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The COSO internal control integrated framework principles outline the characteristics of an
effective system of internal controls designed to assess information security. It is organized as
five components comprised of 17 principles total.
risks specific to the company itself before 9. Identify and analyze changes that could
trying to analyze and outline potential significantly affect internal controls
management of risk.
Control Activities
Setting and following solid policies and 10. Select and develop control activities that
procedures−based on risk factors, rules, mitigate risks
regulations and experience−help ensure that 11. Select and develop technology controls
there are appropriate preventive actions and 12. Deploy control activities through policies
responses in place for any variation from the and procedures
norm.
Monitoring
16. Perform ongoing or periodic evaluations of
In addition to regularly scheduled audits and
internal controls (or a combination of the
auditor’s reports, it is important to continually
two)
monitor internal controls to root out and
17. Communicate internal control
correct inconsistencies and issues right
deficiencies
away.
Table showing the COSO Framework Principles organized according to the five main
components.
Let’s take a look at how these principles can work on a more practical level and how it benefits
your organization.
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Risk Assessment and Management – What challenges does your brand face? Depending on
your business model and industry, you could face risks from outside sources, ranging from
cyber attacks and data theft to the loss of proprietary information, formulas and processes.
You could also face significant compliance and regulatory risk; brands in healthcare,
manufacturing, and development all face industry-specific risks. Discovering risks is just the
beginning; this component also includes analysis and solutions and implementing changes
that mitigate risk and prevent losses.
Control Activities – A robust plan to ensure business continuity in the event of an emergency,
coupled with a proactive approach to security and upgrades ensures your control activities
align with your mission and goals. The better your policies are at outlining your rules and
expectations, the more successful your organization will be when it comes to control
activities.
Information & Communication – What factors, responsibilities and roles do you outsource,
and how well are these external resources managed. The information you share and the way
you convey it have a huge impact on your ability to properly and effectively outsource
important initiatives and tasks. Evaluating how well you are communicating and how well
your needs are being met ensures your money is being spent wisely and that you are getting
the best possible ROI for your outsourcing investments.
Monitoring – Establishing the conditions you want to work in and the policies your team
needs to use is an ideal start, but unless you monitor and evaluate your processes you won’t
be able to keep up with the changes. Ongoing monitoring can help discover inefficiencies and
deficiencies and allow you to take action and keep your organization on track.
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helps your organization to build and maintain controls that are present, effective, and well-
implemented cfor greater reliability, relevance, and timeliness. This is especially true when it
comes to the emerging demands related to ESG (Environmental, Social, and Governance)
performance and its impact on long-term value.
When taken as a whole, internal controls based on the COSO framework principles offer a
reasonable level of assurance that the company is conducting its business morally, openly, and
in conformity with accepted industry norms.
Internal control is not only a theory, idea, form, point in a manual, or policy. It is also a
reflection of the people−and certainly affected by the people−using a particular system
regularly.
Internal control is not an absolute and only offers reasonable assurance to an entity’s
governing body.
Internal control may cover one or more categories, whether distinctly separate or
overlapping.
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David Dunkelberger
During his 25-year career, David has successfully delivered
assurance, business advisory and investigative services to the
financial institutions industry, primarily commercial banks and
insurance companies. Additionally, he possesses solid
competencies in risk-based auditing and internal control
evaluation, and has generated significant cost savings for clients
engaged in Sarbanes-Oxley compliance. He has held senior
positions in both public accounting and private industry.
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