2010Annual Report - Schneider Electric CZ, s.r.o.
2010Annual Report - Schneider Electric CZ, s.r.o.
2010Annual Report - Schneider Electric CZ, s.r.o.
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5. Control procedures<br />
This section describes specifi c measures taken in 2010 to improve<br />
the Group’s control system.<br />
5.1. Operating units<br />
For internal control to be effective, everyone involved must<br />
understand and continuously implement the Group’s general<br />
guidelines and the Key Internal Controls.<br />
Training programs on the Key Internal Controls continued in all<br />
Operating Divisions in 2010. The operating units, trained by the<br />
Division to which they belong, carried out self-assessments in<br />
compliance with the Key Internal Controls governing their scope<br />
of operations.<br />
The self-assessments conducted during the 2010 campaign<br />
covered 90% of consolidated revenue and made it possible to<br />
defi ne improvement plans in the operating units, when necessary.<br />
The ultimate goal is that these evaluations should cover 80% of<br />
consolidated revenue each year.<br />
The self-assessments are conducted in the units by each process<br />
manager. Practices corresponding to the Key Internal Controls are<br />
described and performance is rated on a scale of 1 (non compliance)<br />
to 4 (very good).<br />
For all responses below 3 (compliance) on the scale, an action plan<br />
is defi ned and implemented to achieve compliance. These action<br />
plans are listed in the self-assessment report.<br />
The unit’s fi nancial manager conducts a critical review of the selfassessments<br />
by process, and certifi es the quality of the overall<br />
results.<br />
5.2. Operating Divisions and business<br />
To control the reliability of the financial statements and the<br />
alignment of performance with set targets, the Group relies on<br />
Senior Management’s quarterly review process and procedures<br />
carried out by the Management Control and Accounting Unit to<br />
control the quality of accounting data provided by consolidated<br />
units (see “Internal Control organisation and Management – Senior<br />
Management” and “Internal control procedures governing the<br />
production and processing of accounting and fi nancial information”).<br />
In 2010, the Operating Divisions continued to provide training for<br />
the operating units and received these units’ internal control selfassessments.<br />
After analysing the results, improvement plans were<br />
developed either for certain units or for certain Key Internal Controls<br />
at the Division level.<br />
The Division internal controllers conducted on-site missions to verify<br />
the reliability of the internal control self-assessments.<br />
5.3. Global Functions<br />
CORPORATE GOVERNANCE<br />
INTERNAL CONTROL AND RISK MANAGEMENT<br />
In 2010, the Global Functions continued to set guidelines, issue<br />
instructions and provide support.<br />
During the year:<br />
• the Information Process Organisation Department steers and<br />
coordinates the formulation and implementation “process One”;<br />
• the Risk Solutions Management Department, set up in 2010,<br />
defi nes and implements principles and applications designed to<br />
manage these risks;<br />
• the Security Department developed an application centralising all<br />
Business Continuity Plans, as well as a specialised application for<br />
crisis management at country or Group level. It is used whenever<br />
SEECC (<strong>Schneider</strong> <strong>Electric</strong> – Emergency Coordination Center) is<br />
called upon;<br />
• the IT Systems Security Department developed skills for auditing<br />
the security of IT systems, and conducted its fi rst audits, which<br />
resulted in recommendations and the formulation of remedial<br />
action plans;<br />
• the Corporate Treasury Center deployed the global payment<br />
system developed in 2009 in more than 30 European subsidiaries,<br />
in accordance with a rollout plan that will continue in 2011 and<br />
2012.<br />
5.4. Internal Control Department<br />
In 2010, Internal Control continued to deploy the Key Internal<br />
Controls – training and requests for self-assessments – throughout<br />
the Operating Divisions, with the scope extended to cover new units:<br />
50% of the weaknesses identifi ed during the 2010 campaign were<br />
deemed settled in 2010.<br />
By the end of 2010, Internal Control self-assessments had been<br />
received and analysed, allowing the identifi cation of areas needing<br />
work in 2011 as part of the process of continuous improvement.<br />
In addition to the analysis and action plans initiated by the Entities<br />
and Operating Divisions, similar work is being carried out in the<br />
Global Functions. On the basis of the results obtained in their fi eld,<br />
the various functions defi ne and implement improvement actions<br />
as needed.<br />
In the meantime, the list of Key Internal Controls continues to grow.<br />
In 2010, work aimed at adjusting the self-assessment questionnaires<br />
in line with the organisational principles of the One program continue.<br />
5.5. Internal Audit Department<br />
In addition to fi ne-tuning the general risk matrix and performing<br />
audits to ensure these risks are managed properly, the Internal Audit<br />
Department:<br />
• monitors and reviews the way that Key Internal Controls are<br />
applied;<br />
• critically reviews the audited unit’s internal control self-assessment<br />
and related action plans.<br />
2010 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 135<br />
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