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Internal Audit 2015

Internal Audit 2015. Audit took place on 31.03.201 6 at Raildata office in Basel Participants: Edith Waldvogel, Raildata Luca Mariorenzi, Trenitalia Auditor Petr Č ervinka, CD Cargo Auditor. Raildata Audit 2015. Used / checked general documents:

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Internal Audit 2015

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  1. Internal Audit 2015 Audit took place on 31.03.2016at Raildata office in Basel Participants: Edith Waldvogel, Raildata Luca Mariorenzi, TrenitaliaAuditor Petr Červinka,CD Cargo Auditor

  2. Raildata Audit 2015 Used / checked general documents: • Delegation of signatory powers (by UIC director general, July 2013) • Members and Signature model (authorized signatures, 1.1.2015) • Accounting procedure (1.1.2014) • Procedure of handling invoices (26.6.2013) • Procedure of handling …of change request by IT supplier • Travel procedure (refund of travel costs, 15.6.2015) • Valid contracts and their list Checked 2015 accounting documents: • Lists of expenses and incomes • Invoices, bills (random check of some) • Bank account documents • Annual report by Cofime 2

  3. Raildata Audit 2015 • Accounting procedure: • In general OK • Recommendation: important documents (mainly invoices and contracts) need be scanned and kept also in electronic form (e.g. pdf). • Rule to be applied for documents arrived/issued from 1.1.2016 • We need to decide where to store the files safely • We need to update the Accounting procedure with this rule • Annual report: • Done by Cofime, received paper copies, one sent to UIC • RD will ask Cofime for electronic form of the report • Should be published on RD web, for GA members only 3

  4. Raildata Audit 2015 • Handling invoices procedure: • It should be updated to be general (not mention specific names) • Short annex to include name(s) of responsible person(s) for functional and technical check • Minor additional updates also required (e.g. Service support and Use-IT budgets do not exist anymore). • All 2015 invoices signed by RD Chairman and Vice-chairwoman 4

  5. Raildata Audit 2015 • Validity of procedures for projects: • Existing procedures are designed and apply for existing systems (ISR and Orfeus) or General assembly • But RD has new systems, e.g. CoReDa ordered and paid by other UIC units, not directly by RD members. • No rules for contracts/agreements/invoices issued by RD • AgreementforCoReDa is not real contract just sheet of costs • Procedures need be defined also for project initiatives committed by 3rd parties. 5

  6. Raildata Audit 2015 • Procedure of handling, acceptance and delivery of Change request by IT supplier: • Designedfor services of LUSISonly • Mixtureofinternal RD rules and conditionsfor LUSIS • Needs little changes (e.g. no more USe-IT) • For 2016 we will need to update the responsible persons (or use somegenerictermslike „Team Basel“) 6

  7. Raildata Audit 2015 • List of contracts: • Generally OK • Contracts are available (random checked) • Some contracts not in English • RD has no employmentcontracts • Content of the old detachment „contracts“ is very vague • Poor rights of RD in case of long term absence 7

  8. Raildata Audit 2015 • Staff management: • Procedure for staff management, required by Audit 2014, is missing still. The aim is to establish rules for: • people detached from „railways“ • hired consultants • Each person has another conditions (working hours, holidays) as per original company or per consultancy contract. • Evidence of work is through monthly sheets from each person (also hours split per project) • This procedure should also fix rules for presence in the office and worked hours. • Suggestion: add these conditions in overview of contracts. • Lessonsfromhiring of student? 8

  9. Raildata Audit 2015 • Travel procedure: • Requested by previous audit • New rules, applicable from 15th June 2015 • Twooptions: • a) refundsbased on UIC dailyrates (validsince 1.1.2002) • b) refundsofrealcostswithsomelimits • Recommendation: refundsofrealcosts to bepreferred 9

  10. Raildata Audit 2015 • Invoices: • A numberofrandomlychosenincoming invoices were checked . • The checked incoming invoices were coherent with internal and financial regulations (entry no, check against contract/contents, signed by chairman and vice-chairman, etc.) • Archiving is done from beginning (1995) • Outgoing invoices are signed by chairman and one more person 10

  11. Raildata Audit 2015 • Accounts: • Accounts seem to be done according to UIC regulation • Access to bank account is limited to RD authorized persons • All payments done via cheques or bank transfers • No credit cards and no cash reserve kept • Status of bank account on 23.2.2015 (end of booking for 2014): • 869 339,6 €(19339,6 € ataccount plus 850 000 € deposit) • Status of bank account on 27.02.2016 (end of booking for 2015):688 972,6 €(88972,6 € ataccount plus 600 000 € deposit) • Result was explained /proofed by coherent calculation and according to invoicing/bills. 11

  12. Raildata Audit 2015 • Pending Members payments: • ZS paid their fees for 2014 and 2013 during last year • ZS has not yet payed 2015 fees 49 844€ • RD sent letter to ZS 12

  13. Raildata Audit 2015 • Some invoices not yet received due to different reasons: • 45 300 € from 2014: (Lusis, SNCF, student) • 83 235€ from 2015: (Lusis, RNE, comp.centre, student) • We still expect incomes: • 49 844 € from ZS for 2015 fee • 62 400 € from UIC for CoReDa, last payment 13

  14. Raildata Audit 2015 • Overall situation: • Procedures are described and could be explained • All demanded documents could be found and explained easily • Financial procedures are described in “Accounting procedure” • Books seem be coherent to rules and invoices or bills • Bank account saldo at the end of the “budget” year is coherent with invoicing / payment status • Results: • Books are kept well • Accounts are kept well 14

  15. Raildata Audit 2015 • Remarks / Recommendations • Some documents require minor updates to reflect changes • Introduce an e-storage of important documents • Publish Annual report on the web (GA) • Create and include rules for management of projects committed by 3rd parties (e.g. CoReDa). • Establish staff management procedure (dedicated WG to propose to GA for approval) • Include known working hours, holidays and travel costs arrangements in the contracts overview. 15

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