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公司合规报告

在早期的二十个世纪的美国部分大企业丑闻导致了巨大的经济损失，溶解了许多股东和大量投资者的信心。针对这些不幸事件的虚假财务报告，将通过法律、组织和委员会在努力防止再次发生。由于早期的丑闻，反对虚假财务报告委员会的发起组织委员会（COSO）成立于1985，最初创造形成企业内部控制整体框架研究报告。报告的修改完成1994”提出了内部控制的共同定义，提供了对内部控制制度进行评估和改进的框架。本报告符合标准的美国企业使用与[ 1977外国腐败通道评估其符合性]”（维基百科，2007）。后来在2001的公司丑闻，COSO新框架开发“这将是很容易使用的管理评估和提高他们的组织的企业风险管理” (COSO, 2007)。今天的COSO框架包括几个关键的概念和管理企业风险的八个组成部分。

Corporate Compliance Report

In the early years of the Twenty-first Century the United States economy was rocked in part by large corporate scandals that resulted in huge losses for many stockholders and dissolved much investor confidence. In response to these unfortunate incidents of fraudulent financial reporting, laws were passed and committees were organized in an effort to prevent them from happening again. Due to earlier scandals however, the Committee of Sponsoring Organizations of the Treadway Commission (COSO) was formed in 1985 to initially research and create a report on forming integrated frameworks of internal corporate control. The report's revised completion in 1994 'presented a common definition of internal control and provided a framework against which internal control systems can be assessed and improved. This report is the standard that U.S. companies use to evaluate their compliance with [the 1977 Foreign Corrupt Passages Act]' (Wikipedia, 2007). Amidst the later corporate scandals in 2001, COSO developed a new framework 'that would be readily usable by managements to evaluate and improve their organizations' enterprise risk management' (COSO, 2007). Today's COSO framework involves several key concepts and eight components for managing enterprise risk. These will be discussed throughout the following pages as part of a proposed plan to implement enterprise risk management (ERM) for small corporation named Laminated Board Manufacturing, Inc.

COSO Key Concepts

According to its web site, COSO maintains there are four key concepts regarding internal control's providing of reasonable assurance in achieving a company's objectives. The first is that 'Internal control is a process. It is a means to an end, not an end in itself.' Secondly, 'Internal control is effected by people. It's not merely policy manuals and forms, but people at every level of an organization.' Third, 'Internal control can be expected to provide only reasonable assurance, not absolute assurance, to an entity's management and board.' And lastly, 'Internal control is geared to the achievement of objectives in one or more separate but overlapping categories' (COSO, Key Concepts, 2005). These statements establish a realistic view of the limitations of COSO's recommended procedures and offer a reminder of the need for human diligence in auditing progress towards meeting objectives.

COSO Recommendations

Laminated Board Manufacturing, Inc. (LBM) is a small, but growing wood products company located in southern Oregon. In anticipation of much greater growth in the near future, LBM is seeking to better its enterprise risk management in part through implementing the COSO recommendations. While there are eight components to the COSO outline the Committee itself states that not all of them will function identically, and that their 'application in small and midsize entities … may be less formal and less structured' (COSO, 2007). COSO also states that its eight compon