You are on page 1of 6
A 2-Day Programme on Ethics & Auditors Duties q sessing Organizational and Individual Ethics}} Ba Esuices 215 & 22"4 May 2009, Hotel Rendezvous, Singapore — Day 1 — Value-Added Audit: Ethics & Auditors Duties k Day 2 — Ethical Leadership & Enduring Organizations: an Ethics In Turbulent Times f INTRODUCTION In good times and in bad, ethical business practices have always been a defining point that separates successful organizations from the rest. Ethical principles affect the very nature, form and functions of a corporation. This includes the corporation's approach to corporate governance. Like everything, it comprises a series of arrangements contrived by and for human beings. Everything is a matter of choice. Alll is open to criticism and justification. As such, there is a critical ethical dimension to the debate - which, inevitably, forces us to consider the nature, quality and extent of the underlying relationships on which the corporation is founded. The ethical issues faced daily by organizations and their employees are neither always straightforward nor easy to resolve. Results of unethical behavior by accounting/audit professionals, and the impact of ethics upon organizations, is a topic of growing concern in corporate board rooms around the world. As the world’s governments turn a regulatory focus on financial institutions and business conglomerates, more, not Jess, reports of irregularities will surface. It is also in such times that financial pressures might lead to temptations of ethical short-cuts being taken in the name of business survival This two-day seminar will examine the timely and important issue of ethics and its pressing relevance to overall corporate wellbeing. In particular, we will examine the question: If the auditors are doing all that they are suppose to do, in the manner that they are suppose to do it, why does fraud still occur? We will also focus on how businesses can seize the opportunity provided by these turbulent times, to BE different and emerge stronger in a radically-different post-crisis world. WHO SHOULD ATTEND ¢ Internal & External Auditors Chief Privacy Officers * General Counsels * Chief Security Officers * Chief Information Officers & Controllers * Corporate Ethic Officers ¢ Human Relations professionals itly Organized by Endorsed by CFE International A *: Certified System Investigator FE Strategic , = P)}) Consultancy Group See CSI World Headquarters, Singapore yg Private Limited ne (CSI CPE Credits: 8) VALUE-ADDEL Day.1 After completing this seminar, participants should be able to: ¢ Understand The Temptations Understand the __interrelated nature of organizational functions and components as they relate to establishing an ethically compliant organization Trilogy of Identify the role of organizational values in driving strategic goals and objectives Discover the role that personal values play in driving individual employee choices and decisions Develop an ethics working group to handle misgivings complaints and Pinpoint the underlying causes of pattems of unethical and/or undesired employee behavior Reduce the incidence of employee conflict between the intended change and their personal ethical standards and expectations Increase employee commitment to organizational goals and objectives By Tom COURSE OUTLINE What is Ethics? ¢ Ethical Issues Facing Employees ¢ Ethics vs. Morality ¢ Business Ethics: The Key Issues What is Fraud? ¢ Examining Judgment ¢ The Many Forms of Unethical Behavior ¢ A Framework for Judgment ¢ General Ethic Questions all ¢ Professionals Should Ask Ethical model for Decision Making * Why do people behave unethically * Questioning Professional Responsibility & Ethical Conduct ¢ Establishing Ethics Policies Ethics Auditing ¢ Internal Danger Signs of Organizations at Ethical Risk ¢ Ethical Hazards Related to Groupthink ¢ The Temptation Triangle Can Ethics Be Taught? Ethics in Practice What is FRA? How can you know whether the auditors are auditing or “auditioning”? ¢ Is FRA the tool for times like these? VALUE-ADDE! Day.1 A CLOSER LOOK AT Value Added Audit Process By CFEs An important fact of reengineering, downsizing, rightsizing, or other major organizational change is that groups that are not perceived as providing value will be reduced or eliminated. That may even include the audit or quality assurance group! In order to survive, all groups must demonstrate added value to their customers. Value Added Auditing is one method that ensures a higher level and perception of value to the auditing customers, line management. This is what we do best! Our audit process is a matrix of services, integrating technical expertise and practical business advice into a powerful analytical tool. By developing the story behind your numbers, we are able to understand your business drivers and assess their present and future impact. Conducted in compliance with the highest standards, we are able to deliver an audit that is much more than a report card. Once we have completed the fieldwork, we will arrange a “Closing Meeting” to provide advice and recommendations which may improve your company’s efficiency and profitability. Aud - Enhanced ; Managing NAV Improved Conectt Professional Changes (Net Asset [meow ————— Knowledge What differentiates our audit process is the creative, on-going interaction between clients and our experienced audit team. The most important thing to remember is that you will be using Certified Fraud Examiners and or Certified System Investigator for this purpose. Backed by industry knowledge and expertise, our team will tailor procedures to identify your specific concerns and issues. By addressing those areas, we will provide you with the best value through a risk-based approach, which concentrates on where the greatest risk of material misstatement could occur.