SARBANES-OXLEY ONGOING COMPLIANCE
- Beyond Year One with Governance
All you need to plan, develop and implement a cost-effective Sarbanes-Oxley Compliance Program for ongoing and sustainable compliance beyond Year One
Your organization has accomplished a major milestone by meeting the first year Sarbanes-Oxley Act compliance. However, it is no time to relax. Unlike the Y2K effort, sections 302 and 404 of Sarbanes-Oxley clearly mandate that compliance is not a one-time affair but an ongoing process.
Considering the huge amount of work involved in the initial compliance program to try to meet the requirements of Sections 302 and 404, chances are that your organization:
Focused primarily on meeting the initial deadline with a project oriented mindset as opposed to developing a sustained program for repeatable and sustainable compliance.
Concentrated mainly on the financial reporting aspects Only one of the three major objectives of the COSO internal control framework.
Overlooked the operations effectiveness and efficiency aspects of internal control which involves corporate governance that would enhnace financial integrity and could provide business benefits and an ROI.
Did a great deal or experimentation just to reach the initial compliance without regard to developing recurring methodologies and standards to sustain compliance.
Incurred a great deal or time and resources to simply achieve the first year compliance when this level of expenditures would not be acceptable in a recurring and sustainable compliance mode. The first year practices were not set up to handle adjustrments to internal control to address material changes in business paradigms, processes and practices which can affect financial integrity (Section 302 requires material changes to be openly reported)
Had to resort to triaging to address the highest risk financial and business processes, which implies that there remain areas of significant exposure that require new or additional compliance work.
Many companies that have filed the first CEO certification have already been found deficient in internal control by their external auditors and the S.E.C. In some cases their stock value has dropped as a result. Your enterprise needs to embark upon a new compliance program that is designed to achieve sustainable, repeatable and ongoing compliance leading to produce a structured, sustainable process for future compliance.
Furthermore, your organization this time must explore the benefits of extending the scope of purely financial compliance efforts to include corporate or enterprise governance issues that will yield both sounder financial compliance and business operations improvements and savings. The latter will support a far more robust compliance and automate the collection of information to facilitate and reduce the cost of conducting the compliance process, thus providing a positive return on investment that will help you justify the new investment in compliance resources.
This unique practitioners manual provides you with a framework, approaches and a detailed plan of action to develop your program to achieve ongoing and sustainable Sarbanes-Oxley compliance to handle the compliance burdens of future years in a cost-effective manner. The new program is aimed to reduce the recurring cost of compliance from internal personnel and the indepenedent auditor's attestation work and achieve cost benefits through including enterprise governance provisions that improve business operations effectiveness.
1. Your Sarbanes-Oxley Compliance Hurdle Is Far from Over
2. Life After the Initial Compliance Deadline
3. What You Should Consider in Developing an Effective Ongoing Compliance Program
5. Plan of Action for Ongoing and Sustainable Sarbanes-Oxley Compliance (70 pages)
C. Considerations in Managing Sarbanes-Oxley compliance program Changes
8 ½ x 11 format
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To: Management Advisory
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Inquire about in-house seminars on the subject of this book and on Section 404 internal control implementation.