on Controls and Risk management effectiveness

of our organization? Is there a technology platform to enable proactive and timely monitoring of controls effectiveness?

Do we have adequate and reliable information to certify compliance with IFC requirements according to the Act?

Have we considered self-assessments and automation of control monitoring?

What kind of assurance is provided to the Management and Board on IFC by internal audit and external audit?

6 | Companies Act

Structure/Framework

Implementation

Monitoring & Reporting

Notes

7

How can EY assist you in your IFC journey?

Areas of intervention Do I need support?

Train Board members (including Audit Committee and Independent Directors) on IFC-related requirements of the Act

Establish internal controls framework covering both Entity Level Controls and Process Controls (covering finance and accounts, business processes, compliance and IT) in line with leading industry/controls practices

Benchmark controls against leading practices; IT controls, prevent v. detect, manual v. automated

Establish a comprehensive Risk Management Framework and/or targeted intervention in areas such as:

Identifying and prioritizing risks that matter

Automating the risk monitoring process

Defining value at risk and/or risk impact

Monitoring and management of fraud risks

Continuous controls monitoring and fraud risk analytics through Data Analytics lab

Design and implement controls self-assessment

Design and assist in implementation of delegation of authority, segregation of duties etc.

Implementation support for GRC rollout

Develop standard operating procedures including relevant policies and guidelines

Rationalize and automate current controls portfolio to reduce overall cost of control while improving effectiveness

Design MIS and board reporting pack to facilitate evaluation of IFCs

Train employees on their role in the overall internal controls process and on leading practices for managing emerging risks in areas such as IT, fraud, contract compliance etc.

Related EY service offerings Enterprise Risk Management Compliance Management

Business Performance Management Controls Transformation

To measure the gap that you need to bridge to comply with the Act and understand more about how we are assisting our clients with IFCs, please contact us at ifcsolutions@in.ey.com

mailto:ifcsolutions@in.ey.com

8 | Companies Act

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