|Exam Name||:||The Certified Internal Auditor Part 3|
|Questions and Answers||:||1205 Q & A|
|Updated On||:||February 22, 2019|
|PDF Download Mirror||:||Pass4sure CIA-III Dump|
|Get Full Version||:||Pass4sure CIA-III Full Version|
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Jim Ducker has been hired as an inner auditor at South Dakota State institution. Ducker, who is an authorized interior auditor and is licensed in Minnesota as an authorized public accountant, started Jan. 7.
“Jim goes to be our enterprise procedures in widely wide-spread and he will also behavior particular studies related to compliance, tax and fiscal techniques,” spoke of Karen Jastram, the director of accounting features. She cited the tuition has now not lately employed a full-time internal auditor.
Ducker, a 1997 SDSU graduate in agricultural enterprise, has worked in auditing for several businesses in the past 12 years. He also earned a grasp of Science in accounting and advice management on the college of Texas-Dallas in 2005.
“Jim has a strong accounting and auditing heritage,” Jastram observed. “while he doesn’t have the better schooling background, his distinct company experience may be really useful when reviewing methods right through the school. We’re in fact chuffed to have him on board.”
one in all Ducker’s first initiatives can be to advance the inner audit manner, get to know the administration and staff at SDSU, and show others on the purpose of the internal audit feature. internal auditing, by way of definition, is an unbiased, goal assurance and consulting exercise designed to add cost and increase an organization’s operations. Its systematic and disciplined approach evaluates and looks to enhance the effectiveness of risk administration, manage and governance procedures.
inner auditors can earn greater than $50,000 for entry-degree positions.
a great deal like an accountant, a licensed monetary features auditor offers with monetary information. These consultants consider and review all fiscal capabilities to be certain records and controls are accurate. They also aid organizations meet and comply with regulations set by means of government corporations. As their experience increases, so do their salaries, mainly when working for better agencies or in management.
LONDON, Oct. 26, 2018 /PRNewswire/ -- Avon items, Inc. (NYSE: AVP) ("the company") a globally identified leader in direct promoting of splendor and linked products, today announced that Timothy leather-based has been appointed vp, inside Audit, positive December 3, 2018. Timothy will head Avon's international internal Audit feature, an impartial neighborhood reporting to the Audit Committee that helps mitigate financial, operational and compliance risk. in addition, he can be accountable for partnering with impartial auditors and Avon company leaders to examine and keep a robust controls atmosphere across the company. The enterprise also introduced that Samantha Jackson, at the moment VP of inner Audit, has been appointed Head of Finance for international services.
"Tim has a proven tune list of building internal audit groups to turn into depended on company companions, and we are glad that he'll join Avon's finance group as we proceed to enrich upon our risk management and interior controls tactics," noted Jamie Wilson, government vice chairman and Chief fiscal Officer.
Jamie introduced, "we are also excited for Samantha to take on her new function, where she should be featuring finance leadership to world provide Chain, IT, marketing and company capabilities. Samantha's nearly-10 years of experience with Avon uniquely prepare her to pressure company performance and boost business outcomes."
Timothy brings over two many years of adventure, most currently serving as Chief interior Auditor for Worldpay PLC. during his tenure, he rebuilt an inside audit crew, together with an in-apartment IT technology audit group, and established a possibility based mostly audit and planning method and renewed audit methodology, while presenting audit assurance and oversight for Board and govt Committee for key technology classes. in advance of that, he served in key audit and monetary roles at Travelex neighborhood, Prysmian S.p.A., and Pirelli group. Timothy has a Bachelor of enterprise in Accounting from Mitchell faculty, and is each a certified practising Accountant and a certified inside Auditor.
About Avon products, Inc.
Avon is the business that for a hundred thirty years has proudly stood for splendor, innovation, optimism and, certainly, for ladies. Avon products encompass neatly-identified and cherished manufacturers equivalent to ANEW, Avon colour, Avon Care, epidermis-So-soft, and advance recommendations sold through approximately 6 million active independent Avon earnings Representatives. gain knowledge of extra about Avon and its products at www.avoncompany.com.
forward searching StatementsThis fabric consists of "forward-looking statements" that are made pursuant to the protected harbor provisions of the inner most Securities Litigation Reform Act of 1995, together with statements relating to chance management, internal controls procedures and company performance. as a result of forward-looking statements inherently contain hazards and uncertainties, precise future consequences might also range materially from these expressed or implied through such ahead-searching statements. These risks and uncertainties encompass, but aren't constrained to, the probability of enterprise disruption, aggressive uncertainties, and common economic and company conditions in Avon's markets as smartly as the different hazards detailed in Avon's filings with the Securities and change fee. Avon undertakes no obligation to replace any statements in this material after it is posted to the Investor relations section of our site.
FONTE Avon products, Inc.
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President George Weah delivering his first State of the Nation addressBy Al-Varney Rogers
Monrovia — The newly appointed head of the Internal Audit Authority Barten Nyeswa is not a Certified Public Accountant (CPA) - a credential requires for one to head such integrity entity.
But the new appointee argues that the law doesn't specify that in order to head the IAA one must hold a CPA.
Section 5.3 of the IAA Act says the Director General shall be a professional qualified accountant and a member of a national accountancy body that is a member of the International Federation of Accountants.
Audit experts say the law doesn't mentioned CPA but rather International Federation of Accountants, adding that to be a part of IFAC one must have earned a CPA - a credential the newly appointed head of the IAA does not have.
Nyeswa said the position do not call for the head to be a CPA and said he has served as a Deputy Director General for audit for more than five years.
"I was competitively recruited as Deputy Director General for audit for more than five years, how I'm not qualify to be the head of IAA but I was qualified to deputy director general for more than five years and you see the irony right, the position do not call for CPA, they law say professional accountant," Nyeswa said.
Joshua Clement, an auditor told FrontPageAfrica, the IAA head must have and be capable of signing audit report.
"So that's why it is require that head of audit institution must be qualified professional accountant, because your professional body will be on your case, you will be signing on audit report, to signed out on an audit report you have to be certified it like you can't drive a car and don't have license, you can't practice law unless the supreme court qualify you as counsellor at the law," Clement said.
But the newly appointed head of the IAA said that he has practice accounting for more than twenty years.
"I'm a professional accountant and I practice accounting in Liberia for more than twenty years, I was controller for FDA, I worked at GAC, I got a master's degree in accountant I'm certified forensic auditor, I'm a member of the CIA certified Internal Auditor, this is a mere propaganda, I was recruited by international body and not the IAA," Nyeswa said.
But Clement averred that to head the IAA, a person must be a member of Liberia certified accountant body adding that the newly appointed head is not part of.
"The head of the IAA must be a member of the Liberia Institute of Certified Accountant- LICPA, you going to meet your peers and you go out there and you are not a CPA, at the IAA...?
"When you produce an audit report, people will want to know who signed the audit and it is right to be a professional auditor," Clement said.
"You have to be governed by special code of conduct and ethical training. it is an integrity area of accountability, and even in private auditing firms, heads are CPAs, this is an attack on IAA and it is intended to kill the professional entity."
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CONTENT AUTHORApplication content is based on the work of S. Rao Vallabhaneni, Certified Internal Auditor (CIA) Certified Information Systems Auditor (CISA) Certified Bank Auditor (CBA) Certified Financial Services Auditor (CFSA) Certified Risk Professional (CRP) has authored more than 60 study aids to prepare for professional certification examinations. He earned four master's degrees in management, accounting, industrial engineering, and chemical engineering, and holds 24 professional certifications in various business disciplines.
TECHNICAL SUPPORTContact [email protected]
In a robust and frank conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.
In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a great deal.
He served his country as part of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from New York Law School.
Now he was ready to make his mark on the business world.
Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not have imagined what a mark it would be.
Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its place as the largest insurance and financial services company in history.
This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.
In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology development and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.
R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the importance and longevity of that relationship. Can you tell us more about C.V. Starr’s history with China?
Hank Greenberg: We have a long history in China. I first went there in 1975. There was little there, but I had business throughout Asia, and I stopped there all the time. I’d stop there a couple of times a year and build relationships.
When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. We helped them to grow.
I also received the first foreign life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other foreign life insurance company in China. It took me 20 years of hard work to get that license.
We also introduced an agency system in China. They had none. Their life company employees would get a salary whether they sold something or not. With the agency system of course you get paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.
R&I: So Starr’s success has meant success for the Chinese insurance industry as well.
Hank Greenberg: That’s partly why we’re going to be celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International Business Leaders’ Advisory Council), an international business advisory group that was put together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract foreign companies to invest in Shanghai.
“It turns out that it is harder [for China] to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.
Shanghai and China in general were just coming out of the doldrums then; there was a lack of foreign investment. Zhu asked me to chair IBLAC and to help get it started, which I did. I served as chairman of that group for a couple of terms. I am still a part of that board, and it will be celebrating its 30th anniversary along with our 100th anniversary.
We have a good relationship with China, and we’re candid as you can tell from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and foreign companies doing business there.
On August 29, Mr. Greenberg published an opinion piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders take pragmatic steps to ease trade tensions with the U.S.
R&I: What’s your outlook on current trade relations between the U.S. and China?
Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.
President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, General Secretary of the Communist Party of China) made himself the emperor. All the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.
R&I: Sure does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.
Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to be treated like the second largest economy in the world, which it is. And it will be the number one economy in the world in not too many years. That means that you can’t use the same terms of trade that you did 25 or 30 years ago.
They want to have access to our market and other markets. Fine, but you have to have reciprocity, and they have not been very good at that.
R&I: What stands in the way of that happening?
Hank Greenberg: I think there are several substantial challenges. One, their structure makes it very difficult. They have a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not be sure what they want him to do.
For example, the president made a speech many months ago saying they are going to open up banking, insurance and a couple of additional sectors to foreign investment; nothing happened.
The reason was that the head of that division got changed. A new administrator came in who was not sure what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to do that and you didn’t do that.”
So the structure is such that it is very difficult. China can’t react as fast as it should. That will change, but it is going to take time.
R&I: That’s interesting, because during the financial crisis in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.
Hank Greenberg: It turns out that it is harder to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.
R&I: Obviously, you have a very unique perspective and experience in China. For American companies coming to China, what are some of the current challenges?
Hank Greenberg: Well, they very much want to do business in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very big market and not just for insurance companies. It’s a whole range of companies that would like to have access to China as easily as Chinese companies have access to the United States. As I said previously, that has to be resolved.
It’s not going to be easy, because China has a history of not being treated well by other countries. The U.S. has been pretty good in that way. We haven’t taken advantage of China.
R&I: Your op-ed was very enlightening on that topic.
Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a great country. Part of that was his takeover of the South China Sea rock islands during the Obama Administration; we did nothing. It’s a little late now to try and do something. They promised they would never militarize those islands. Then they did. That’s a real problem in Southern Asia. The other countries in that region are not happy about that.
R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. We think you’re the only large insurance company with that structure at that scale. What advantages does that give you?
Hank Greenberg: Two things. First of all, we’re more than an insurance company. We have the traditional investment unit with the insurance company. Then we have a separate investment unit that we started, which is very successful. So we have a source of income that is diverse. We don’t have to underwrite business that is going to lose a lot of money. Not knowingly anyway.
R&I: And that’s because you are a private company?
Hank Greenberg: Yes. We attract a different type of person in a private company.
R&I: Do you think that enables you to react more quickly?
Hank Greenberg: Absolutely. When we left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to run the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. We started with three people and now we have 3,500 and growing.
“I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.
R&I: You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t have been in the position it was in 2008 if you had still been there.
Hank Greenberg: Absolutely not. We had all the right things in place. We met with the financial services division once a day every day to make sure they stuck to what they were supposed to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my trial and said that if I’d been at the company, it would not have imploded the way it did.
R&I: And that fateful decision the AIG board made really affected the course of the country.
Hank Greenberg: So many people lost all of their net worth. The new management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the financial crisis blew up was grossly unfair.
From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a gross misuse of the Martin Act. It gives the Attorney General the power to investigate without probable cause and bring fraud charges without having to prove intent. Only in New York does the law grant the AG that much power.
R&I: It’s especially frustrating when you consider the quality of his own character, and the scandal he was involved in.
In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.
Hank Greenberg: Yes. And it’s been successive. Look at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the same thing. To me it demonstrates hypocrisy and abuse of power.
Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.
R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and still growing. As you continue to expand, how do you deal with the challenge of attracting talent?
Hank Greenberg: We did something last week.
On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.
Hank Greenberg: We have recruited from St. John’s for many, many years. These are young people who want to be in the insurance industry. They don’t get into it by accident. They study to become proficient in this and we have recruited some very qualified individuals from that school. But we also recruit from many other universities. On the investment side, outside of the insurance industry, we also recruit from Wall Street.
R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to use it.
Hank Greenberg: I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.
R&I: So as the pre-eminent leader of the insurance industry, what do you see in terms of where insurance is now an where it’s going?
Hank Greenberg: The country and the world will always need insurance. That doesn’t mean that what we have today is what we’re going to have 25 years from now.
How quickly the change comes and how far it will go will depend on individual companies and individual countries. Some will be more brave than others. But change will take place, there is no doubt about it.
More will go on in space, there is no question about that. We’re involved in it right now as an insurance company, and it will get broader.
One of the things you have to worry about is it’s now a nuclear world. It’s a more dangerous world. And again, we have to find some way to deal with that.
So, change is inevitable. You need people who can deal with change.
R&I: Is there anything else, Mr. Greenberg, you want to comment on?
Hank Greenberg: I think I’ve covered it. &
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