1. How does the main topic in the article you chose relate to our course focus on Performance Management and Accounting Controls? Give one example.

2. What new concept did you learn from this article that is not in our textbook?

3. Describe a situation of an organization that has faced an issue discussed in the reading you chose, and explain how a recommendation from the article you selected could help the organization resolve the issue. (NOTE: some of those articles mentioned examples of companies, and it’s OK to refer to one of those for your answer; you are also encouraged to use an example from your own work experience or from business news).

urgent1 pageoriginalclear grammer timely

A p r i l 2 0 1 4 I S T R AT E G I C F I N A N C E 2 9

C OV E R S TO R Y

Leverag

ing

Effective Risk
Management and
Internal Control
By J. Stephen McNally, CPA, and Vincent H. Tophoff, RA

E
ffective risk management and internal control (RM/IC) is an important driver of busi-

ness performance and one of the best defenses against business failure. Highly success-

ful organizations know how to take advantage of opportunities and counter threats,

thereby continually improving their overall performance. Others could leverage RM/IC

more effectively than they do today.

Until recently, many organizations were overly focused on a financial reporting controls-based

monitoring framework. But the global financial crisis highlighted that many of the most impactful

risks stem from external circumstances. Moving forward, risk management and control systems

should take a wider perspective since organizations exist as part of an open system of dynamic

variables.

As a management accountant, most likely you’re in a position of cross-functional leadership to

plan, implement, execute, evaluate, and improve RM/IC for your organization. Therefore, you

should be aware of related developments and emerging trends as well as recently developed or

revised frameworks and guidance that might help you.

In this article we highlight several of the common pit-

falls to effective RM/IC that many organizations experi-

ence and define and discuss current thinking on risk

management and internal control. Then we identify the

building blocks of effective RM/IC and offer a brief

overview of some useful RM/IC frameworks and guid-

ance by the Committee of Sponsoring Organizations of

the Treadway Commission (COSO), the International

Organization for Standardization (ISO), and the Interna-

tional Federation of Accountants (IFAC). Finally, we chal-

lenge you with a “call to action” regarding the important

role you can play in implementing good RM/IC.

The Pitfalls—Setting the Scene
Several factors caused the recent global financial crisis.

Ethical flaws and regulatory overload, leading to legalistic

compliance, played a role. So did ineffective governance,

risk management, and internal control. For some organi-

zations, governance, risk management, and internal con-

trol existed in name only, not in spirit or in practice. For

others, risk and control systems were focused too nar –

rowly on financial reporting controls only. Indeed, there

has been and continues to be an overwhelming load of

bad RM/IC practices (see Table 1).

Some entities have mistakenly viewed risk management

and internal control as objectives in their own right rather

than as tools to be leveraged in setting and achieving over-

all strategies, goals, and objectives. Others have tried to

“bolt on” stand-alone RM/IC systems or implement off-

the-shelf risk management applications rather than inte-

grate risk management into existing processes and

customize controls to address their unique nature and

risks. At some organizations, RM/IC processes remain

static, becoming out-of-date as the entity continues to

evolve. Management often views RM/IC activities as only

adding cost instead of creating results and sustainable

value. And many focus their RM/IC activities just on

threats, but they should focus on opportunities as well.

Setting and Achieving Objectives
Before discussing risk management and internal control,

we must address setting and achieving objectives—the ulti-

mate goal of organizations. Risk management and internal

control contribute to achieving those objectives. Every

organization should have a defined mission and/or vision,

whether altruistic (e.g., to eradicate world hunger and/or

disease) or pragmatic (e.g., to become the number one

supplier of a given product globally). Through its strategic

planning process and with board oversight, management

must determine how to achieve its vision. Specifically,

management must make choices regarding how the orga-

nization will seek to create, preserve, and realize value for

its stakeholders. The objectives and their subsequent exe-

cution, whether at the entity level or deeper within the

organization, are a reflection of these choices.

These objectives can be strategic in nature or can fall

into several other categories, including operational,

3 0 S T R AT E G I C F I N A N C E I A p r i l 2 0 1 4

C OV E R S TO R Y

This article is based on our presentation “Leveraging

Effective Risk Management and Internal Control for

Your Organization” at the 2013 IMA® Annual Confer-

ence & Exposition. It describes the main features of the

most important risk management and internal control

guidelines, identifies the main pitfalls to risk manage-

ment and internal control, and provides strategies

regarding how to avoid or overcome these pitfalls and

otherwise gain insight into improving risk manage-

ment and internal control in your organization.

A follow-up presentation titled “Upgrading Risk

Management and Internal Control in Your Organiza-

tion” is scheduled for this year’s Annual Conference

& Exposition in Minneapolis, Minn. This hands-on ses-

sion will provide a case study and practical examples

on how you can upgrade your organization’s risk

management and internal control, leveraging the

implementation guidance of the popular ISO 31000

Risk Management standard and the recently revised

COSO Internal Control—Integrated

Framework.

The safest place for a ship is

in its harbor, but that isn’t what

ships are made for. They are made to

transport people and goods to other

locations, and that involves risk. The

same concept holds for organizations.

reporting, and/or compliance, and they should be linked

at different levels of the organization. An entity-level

objective, for example, could be to develop a presence in

high-growth markets such as Brazil, China, or India. The

organization’s Latin America division could then include

objectives (and subobjectives as needed) such as conduct-

ing market research regarding Brazilian consumer needs,

initiating export sales to a Brazilian test market, and

identifying potential Brazilian business partners in its

plan. Finally, the market research manager for the divi-

sion could have personal objectives to conduct specific

Brazilian consumer research during the upcoming year.

It’s in setting and achieving your organization’s objectives

that risk comes about.

What Is Risk?

When working toward its objectives, every organization

faces a wide range of uncertain internal and external fac-

tors. The effect of this uncertainty on the organization’s

objectives is called risk, which can be either positive, rep-

resenting opportunity, or negative, representing a threat.

For example, the safest place for a ship is in its harbor,

but that isn’t what ships are made for. They are made to

transport people and goods to other locations, and that

involves risk. The same concept holds for

organizations.

Risk should always be assessed in light of setting and

achieving your organization’s objectives. If there are no

objectives, there is no risk.

And Risk Management?

While establishing its objectives, an organization should

consider the wide range of uncertain

internal and external factors—the risks—

that may affect the achievement of these

objectives. Then, having identified and

assessed the relevant risks, and depending

on the organization’s risk appetite or lim-

its for taking risks, management (you and

your colleagues) can determine how best

to manage these risks. In some cases, the

risk response may be acceptance—that is,

taking no action apart from monitoring

the changes in risk. In other cases, you

may opt for (1) avoidance—not partici-

pating in or exiting the activities giving

rise to a given risk; (2) reduction—

removing the source, changing the likeli-

hood, or changing the nature, magnitude,

or duration of the consequences of a given

risk; or (3) sharing—transferring a portion of the risk via

insurance, hedging, a joint venture, or other technique.

Your final risk response could be exploitation or even

taking on more risk, treating the risk as an opportunity.

Financial leveraging of a company, attracting more

debt and thus increasing the debt/equity ratio (gearing

level), is a good example of taking on more risk in the

pursuit of better (financial) performance. Effective risk

management can support determination of the optimum

gearing level, taking into account the company’s particu-

lar objectives, its limits for risk taking, and the ever-

changing circumstances.

This risk assessment process is both dynamic and itera-

tive. Once you and your colleagues have identified and

assessed risk in pursuit of your organization’s objectives,

proper risk management helps you make informed deci-

sions about the level of risk you want to retain and

implementation of the necessary controls. Then, as objec-

tives and circumstances change internally and externally,

your organization’s risk management response may also

need to be revised.

What Is Internal Control?

Internal control, as defined by COSO in its Internal

Control—Integrated Framework (2013), is “a process,

effected by an entity’s board of directors, management,

and other personnel, designed to provide reasonable

assurance regarding the achievement of objectives relat-

ing to operations, reporting, and compliance.” Effective

internal control is an integral part of an organization’s

governance system and ability to manage risk. Therefore,

A p r i l 2 0 1 4 I S T R AT E G I C F I N A N C E 3 1

Table 1: Bad vs. Good RM/IC Practices

RM/IC as objective in itself vs. RM/IC to help achieve objectives

Auditor/staff driven vs. Driven from top down, supported by
exemplary behavior

Rules-based vs. Performance- and principles-based

Off-the-shelf systems vs. Tailored to the organization

Focus on loss minimization only vs. Also focused on the creation of value

Mainly hard controls vs. Recognizing influence of culture and attitude

Imposed vs. Implemented through management of change

Stand-alone/“bolt-on” vs. Integrated/”built-in”

Static, out-of-date vs. Dynamic, evolving

Seen as overhead vs. Seen as a sound investment

Abandoned vs. Integrated in system of management

the governing body, management, and other personnel in

your organization should understand, affect, and actively

monitor internal control to take advantage of the oppor-

tunities and to counter the threats to achieving your

organization’s objectives.

Risk management and internal control can be viewed

as two sides of the same coin in that risk management

focuses on the identification of threats and opportunities,

and controls are designed to effectively counter threats

and take advantage of opportunities. Before designing,

implementing, applying, or assessing a control, your

organization should consider the risk or combination of

risks at which the control is aimed. It should also con –

sider the need to remain agile, avoid overcontrol, and not

become overly bureaucratic. Risk management and inter-

nal control should enable, not hinder, the achievement of

organizational objectives.

Since risk can never be fully managed, you must build

resilience into all actions your organization takes so it can

respond adequately to significant changes in circum-

stances or deal with the effects of unforeseen conse-

quences. After all, it isn’t the strongest or even the most

intelligent of a species that survives but rather the one

most adaptable to change.

Effective RM/IC Building Blocks
Risk management and internal control can be effective

only when those involved clearly understand how they

relate to their roles in setting and achieving their organi-

zation’s objectives. Therefore, RM/IC should be inte –

grated through formal and informal channels into the

elements of the organization’s system of management in

which they are intended to operate, including the related

objectives, activities, processes, systems, risks, and

responsibilities.

Establishment of effective RM/IC should include:

� Implementing a RM/IC framework and processes in

accordance with the standard(s) and/or guidance lever-

aged by the organization;

� Defining the entity’s risk management strategy,

approving the limits for risk taking where feasible, and

determining the criteria for internal control;

� Ensuring that RM/IC is part of all decision making

and subsequent planning and execution;

� Monitoring changes in the internal and external

environment, determining their effect on the organiza-

tion’s objectives, and revising responses consistent with

the organization’s policies for the management of risk;

� Reviewing the effectiveness of the risk management

framework and processes on a regular basis; and

� Reporting on the organization’s performance,

including the effectiveness of its RM/IC arrangements

and, where necessary, plans to address significant issues.

One of the most critical aspects of an effective imple-

mentation is to remember that risk management and

internal control aren’t objectives in their own right.

Rather, they help your organization set and achieve its

strategic, operational, reporting, compliance, and other

objectives. RM/IC shouldn’t be implemented in isolation

but should be built into your organization’s overall system

of management, including its policies; its planning, execu-

tion, and reporting processes; its values; and its culture.

Leveraging Available Standards,
Guidelines, and Resources
If you want to establish more effective RM/IC in your

organization, you can leverage several new or newly

revised standards, guidelines, and resources. Let’s take a

look at some of them.

COSO Internal Control—Integrated

Framework (2013)

In May 2013, COSO issued a revised version of its Inter-

nal Control—Integrated Framework (ICIF). The updated

Framework consists of three volumes and a companion

document.

� Internal Control—Integrated Framework Executive

Summary represents a high-level overview of the 2013

Framework and is intended for the CEO and other senior

management, boards of directors, and regulators.

� Internal Control—Integrated Framework and

Appendices sets out the Framework in detail, defining

internal control, describing the components of internal

control and their underlying principles, and providing

direction for all levels of management in designing and

implementing internal control and assessing its effective-

ness. The appendices to this volume, including a glossary,

specific considerations for smaller entities, and a summa-

ry of changes compared to the 1992 version, provide

additional reference but aren’t considered part of the

Framework.

� Internal Control—Integrated Framework Illustrative

Tools for Assessing Effectiveness of a System of Internal

Control provides templates and scenarios to support

management in applying the Framework, specifically in

terms of assessing effectiveness.

� Internal Control over External Financial Reporting:

A Compendium of Approaches and Examples provides

3 2 S T R AT E G I C F I N A N C E I A p r i l 2 0 1 4

C OV E R S TO R Y

practical approaches and examples illustrating how the

components and principles in the Framework can be

applied in preparing external financial statements. It is

intended to be used as a resource for questions and

research on specific principles and components rather

than being read from cover to cover.

As shown in Figure 1, the guidance builds on five com-

ponents of internal control: control environment, risk

assessment, control activities, information and communi-

cation, and monitoring activities. The fundamental con-

cepts underlying the five components are conveyed in the

form of 17 guiding principles and more detailed points of

focus. (Also see Revised COSO Framework: Improved but

Further Adjustments Warranted, IFAC, July 2013, and The

2013 COSO Framework & SOX Compliance: One

Approach to an Effective Transition, COSO, June 2013.)

Although all components are necessary for effective inter-

nal control, the Framework doesn’t prescribe specific

controls. Instead, the selection of controls to effect the

relevant principles and associated components is a func-

tion of management judgment based on factors unique to

the organization.

The revised Framework will supersede the original

Framework at the end of 2014, giving your organization,

when applicable, time to transition. COSO anticipates a

relatively easy transition process for those organizations

that have applied the original 1992 Framework properly.

In fact, the new principles and points of focus should

make it easier for organizations to see what is covered

and where gaps may exist.

COSO Enterprise Risk Management—Integrated

Framework (2004)

COSO’s Enterprise Risk Management (ERM) Framework

was published in 2004 and provides guidance to help

businesses and other entities develop and apply their

ERM activities. The Framework expands on internal con-

trol and provides key principles and concepts on the

A p r i l 2 0 1 4 I S T R AT E G I C F I N A N C E 3 3

Control Environment

Risk Assessment

Control Activities

Information & Communication

Monitoring Activities

Op
era

tio
ns

E
n

ti
ty

L
e
v
e
l

D
iv

is
io

n
O

p
e
ra

ti
n

g
U

n
it

F
u

n
ct

io
n

Rep
ort

ing

Co
mp

lian
ce

Figure 1: COSO ICIF Framework
COSO Cube (2013 version)

Figure 2: COSO ERM Framework
From COSO ICIF to COSO ERM

Copyright 2013 by the Committee of Sponsoring Organizations of the
Treadway Commission. Reproduced with permission from American Institute
of Certified Public Accountants acting as authorized copyright administrator
for COSO.

Copyright 2013 (ICIF) and 2004 (ERM) by the Committee of Sponsoring Organizations of the Treadway Commission. Reproduced with permission from the
American Institute of Certified Public Accountants acting as authorized copyright administrator for COSO.

broader subject of enterprise risk management. Specifi-

cally, the COSO ERM Framework identifies and describes

eight interrelated components that are necessary for

effective ERM, including internal environment, objective

setting, event identification, risk assessment, risk

response, control activities, information and communica-

tion, and monitoring.

Internal control is an integral part of ERM, which is

part of an organization’s overall governance arrange-

ments. Thus COSO’s ERM Framework complements

COSO’s newly released ICIF. ERM is applied in setting

strategies as well as in achieving operational, reporting,

and compliance objectives. COSO’s ERM Framework also

expands the ICIF risk assessment component into event

identification, risk assessment, and risk response, and it

introduces the concepts of risk appetite and risk tolerance

(see Figure 2 for a comparison of the two frameworks). A

summary of both COSO frameworks and other materials

are available for free, and the frameworks are available for

sale, at www.coso.org.

ISO Standard 31000:2009—Risk Management

(2009)

The ISO’s Standard 31000:2009—Risk Management, pub-

lished in 2009, sets out principles, a framework, and a

process for managing risk that are applicable to any type

of organization in the public or private sector. The ratio-

nale behind this standard is that all of an organization’s

activities involve risk and that organizations need to

manage this risk effectively. ISO 31000 describes how to

do this in a systematic and logical way.

As shown in Figure 3, ISO 31000 specifies 11 principles

for managing risk, which include the idea that risk man-

agement creates value, represents an integral part of orga-

nizational processes, and is part of decision making. In

addition, risk management is systematic, structured, and

timely; explicitly addresses uncertainty; and is based on

the “best available information.” Risk management also

should be tailored to the specific circumstances of the

organization, consider human and cultural factors, and

be transparent and inclusive. Finally, it is dynamic, itera-

tive, and responsive to change, and it facilitates continu-

ous improvement.

The ISO 31000 risk management framework (see Fig-

ure 3) provides the foundations and organizational

arrangements for designing, implementing, monitoring,

reviewing, and continually improving risk management

throughout the organization. These arrangements need to

be in place to enable good risk management.

The ISO risk management process (see Figure 3) is

composed of communicating, consulting, establishing the

context, and identifying, analyzing, evaluating, treating,

monitoring, and reviewing risk. These are the iterative

steps that need to be considered as an integrated part of

3 4 S T R AT E G I C F I N A N C E I A p r i l 2 0 1 4

A. Creates value

B. Integral part of
organizational processes

C. Part of decision making

D. Explicity addresses
uncertainty

E. Systematic, structured, and
timely

F. Based on the best available
information

G. Tailored

H. Takes human and cultural
factors into account

I. Transparent and inclusive

J. Dynamic, interactive, and
responsive to change

K. Facilitates continual
improvement and enhance-
ment of the organization

MANDATE AND
COMMITMENT

(4.2)

DESIGN OF
FRAMEWORK FOR
MANAGING RISK

(4.3)

MONITORING AND
REVIEW OF THE

FRAMEWORK (4.5)

IMPLEMENTING
RISK

MANAGEMENT
(4.4)

CONTINUAL
IMPROVEMENT OF
THE FRAMEWORK

(4.6)

FRAMEWORK FOR
MANAGING RISK

(Clause 4)

PRINCIPLES FOR
MANAGING RISK

(Clause 3)

ESTABLISHING THE CONTEXT
(5.3)

RISK IDENTIFICATION (5.4.2)

RISK ANALYSIS (5.4.3)

RISK EVALUATION (5.4.4)

RISK TREATMENT (5.5)

PROCESS FOR
MANAGING RISK

(Clause 5)

C
O
M
M
U
N
IC
A
TI
O
N
A
N
D
C
O
N
SU

LT
A
TI
O
N
(
5.
2)

M
O
N
IT
O
R
IN
G
A
N
D
R
EV

IE
W
(
5.
6)

RISK ASSESSMENT
(5.4)

Figure 3: ISO 31000 Risk Management Principles, Framework, and Process

This excerpt is taken from ISO 31000:2009, figure 1, on page vii, with the permission of ANSI on behalf of ISO. © ISO 2013 – All rights reserved.

C OV E R S TO R Y

management and execution in every decision or action.

One note: The principles, framework, and process in

the ISO 31000 standard are interrelated, and all need to

be implemented and applied in order for risk manage-

ment to be effective in your organization.

Implementing ISO 31000 enables your organization to:

� Be aware of the need to identify and treat risk through-

out the entity;

� Improve the identification of opportunities and

threats;

� Establish a reliable basis for decision making and

planning;

� Increase the likelihood of achieving its objectives;

� Improve operational effectiveness and efficiency;

� Enhance health and safety performance as well as

environmental protection;

� Comply with relevant legal and regulatory

requirements;

� Improve mandatory and voluntary reporting; and

� Improve stakeholder confidence and trust.

The standard doesn’t mandate a one-size-fits-all

approach. Instead, it emphasizes the fact that the man-

agement of risk must be tailored to the specific needs and

structure of your organization.

The ISO Standard 31000 is available for sale at

http://webstore.ansi.org.

Many organizations use both the COSO ERM and the

ISO 31000 frameworks. The biggest challenge, however, is

that the terms and concepts underlying both standards

aren’t aligned (see Table 2).

IFAC’s Evaluating and Improving

Internal Control in Organizations

Despite the existence of sound internal control guide-

lines, the application of such guidelines often fails or

could be further improved in many organizations. Evalu-

ating and Improving Internal Control in Organizations,

part of IFAC’s International Good Practice Guidance

series, is a practical guide focused on how you can sup-

port your organization in evaluating and improving

internal control as an integral part of its governance sys-

tem and risk management (see Figure 4). The guidance is

complementary to existing internal control guidelines

because it highlights a number of areas where the practi-

cal application of such guidelines often fails in many

organizations.

Specifically, IFAC’s guidance helps you and your orga-

nization answer many key questions, including:

� What should be the scope of our internal control?

� Who should be responsible for internal control?

� How should controls be selected, implemented, and

applied?

� How can internal control be better integrated into the

DNA of our organization?

� How should our organization report on internal con-

trol performance?

Both the full guidance as well as an executive summary

are available at www.ifac.org.

The Role of Management
Accountants
In many organizations, management accountants are in a

position of cross-functional leadership, which means they

can play a key role in planning, implementing, executing,

evaluating, and improving risk management and internal

control.

First, they can champion the importance of good risk

management, including internal control. Because of their

attitude and behavior, they can set the tone for good

A p r i l 2 0 1 4 I S T R AT E G I C F I N A N C E 3 5

GOVERNANCE RISK MANAGEMENT INTERNAL CONTROL

Table 2: COSO ERM vs. ISO 31000

COSO ISO 31000

Lengthy (Too lengthy?) Short (Too short?)

Focused on ERM General approach to managing risk

One cube Framework and process

Skewed to negative Risk can be positive or negative

Risk already exists Risk tied to achieving objectives

Risk and opportunities Opportunities also source of risk

More sequential process More iterative process

Figure 4: Relation Between Governance, Risk
Management, and Internal Control

Internal control is part of the risk management process, which, in

turn, is an intergral part of the organization’s governance system.

RM/IC throughout the organization as well as drive the

integration of RM/IC into line management. They also

can enable appropriate application of RM/IC principles

by organizing training sessions in understandable lan-

guage. Most important, however, they can ensure RM/IC

is part of every decision-making process and subsequent

planning and execution.

Second, management accountants can support line

management by providing high-quality information.

Decisions should be made only with explicit understand-

ing of related risks and the potential consequences for

achieving an organization’s objectives. Thus decision

makers require relevant and reliable information for deci-

sion making and control processes. Management accoun-

tants are responsible for providing objective, accurate,

and timely information and analyses, which often are

produced through the finance and control systems,

thereby ensuring decision makers have the high-quality

information they need.

Third, management accountants should establish

RM/IC for the finance function. Since they usually are

responsible specifically for finance and control, they

should make RM/IC part of every decision and subse-

quent steps related to achieving the organization’s finance

function objectives.

Fourth, management accountants can evaluate and

improve the effectiveness of their organization’s risk

management and internal control framework and

processes. They also can play a leading role in ensuring

that RM/IC continues to be an integral part of their orga-

nization’s system of management.

Finally, management accountants can also take the

lead in analyzing and reporting on the organization’s

performance, including the effectiveness of its RM/IC

arrangements.

Call to Action
Now you know that having effective RM/IC is both an

important driver of business performance and one of the

best defenses against business failure. And you realize that

highly successful organizations know how to take advan-

tage of opportunities and counter threats, thereby contin-

ually improving their overall performance. You have

gained insight into good vs. bad RM/IC practices and

have been introduced to several of the most respected

RM/IC frameworks and guidance available.

Armed with this knowledge, you and your colleagues

can play an important role in evaluating and further

improving RM/IC in your organization. Specifically, we

challenge you to:

� Continue to build subject matter expertise regarding

the key frameworks, guidelines, and regulations impact-

ing governance, risk management, and internal control;

� Educate your organization’s governing body, audit

committee, C-suite, operating unit, and/or functional

management, as well as other staff, on the pitfalls to effec-

tive RM/IC, and provide insight into strategies on how to

avoid or overcome these pitfalls;

� Champion the importance of leveraging good

RM/IC practices;

� Enable effective decision making by providing line

management with high-quality information, including

explicit understanding of related risks and their potential

consequences;

� Establish effective RM/IC specifically for the finance

function; and

� Audit or review your organization’s RM/IC arrange-

ments and report on their effectiveness.

By doing all this, you can truly support your organiza-

tion in leveraging effective risk management and internal

control, thereby enabling sustainable success. SF

J. Stephen McNally, CPA, is finance director and controller

for Campbell Soup Company’s Napoleon & Flavor Opera-

tions. He represented IMA on COSO’s Internal Control—

Integrated Framework Refresh Project Advisory Council and

chaired IMA’s related COSO Advisory Panel. Steve also

served on IMA’s Global Board of Directors and is a member

of IMA’s Toledo Chapter. You can reach Steve at

j_stephen_mcnally@att.net.

Vincent H. Tophoff, RA, is senior technical manager at the

International Federation of Accountants, working directly

with the Professional Accountants in Business Committee.

Previously he was partner at INTE-Q Integration Manage-

ment, a management-accountancy-related consulting firm

in Utrecht, Netherlands. He is a member of Nederlandse

Beroepsorganisatie van Accountants, the Dutch institute of

registered accountants. On behalf of IFAC, Vincent partici-

pated on the COSO Advisory Council for the revision of the

Internal Control—Integrated Framework and is part of the

ISO Project Committee developing implementation guid-

ance for the ISO 31000 Risk Management Standard. You

can reach Vincent at VincentTophoff@ifac.org.

Copyright © 2014 by International Federation of Accountants (IFAC).
Used with permission. All rights reserved. Written permission from
IFAC is required for use of this text, including permission to translate.
Contact permissions@ifac.org.

3 6 S T R AT E G I C F I N A N C E I A p r i l 2 0 1 4

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