Suchergebnisse

• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 35: Parmalat (Italy, 2003)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …course of a decade. Many analysts took to calling Parmalat “Europe’s Enron”. Indeed, the scandal was so massive that it compares to Enron, WorldCom and… …that its accounting principles were in line with established international accounting standards as well as Italian standards. Yet it appeared not to be… …originality and unique appeal of Parmalat milk soon made it very popular and business expanded to other parts of Italy. Parmalat tried to style itself as the… …“Coca-Cola of milk”. In 1990, Parmalat was listed on the Milan stock exchange – and Tanzi built it into an Italian powerhouse with operations in some… …discovered. The collapse: How it all happened But as Tanzi’s empire grew, so did the debts. Some of the best-known European and American bank… …network of offshore shell companies. Whereas at first, Parmalat did not conform to the usual profile of a risky enterprise, it now operated through a… …, the Isle of Man and Malta. In early December 2003, analysts began to raise questions about Parmalat’s liquidity when the company let it be… …known that it could not access about EUR 500 million in supposedly liquid funds held in an obscure Cayman Islands-registered investment fund called… …“Epicu- rum”. Parmalat soon shocked financial markets when it revealed that it was having trouble coming up with the money to make a EUR 150 million bond… …repayment even though it supposedly had billions in cash and cash equivalents. The scandal came to light with the revelation of a non-existent bank…

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• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 12: Enron (2001)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …become synonymous with corporate malfeasance. However, compared to other accounting frauds, the Enron fraud was very complicated; it involved many… …reports. They didn’t have to lie. All they had to do was to obfuscate it with sheer complexity – although they lied, too.” The impact of the fraud was… …far-reaching, to say the least. It led to the bankruptcy of the once high-flying energy company in late 2001, marking one of the biggest corporate failures in… …since October 1929”. Besides, the fraud ushered in a wave of prosecutions against white-collar crime at the highest levels of American business, and it… …originated a strong reaction (possibly an overreaction) from the regulatory bodies as well. Thus, it is of great importance to understand what actually… …business model: create a “gas bank” in which Enron would buy gas from a network of suppliers and sell it to customers, contractually guaranteeing both the… …outside the United States. The market endorsed Enron’s “new economy” business strategy. In 2000, Enron reported revenues of USD 101 billion, making it… …of these negative developments, it is quite astonishing that by the end of the year, Enron’s image was in tatters and its stock price had plummeted… …(primarily for the water and broadband businesses). It also disclosed a mysterious USD 1.2 billion reduction in shareholder equity, mainly as a result of the… …reversal of dealings with certain off-balance-sheet partnerships, called “the Raptors” (October 16). - Enron announced that it had changed plan…

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• eBook-Kapitel aus dem Buch Accounting Fraud

  Fraud Theories

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …Fraud Case Analysis: Lessons Learned 276 3.3 Fraud Theories 3.3.1 The Fraud Triangle Although it is common knowledge today that people… …may commit fraud, it is often not understood why they do it. Donald R. Cressey, one of the pioneers in fraud re- search, came to the conclusion that… …less rationalization it takes to motivate someone to commit a fraud. Likewise, the more dishonest a person is, the less opportunity or the less… …pressure it takes to motivate fraud. Fraud-fighters focus their preventive efforts primarily on only one of the three elements of the fraud triangle… …simply in the outcome. Scientists call this motivation the “ego challenge”: it relates to the sense of superiority over others and to the gratification… …obtained from the mastery of an exciting situation. It also reflects the pride of a professional “con artist”. Attitudes are the values and ethical… …honest all the time. Another 20% are basically dishonest, and about 60% are “situationally honest” (that is, honest where it pays to be honest and… …dishonest where it pays to be dishonest). However, most of the organizations are convinced that their executives are among the 20% who are honest. Unfortu-… …nately, quite frequently, this is not the case. Rationalization is how the fraudster justifies his inappropriate actions. In other words, it is the… …soon as we get over this financial difficulty.” – “Business is business. Everybody else does it.” Of course, there are countless other…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Company Culture is Worth the Cost

  Sergey Martynov

  …if it is not included in financial reports, and helps to generate value for a company: it should therefore be audited, just like all other company… …than those caused by unfair competition or mass- media hostility. First of all, it is important to understand that company culture is a distinctive… …guaranteeing success and in the effi- ciency of a business, for various reasons. Firstly, it results in increased employee loyalty towards the company. A… …salary increase. 2 Development of Company Culture While in some organisations company culture is created and grows spontaneously, in others it is… …beliefs, come from various different entities. In these situations it is extremely im- portant for the management to make an effort to rapidly develop a new… …can be positive, but the process of establishing a com- pany culture by example may take a long time. It is extremely important, however, for the… …in order for this to happen it must know how to satisfy the individual needs of its employees. The management must also know how to value its workers… …employees, who will cer- tainly not share or defend its values as a result. It is also extremely important to en- sure that there is a relationship between… …, and it is es- sential that each member of the team feels that he is sharing in the recognition for his work. The development of company culture is… …it: it is therefore a factor that should be taken into consideration by the internal audit, just like all other signifi- cant company processes…

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• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 6: Bausch & Lomb (1994)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …with a strong position in the optical products and eye-care sector. It was a leading manu- facturer of contact lenses and sunglasses, and it had charmed… …contact lenses, which were marketed to be worn for short intervals of several days. Bausch & Lomb had entered the disposable lens market late because it… …had not wanted to cannibalize existing product lines, and it wished to continue to maximize its traditional SVS sales. Unfortunately, during 1993, it… …optical practitioners. In September 1993, the CLD concluded a particularly aggressive promotion campaign whereby it sold its distributors a large amount… …estimates indicated that it might take some dis- tributors up to two years to sell the SVS lenses that CLD management was expect- Accounting Fraud in U.S… …US- GAAP, with respect to revenue recognition. Under GAAP, revenue should not be recognized in company statements until it is realized and earned… …date. The accounting scandal led to the departure of several CLD executives, and it severely tested inves- Accounting Fraud in U.S. Companies 53… …After the scheme was discovered, company management replaced all Hong Kong personnel that it held responsible for the fraud. There was no evidence that…

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• eBook-Kapitel aus dem Buch Prüfungsleitfaden BAIT

  Management der Beziehungen mit Zahlungsdienstnutzern

  Axel Becker

  …Zahlungsdienstnutzern“. Es stammt aus dem neuen Rundschreiben „Zah- lungsdiensteaufsichtliche Anforderungen an die IT von Zahlungs- und E- Geld-Instituten“ (ZAIT). Seine…
• eBook-Kapitel aus dem Buch 50 Jahre ZIR: Meilensteine der Internen Revision

  Ein Blick zurück in die Zukunft der IT-Revision

  Warum die IT-Revision schon immer wichtig war und heute unverzichtbar ist
  

  Prof. Dr. Matthias Knoll, Markus Bank

  …bestehende Produkte und Dienstleistungen um zusätzliche Funktionalitäten ergänzt. Die IT war dazu ein willkommenes Werkzeug. Zu Beginn 2… …, Apple, Facebook oder Google, basiert ausschließlich auf IT. Auch Telekommunikations- oder Finanzdienst- leistungsunternehmen sind in hohem Maß auf eine… …störungs- und unterbrechungsfreie IT ange- 1 Ein Trend, der bereits im ersten ZIR-Beitrag zum Thema klar herausgestellt wurde, vgl. Köhler/ Osterloh (1966)… …, S. 81 Ein Blick zurück in die Zukunft der IT-Revision Warum die IT-Revision schon immer wichtig war und heute unverzichtbar ist Die IT… …durchdringt immer mehr Lebensbereiche, Geschäftsprozesse und Produkte. Viele Unternehmen sind hochgradig von ihr abhängig und existieren nur, weil sie auf IT… …Lines of Defense“- Modells eine gleichermaßen professionelle IT-Revision. Der vorliegende Beitrag befasst sich ausgehend von den Anfängen der IT und… …dieser Zeit- schrift mit dem immer bedeutenderen Einsatz von IT und der Reaktion der Revision darauf. Anhand der veröffentlichten Beiträge und weiterer… …„Batch-Jobs“ verwaltet und verarbeitet. Sie besa- ßen eine überaus große Bedeutung, auch wenn durch die asynchrone Abarbeitung von „Aufträ- gen“ in der IT… …Client-Server-Systeme haben auch dem Mittelstand den Einsatz von IT, etwa in Form eines ERP- Systems, ermöglicht. 4 50 Jahre Moore‘s Law – Ein Grundsatz, der die… …IT-Branche seit 50 Jahren antreibt, in: www.zeit.de/digital/2015 – 04/ moorsches-gesetz-computerchip-50-jahre Ein Ausfall der IT, mitunter sogar nur ein…

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• eBook-Kapitel aus dem Buch Global Management Challenges for Internal Auditors

  Internal Audit Standards: Everything for Everybody

  Inta Ozolina

  …they should do it. We all know that the Standards are extensive, cover most key areas of internal audit profession and work. Even more – the… …the management and owners? I do not think so. Does it make the compliance for smaller audit teams very hard if not impossible to obtain? Yes, it does… …assessment because the requirements are just unrealistic, the Standards really lose their meaning. I think it is a high time to raise this discussion and…

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• eBook-Kapitel aus dem Buch IT-Compliance

  Outsourcing und IT-Compliance

  Dr. Michael Rath, Rainer Sponholz

  …Reifegrades der IT und die daraus resultierende Auslagerungsfähigkeit diskutiert, Maßnahmen zurMinderung der Abhängigkeit vom Auslagerungsunternehmen sowie der… …Verarbeitung personenbezogener Daten im Bereich des Datenschut- zes. 217 12.2 Reifegrad der IT und Auslagerungsfähigkeit 373 Siehe Kapitel 10.4… …Reifegradbe- stimmung ermöglichen. Es wird darauf verwiesen, dass der wachsende Reifegrad eine Akzeptanz der jeweiligen IT nach Standards wie COBIT, ITIL, ISO… …betreffen vor allem IT-Compliance-Anforderungen: – Ist der Reifegrad der IT ausreichend und diese auslagerungsfähig? – Wie kann die Abhängigkeit vom… …einen Kontroll- verlust verhindern? Die Antworten zu diesen Themenkomplexe werden in den folgenden Abschnit- ten vorgestellt. 12.2 Reifegrad der IT und… …IT-Compliance selbst (IT GRC Maturity Level), d.h. als Entwicklungsstand des (IT-)Compliance-Systems der Unternehmung373. – Zum anderen in Bezug auf den… …Reifegrad der IT, der es dem Unternehmen überhaupt ermöglicht, die regulatorischen Anforderungen tatsächlich zu er- füllen374. Der Reifegrad der IT selbst… …verschiedeneMindeststandards aufgeführt (u. a. ISO 27001, COSO, BAIT, NIST,PCI,DSSetc.). Der Reifegrad der IT zeigt, wie diese die Effizienz und Effektivität von Geschäfts-… …angesehen. Durch die Identifizierung der kritischen IT-Prozesse und IT-Kontrollen werden Lücken im Potenzial des Wertbeitrags der IT gegenüber dem Management… …Identifikation von Lücken ist wichtig, weil diese Lücken − oder der sich hier manifestierende mangelhafte Reifegrad der IT in Bezug auf die für das Geschäft…

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• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 7: Waste Management (1997)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …scandal that is far more than just a financial history lesson. It portrays a multiyear effort to inflate reported profits at Waste Management, Inc. (WMI)… …, using fraudulent accounting practices that allowed the company to hide about USD 1.7 billion in expenses from 1992 through part of 1997. It also… …client”. It indicated that WMI actively managed re- ported results, had a history of making significant fourth quarter adjustments, and was in an industry… …later described it as a “boondoggle”. Obviously lacking auditor independence, Andersen had too cozy a relationship with WMI. Eventually, Andersen… …Ander- sen’s willingness to bend on such issues was a result of the fees it was receiving from WMI. Andersen had actually quantified the misstatements and… …had annually presented company management with what it called “Proposed Adjusting Journal Entries” (PAJEs) to correct the misstatements. But WMI… …equipment”; then, it depreciated these costs over forty years) – avoided depreciation expenses on their garbage trucks by assigning unsup- ported and… …those assumptions, keeping the revi- sions hidden from the subsidiaries. “Keeping the process secret and centralizing it made it especially easy for top…

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