Question

求求大哥大姐帮我翻译下

Internal Controls and Managing Enterprise-Wide Risks

By John Farrell

In addition to complying with the sweeping reforms in corporate governance and financial reporting following the Sarbanes-Oxley Act, companies can benefit further by adopting a broader view that encompasses an enterprise-wide risk-management outlook. This approach is especially applicable to section 404 of the Sarbanes-Oxley Act, which deals with management’s assertion regarding the effectiveness of its internal controls over financial reporting. As companies work to comply with these new rules, they can build their section 404 work into an opportunity to address other aspects of risk throughout the organization, including financial, legal, and operational.

The emerging trend of evaluating and monitoring the range of business risks—including those assessed in an internal control review—may help companies simultaneously meet strategic goals, boost shareholder and stakeholder value, and focus on good governance.

Self-Assessment

Fulfilling the mandates of section 404 need not be an obstacle to implementing an enterprise risk-management effort. Instead, the compliance process can enable companies to focus on enterprise-wide risks through a distributed evaluation—that is, a self-assessment of risk and control. This evaluation assigns responsibility for the assessment to those who are “closest to the action”—in other words, those most directly involved in the control over each process. Such an approach can help companies achieve a better-balanced risk and control status.

Conventional wisdom formerly held that responsibility for internal controls was delegated to an organization’s financial group. According to current thinking, however, internal controls are owned by those within the business who manage daily operations and who depend on the controls for achieving their goals. These control process owners are well prepared to perform the distributed evaluation of identifying, evaluating, and managing pertinent risks to assist the business in achieving its financial goals. The Sarbanes-Oxley rules reinforce the value of such risk-based evaluations.

If a company looks ahead one year, how can it measure success beyond mere compliance with regulatory requirements? For multinational companies, one sign of success would be a worldwide standardization of internal controls that allows the organization to orient itself toward a widely accepted set of control criteria, such as the Committee of Sponsoring Organizations of the Treadway Commission (COSO) internal control framework or the COSO enterprise risk- management (ERM) framework issued in 2003. Coining a “controls language” shared throughout the organization can help a company take greatest advantage of its set of controls—deciding which key controls to keep and which it can discard because they do not add value or are otherwise unnecessary.

Answer 1

内部控制和管理企业范围的风险
完成任务需要404节不是一个障碍，以实现企业的风险管理工作。相反，遵守进程可以使公司能够在企业范围内采用分散风险的重点评价的是一个自我风险评估和控制。
法雷尔由约翰
除了与公司治理和财务报告的广泛改革后，符合萨班斯法案，企业可以进一步受益，通过一项更广泛的观点，它包括一个企业范围的风险管理观。这种方法特别适用于条的规定，萨班斯法案404
其中涉及与管理层的说法，就对财务报告的内部控制的有效性。随着公司的工作，以符合这些新规则，他们可以建立自己的科并入一机会，以解决整个组织，包括风险的其他方面的404工作的财务，法律和业务。
在评估和监测的范围内出现的趋势的经营风险，包括在内部控制审查，同时可以帮助企业达到战略目标，提高股东和股东价值，并评估这些善政的重点。
自我评估
完成任务需要404节不是一个障碍，以实现企业的风险管理工作。相反，遵守进程可以使公司能够在企业范围内采用分散风险的重点评价的是一个自我风险评估和控制。
传统观点认为，以前对内部控制的责任下放给企业的金融集团。根据目前的想法，但是，内部控制是由内资企业的日常运作和谁管理谁在控制取决于实现他们的目标。
这些控制过程的业主已作好准备，以执行查明分布评价，评估和管理有关的风险，以协助实现其财务目标的业务。在萨班斯规则加强这种基于风险的评估价值。
如果一个公司看起来未来一年，又怎能措施超越只符合监管要求的成功？对于跨国公司，一个成功的标志将是，允许该组织本身对内部控制的东方世界各地广泛接受的一套标准化的控制标准，
如赞助的特雷德韦委员会（COSO的）内部控制框架或COSO的企业风险管理（ERM）在2003年颁布的框架组织委员会。压印一个“控制语言”整个组织共享可以帮助公司以最大的管制，决定哪些关键控制和保持，它可以放弃，因为他们不会增加不必要的价值或以其他方式设定的优势。