About Internal Control Profession
The concept of internal control is a concept that goes back to the beginning of 1900's as a background. This journey, which started with financial controls, gained a different dimension with the COSO Internal Control Integrated Framework introduced by COSO in 1992. This document was revised in 2013 with regard to contemporary business practices and developments.
Since 1992, the definition of internal control in the COSO Integrated Framework has been adopted and adopted in terms of the practitioners of the internal control profession and the guarantors of internal control systems:
Internal control is a process that is affected by the management of an operator and other employees and provides reasonable assurance of achieving the following objectives:
On the other hand, if this definition is expressed differently, it will be more evident that our country is a very important institutional system for the very important needs of companies and public administrations:
Internal Control Institute's internal control; Processes and tools that enable organizations to achieve their strategic and operational goals and ultimately realize their missions and to reduce the risks to the objectives of the institutions that are designed with the aim of contributing to the clarification of roles, roles and responsibilities in the activities and strategies applied at all levels.
According to the COSO Model, the internal control consists of the Control Environment, Risk Assessment, Control Activities, Information and Communication and Monitoring components. It can be said that each component plays a very important role in the internal control system. A strong control environment is essential for a strong internal control system.
Internal control has emerged as a system and processes, implemented in many countries around the world in COSO model since 1992 and in different countries within different models in companies / public administrations. Turkey is based on the COSO model as a standard model for internal control applications in both public and private sectors.
Since there is a system of internal control, experts will be required to design, direct, monitor and report this system at the institutions.
Until ICI's inception, these functions were largely based on the consulting roles of quality management initiatives, capstone management specialists, financial controllers and internal auditors. On the other hand, a major and essential issue such as internal control, the lack of its own expertise, was a major shortcoming, and this shortcoming was removed with the establishment of ICI.
According to the ICI perspective, internal control is a special area of specialization that is related to them but different from other areas. Internal control specialists serve different titles in institutions, as internal control specialist, internal controller, internal control officer, internal control officer or internal control officer. ICI clearly defines the boundaries of the internal control profession with its core knowledge base on internal control profession, certificate programs and implementation models, and promotes and supports internal control as a profession.
Establishing and coordinating the internal control systems and processes requires a distinct expertise, as well as a clear relationship between internal control and internal control, which is the assurance group for the internal control system. Similarly, some activities carried out by quality experts or quality control specialists are related to internal control, while internal control differs from conceptual and implementation dimensions from these areas.
Internal control is a profession that has its own professional knowledge base, standards and practice models, requires different skills and constant professional development. The basic principles laid down by ICI have been transformed into CICS and CICP certifications and a model of professional competence and presented to internal control professionals.
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