Post on 14-Jan-2015
description
Recent Trends in Auditing
BY
Vinod.A (05B126)
Naveed (05B136)
Varun(05B125)
Yeshwanth(05B165)
Rajesh(05B181)
COST AUDIT
INTRODUCTION
“It is the detailed checking of the costing system, technique and accounts to verify their correctness and to ensure
adherence to the objective of cost accountancy.”
OVERVIEW India was the first country in South Asia (and perhaps in the
world) to make cost audit mandatory for some of its business sectors. The Institute of Cost and Works Accountants of India (ICWAI) refers to cost audit as an audit of efficiency of minute details of expenditure while the work is in progress and not a post-mortem examination.
Objectives of cost audit include the determination and control of cost together with providing data for making judgements and decisions on various matters, such as operational efficiency.
GOI has added industries involved in the manufacturing of plantation products together with the petroleum and telecommunication industries in 2002 to the list of industries requiring mandatory cost audits.
OBJECTIVES1. From the perspective of management: Cost audit detects errors, frauds and misappropriation and hence
enhances efficiency. 2. From the perspective of shareholders: Cost audit ensures that the valuation of closing stock and work-in-
progress are correct, hence helps in the computation of more accurate profit figures.
3. From the perspective of the government: To curb the profiteering by the manufacturing concerns and help in
the decision to provide tariff protection to any industry. 4. From the perspective of customers: Customers may obtain more benefit if the cost is reduced due to
effective control, implemented as a result of a cost audit. 5. From the perspective of cost accountants: Cost accountants, who are employees of a company, obtain a
share of all benefits derived by the company from a cost audit.
Financial Audit vs Cost Audit Financial Audit The Companies Act 1956, which has been amended several
times, and is now known as Companies (Amendment)/(Second Amendment) Act 2002 contains the detailed provisions concerning the preparation of annual accounts and reporting.
Cost Audit
A cost accountant offers to perform or perform services concerning the costing or pricing of goods and services or the preparation, verification or certification of cost accounting and related statements.
COST AUDIT PROGRAMME
The Cost Auditor should pay his attention to the following records:
Record of Materials Labour Records Record of Overhead Charges Depreciation Work-in-Progress Records Incomplete Records Stores and Spare Parts Records
TAX AUDIT
TAX AUDIT
TaxAuditor:role,qualifications & appointment
Section 44AB It was introduced by section 11 of the
Finance Act, 1984 with effect from 1st April, 1985.
Audit of the accounts of certain assesses.
OBJECTIVES OF TAX AUDIT To ensure that the books of account and other records
of the assessee are properly maintained. To ensure that the records faithfully reflect the
correct income of the tax-payer and claims for deduction are correctly made.
To facilitate administration by proper presentation of accounts before the tax authorities and to save Assessing Officer’s time in carrying out routine verification.
To ensure that the revenue authorities are provided with audited financial statements along with the relevant data and information for assessment.
Intricacies of tax audit
Section 44AB of the Income-tax Act provides for compulsory audit of accounts of certain persons carrying on business or profession.
Cases In the case of a business Every assessee whose total sales, turnover or gross
receipts for the previous year exceeds Rs. 40 lakhs has to get his accounts audited.
In the case of a profession Every assessee whose gross receipts for the previous
year exceed Rs.10 lakhs has to get his accounts audited.
Non-Applicability of Tax Audit
Tax Audit shall not apply to the person who derives income of the nature referred to in section 44B or section 44BBA, on or from the 1st day of April, 1985 or, as the case may be, the date on which the relevant section came into force, whichever is later. Moreover a person who is wholly outside the purview of Income-tax Act need not get his accounts audited u/s 44AB even though his total sales exceed Rs. 40 lakh. Eg: An agriculturist.
Compliance of conditions before acceptance of Tax Audit assignment A person defined as a chartered accountant
within the meaning of Chartered Accountant Act, 1949 and who hold a Certificate of Practice can perform tax audit u/s 44AB. An auditor is required to comply with the following conditions before acceptance of tax audit:
At the time of appointment a letter evidencing appointment shall be obtained by the auditor from
An individual himself in case of audit of an individual.
A partner in case of audit of a firm. A director, preferably with reference to a board
resolution in case of audit of a company.
A member of AOP in case of audit of AOP.
In the interest of both client and auditor, the auditor should send an engagement letter, preferably before the commencement of the engagement, to help avoid any misunderstandings with respect to the engagement. This is necessary since section 44AB does not specify the rights of the auditor. It has become mandatory from 2003-04.
In case where the previous year’s audit is conducted by any other auditor, then “No Objection Certificate (NOC)” to be obtained from the previous auditor before the acceptance of the tax audit assignment.
Furnishing of reports In all other cases, an audit report is to be
given in Form No. 3CB. The report in Form No. 3CA or 3CB is to be accompanied with Form No. 3CD.
For the purpose of section 44AB, an audit report is to be given in Form No. 3CA if the person carrying on business or profession is required to get his accounts audited under any other law.
In the audit report, the tax auditor has to express his opinion as to Whether or not the financial statements give a true and fair view of the profit or loss and the state of affairs (the auditor is required to state this where the accounts of the assessee have not been audited under any other law); and Whether or not the prescribed particulars contained in the statement annexed to the audit report are true and correct.
MANAGEMENT AUDIT
Objectives of Management Audit
Management audit is carried out to:
» Appraise the managerial performance at all levels;
»Spotlight the decisions or activities that are not in conformity
with organizational objectives;
» Ascertain that objectives are properly understood at all levels;
» Ascertain that controls provided at different levels are
adequate and effective in accomplishing management objectives or plans of operations;
» Evaluate plans which are projected actions to meet objectives;
» Review the company’s organisational structure, i.e..
assignment of duties and responsibilities and delegation of
authority.
1. Appraisal of Objectives.
Objectives are goals towards
which any function or organization is guided. Organizational
objectives should be referred to as primary objectives.
objective clause of the Memorandum of Association
details with primary objectives of an organization.
Functional objectives should be referred to as subordinate
objectives and are set for accomplishment of organizational
objectives. Management audit should consider the following
points for appraisal of company objectives and functional
objectives:
Company Objective.
These objectives are rather fixed targets, which are mentioned in the Memorandum of Association. These are not changed.
Objectives are clear and understandable;
Objectives are reasonable and properly’ reflect
company’s responsibility towards shareholders,
employees, community and Government;
Objectives are not changed frequently.
Functional Objective. The review of the management
audit can make substantial contribution in this area.
These objectives are set for accomplishment of company’s
objectives.
The objectives are clear and understandable.
The objectives are sufficiently divided and sub-divided.
as follows:
a. Output goal
b. System goal
c. Product characteristic goal
» The objectives are documented.
» The objectives are sufficiently communicated to proper
operating level.
»The objectives must be in proper balance with each
other.
»The objectives aid in motivating the persons engaged
in different Sections/departments.
2. Appraisal of Organizational Structure.
Organizational structure is a part of the means by which the
management controls the operations of an organization.
Assigi1ment of duties and responsibilities and delegation of
authority offers a very important area for review of
management audit. Following points should be noted in the
appraisal of organizational structure:
» The organizational structure is in harmony with objectives
of company, division, department or unit.
» The structure should provide for unity of command, i.e., a
person should not report to more than one supervisor.
» The structure clearly defines responsibility for every
management person in organization.
»The structure has proper balance, i.e., no function should be
excessively weak or excessively dominant
»The organizational structure should permit flexibility to suit to the changing conditions.
3. Appraisal of Planning Process and Plans.
Planning is an economic and motivational necessity. It is a beginning of the order. It provides basis for decision making.
It aims at designing tomorrow. It is a call for action.
Plans are the measures devised within the guidelines laid
down by policies, to attain an objective. » The planning process is efficient enough to anticipate trouble spots.
» The planning process existing in the organization capitalizes the abilities and ideas of individuals working in the organization.
4 Appraisal of Control.
Control assures attainment of objective. It compels events
to conform to plans. There are two important aspects of
control:
» Measurement of accomplishment against standard; and
» Correction of deviations.
In this area, the activities of management audit should be
directed to determine whether controls provided are adequate
and are providing effectively for accomplishment of
management objectives and plans of operation. The auditor
examines and reports directly on control involved in various
spheres.
5. Appraisal of Organizational Functions.
Management audit is not confined to critical appraisal of
management functions alone (i.e., Planning, Organization
and Control, etc. It has to be subject to its review
organizational functions (i.e., Production, Distribution,
Personnel, etc.) Management functions influence
organizational functions. Planning is a management function
and production is an organizational function. This explains the basic attitude of management audit.
A. Appraisal of Production
For appraisal of production, management will have to
review a number of activities like:
a. Buying,
b. Planning,
b. Processes,
d. Storage and
e. Inspection.
» Management auditor should see that purchase of right
specifications in the right quantities are made at the right
time and at the right place. The emphasis will be to
review the methods, procedures and routines followed
determine ‘right specifications’, ‘right time’ and ‘right
place, etc.
» Optimum utilization of available capacity is ensured by
the organizational procedures.
»Procedures related to inventory control would be
thoroughly scrutinized to spotlight the areas for
improvement. Control techniques used to avoid
disproportionate amount being used in inventory are
A. Appraisal of Purchase Function
Following points are taken care of:
a. Organization of purchase function.
b. Purchase policy should be seen, collating the various clauses.
c. It should be examined whether purchase Procedure
necessitates that the purchase requirements should be
dependent on production schedule and level of inventories.
d. Does the company ensure regular and dependable supplier?
f. How is latest market information collected?
g. Are the prices properly analyzed?
B. The Appraisal of Distribution
i. Sales Records.
ii. Sales policy
iii. Service to customer
iv. Publicity.
Accounts and Finance. Here management auditor should not
criticize the technical accountancy of the company: That is the
subject of financial auditor. Management auditor may point
out, if necessary, statistical information, which may have
bearing on decision-making in the organization. Following
points are of concern to management au4itor in this area:
» Adequacy and effectiveness of financial analysis being
submitted by management
» Adequacy and efficacy of procedures and practices
followed in cost accounting department, i.e., methods of
collecting material cost, labor cost, overhead, operation of
budgetary control, standard costing and reporting of variances.
» Adequacy and efficiency of management information system.
» Adequacy of internal audit procedures.
» Methodology adopted for financial proposal, investment plans and project decisions.
Legal and Secretarial Practice.
Here management auditor critically reviews the system relating to office organization. An effort will be made to determine whether the activities and routines related to handling of correspondence, filing system, telephone, telex and messenger service, etc, are carried out in simplest and most effective manner. Main concern management auditor in this area remains focused on appraisal of systems in vogue. Personnel and Industrial Relations. This function has
assumed a lot of importance in recent years. Following
activities are primarily studied:
» Employment and discharge, personnel records and works
Management,internal welfare and external welfare