Cost and Management Audit: The Institute of Cost Accountants of India

Final
Cost and
Management Audit
Paper
17
The Institute of Cost Accountants of India
Statutory Body under an Act of Parliament
www.icmai.in
About the Institute
T
he Institute of Cost Accountants of India is a Statutory Body set up under an Act of Parliament in the
year 1959. The Institute as a part of its obligation, regulates the profession of Cost and Management
Accountancy, enrols students for its courses, provides coaching facilities to the students, organizes
professional development programmes for the members and undertakes research programmes in
the ield of Cost and Management Accountancy. The Institute pursues the vision of cost competitiveness, cost
management, ef icient use of resources and structured approach to cost accounting as the key drivers of the
profession.
With the current emphasis on management of resources, the specialized knowledge of evaluating operating
ef iciency and strategic management the professionals are known as ''Cost and Management Accountants
(CMAs)''. The Institute is the 2ⁿ largest Cost & Management Accounting body in the world and the largest in
Asia, having more than 5,00,000 students and 90,000 members all over the globe. The Institute operates
through four regional councils at Kolkata, Delhi, Mumbai and Chennai and 113 Chapters situated at important
cities in the country as well as 11 Overseas Centres, headquartered at Kolkata. It is under the administrative
control of the Ministry of Corporate Aﬀairs, Government of India.
Vision Statement
T he Institute of Cost Accountants of India would be the preferred source of resources and
professionals for the inancial leadership of enterprises globally.”
Mission Statement
T he Cost and Management Accountant professionals would ethically drive enterprises globally by
creating value to stakeholders in the socio-economic context through competencies drawn from
the integration of strategy, management and accounting.”
Motto
From ignorance, lead me to truth

From darkness, lead me to light
From death, lead me to immortality
Peace, Peace, Peace
Cover Image Source: https://www.istockphoto.com
Behind Every Successful Business Decision, there is always a CMA

FINAL
Paper 17
Cost and Management Audit

Study Notes
SYLLABUS 2022

CMA Bhawan, 12, Sudder Street, Kolkata - 700 016
www.icmai.in
First Edition : August 2022
Price: ` 700.00
Published by :
Directorate of Studies
CMA Bhawan, 12, Sudder Street, Kolkata - 700 016
studies@icmai.in
Printed at :
M/s. Print Plus Pvt. Ltd.

212, Swastik Chambers
S. T. Road, Chembur
Mumbai - 400 071
Copyright of these Study Notes is reserved by the Institute of Cost Accountants of India and prior permission
from the Institute is necessary for reproduction of the whole or any part thereof.
Copyright © 2022 by The Institute of Cost Accountants of India
PAPER 17: COST AND MANAGEMENT AUDIT
Syllabus Structure:
The syllabus in this paper comprises the following topics and study weightage:
Module No. Module Description Weight

Section A: Cost Audit 50%
1 Basics of Cost Audit 5%
2 Companies (Cost Records and Audit) Rules, 2014 (as amended) 10%
3 Cost Auditor 10%
4 Overview of Cost Accounting Standards and GACAP
10%
5 Cost Auditing and Assurance Standards
6 Cost Audit Programme 5%
7 Cost Audit Documentation, Audit Process and Execution 5%
8 Preparation and Filing of Cost Audit Report 5%
Section B: Management Audit 25%
9 Basics of Management Audit 5%
10 Management Reporting Issues and Analysis 5%
11 Management Audit in Different Functions 5%
12 Evaluation of Corporate Image 5%
13 Information Systems Security Audit 5%
Section C: Internal Control, Internal Audit, Operational Audit and Other Related Issues 15%
14 Internal Control and Internal Audit 5%
15 Operational Audit and Internal Audit under Companies Act, 2013 5%
16 Audit of Different Service Organisations 5%
Section D: Forensic Audit and Anti-Money Laundering 10%
17 Forensic Audit 5%
18 Anti-Money Laundering 5%
D
C 10%
15%
A
50%
B
25%
Learning Engironment
Subject Title COST AND MANAGEMENT AUDIT
Subject Code CMAD
Paper No. 17
Course The subject Cost and Management Audit deals with the following four key areas: i) Cost Audit, ii)
Description Management Audit, iii) Internal Control, Internal Audit, Operational Audit and Other Related Issues
and iv) Forensic Audit and Anti-Money Laundering. It provides a thorough understanding of various
contemporary issues related to Cost and Management Audit with detailed coverage on Cost Accounting
Standards and Cost Auditing Standards issued by Cost Accounting Standards Board(CASB) and Cost
Auditing and Assurance Standards Board (CAASB) respectively. It also provides a detailed coverage
on various Management Reporting issues and analysis, evaluation of Internal Control, role of CMA’s in
Management Audit, Internal Audit and Operational Audit. In addition to the above, the subject provides an
overview of the techniques of Forensic Audit and international standards on combating Money Laundering.
CMA Course 1. Interpret and appreciate emerging national and global concerns affecting organizations and be in a
Learning state of readiness for business management.
Objectives a. Identify emerging national and global forces responsible for enhanced/varied business
(CMLOs) challenges.
b. Assess how far these forces pose threats to the status-quo and creating new opportunities.
c. Find out ways and means to convert challenges into opportunities
2. Acquire skill sets for critical thinking, analyses and evaluations, comprehension, syntheses, and
applications for optimization of sustainable goals.
a. Be equipped with the appropriate tools for analyses of business risks and hurdles.
b. Learn to apply tools and systems for evaluation of decision alternatives with a 360-degree
approach.
c. Develop solutions through critical thinking to optimize sustainable goals.
3. Develop an understanding of strategic, financial, cost and risk-enabled performance management in
a dynamic business environment.
a. Study the impacts of dynamic business environment on existing business strategies.
b. Learn to adopt, adapt and innovate financial, cost and operating strategies to cope up with the
dynamic business environment.
c. Come up with strategies and tactics that create sustainable competitive advantages.
4. Learn to design the optimal approach for management of legal, institutional, regulatory and ESG
frameworks, stakeholders’ dynamics; monitoring, control, and reporting with application-oriented
knowledge.
a. Develop an understanding of the legal, institutional and regulatory and ESG frameworks within
which a firm operates.
b. Learn to articulate optimal responses to the changes in the above frameworks.
c. Appreciate stakeholders’ dynamics and expectations, and develop appropriate reporting
mechanisms to address their concerns.
5. Prepare to adopt an integrated cross functional approach for decision management and execution
with cost leadership, optimized value creations and deliveries.
a. Acquire knowledge of cross functional tools for decision management.
b. Take an industry specific approach towards cost optimization, and control to achieve sustainable
cost leadership.
c. Attain exclusive knowledge of data science and engineering to analyze and create value.
Subject A. Cost Audit
Learning
1. To gain in-depth knowledge about the statutory provisions of Companies (Cost Records and Audit
Objectives
Rules) to ensure adherence to the regulations in conducting cost audit. (CMLO 4a, b)
[SLOB(s)]
2. To develop detail understanding on preparation of Cost Audit Programme. (CMLO 4b)
3. To develop detail understanding of Cost Accounting and Auditing Standards to ensure appropriate
evaluation of cost records maintained. (CMLO 4a, b)
4. To focus on basic cost information, appropriately computed cost centre wise, system-based cost data
support for decision-making processes. (CMLO 5a)
B. Management Audit
5. To obtain in-depth knowledge about management audit processes to identify the scope of
improvement at various functional areas of the organisation. (CMLO 2a, b)
6. To develop detail understanding about management reporting system to facilitate preparation of
reliable reports which will ensure accurate data driven cost effective decisions and will build brand
image. (CMLO 5b)
7. To develop adequate knowledge on information system, its security framework to evaluate whether
information systems are safeguarding corporate assets, and maintaining the integrity of stored and
communicated data. (CMLO 3c)
C. Internal Control, Internal Audit, Operational Audit and Other Related Issues
8. To obtain a detail understanding of the scope and structure of internal control to conduct an evaluation
of the same to identify the root causes of inadequacies and thereby recommend appropriate corrective
actions. (CMLO 3a, c)
9. To obtain in-depth knowledge about the existing regulatory framework for internal and operational
audit to conduct effective audit procedure in organisations. (CMLO 4a, b)
10. To develop detail understanding of the audit procedure in various service organisations with an
objective to facilitate risk-based performance management and maximisation of value creation or
minimisation of value destruction. (CMLO 1a, b)
D. Forensic Audit and Anti-Money Laundering
11. To develop detail understanding of the financial forensics and forensic audit techniques to identify
the scope left for committing frauds and recommend appropriate corrective actions. (CMLO 2a, b)
12. To understand international standards on combating money laundering and provide guidance to
prevent and control money laundering transactions in the business operations. (CMLO 2c)
Subject A. Cost Audit
Learning SLOCs:
Outcome
[SLOC(s)] and 1. Students will be able to guide the management in maintaining appropriate cost accounting records to
Application ensure adherence to existing regulations.
Skill [APS] 2. Students will be able to prepare effective cost audit programme with due consideration to the
regulatory requirements relating cost audit after elaborately identifying the scope of audit in a given
assignment.
APSs:
1. They will develop appropriate skills to maintain Cost Records as per Statutory Regulations and
Generally Accepted Cost Accounting Principles.
2. They will be skilled to draft Cost Audit Programme and Cost Audit report with accuracy and fairness.
B. Management Audit
SLOCs:
1. Students will be able to effectively guide a management audit process to identify inadequacies in
various functional areas and recommend possible means to rectify them.
2. Students will be able to guide an information system audit and identify possible threats due to system
inadequacies.
APSs:
1. Students will develop necessary skills to conduct management audit procedures at various functional
areas of the organisation.
C. Internal Control, Internal Audit, Operational Audit and Other Related Issues
SLOCs:
1. Students will be able to guide the management in ensuring regulatory compliance relating to internal
control and audit.
2. Students will be able to guide an internal control evaluation process to identify the root causes of
inadequacies and thereby recommend appropriate corrective actions.
APSs:
1. Students will be able to develop appropriate skills to conduct an all-round evaluation of the internal
control system of the organisation.
2. They will be able to prepare detail audit programme with due consideration to the industry concerned.
D. Forensic Audit and Anti-Money Laundering
SLOCs:
1. Students will learn to identify organised financial frauds through application of various techniques.
2. Students will be able to identify non-adherence to financial regulations resulting into money
laundering cases and thereby guide the management in avoiding such instances.
APSs:
1. Students will be able to equip themselves with necessary skills for detection of financial frauds and
money laundering instances and guide the management in devising appropriate measures to avoid the
same.
Module wise Mapping of SLOB(s)
Module Additional Resources (Research articles, books,

Topics SLOB Mapped
No. case studies, blogs etc.)
Section A: Cost Audit

1 Basics of Cost Audit 1. Cost and Management Audit - CMA Abhishek 1. To gain in-depth knowledge
2 Companies (Cost Jain, Himalaya Publishing House about the statutory provisions of
Records and Audit) Companies (Cost Records and
2. Cost Audit and Management Audit - Saxena & Audit) Rules to ensure adherence
Rules, 2014 (as
Vashist, Sultan Chand Publishers to the regulations in conducting
amended)
cost audit.
3 Cost Auditor 3. The Institute of Cost Accountants of India’s
4 Overview of Publication relating to Cost Accounting Record 2. To develop detail understanding
Cost Accounting Rules, The Institute of Cost Accountants of of Cost Accounting and Auditing
Standards and India’s Publication Standards to ensure appropriate
GACAP evaluation of cost records
4. Practical Guide to Cost Accounting Records and
5 Cost Auditing and maintained.
Cost Audit – CMA Kunal Banerjee, Taxmann
Assurance Standards
6 Cost Audit 5. Cost Audit and Management Audit - A.R. 1. To develop detail
Programme Ramanathan, Tata McGraw – Hill understanding on preparation
of Cost Audit Programme.
6. Guide to Cost Accounting Records and Cost
7 Cost Audit Audit - Srinivasan Anand G, Taxmann 1. To gain in-depth knowledge
Documentation, about the statutory provisions
Audit Process and of Companies (Cost Records
Execution and Audit) Rules to ensure
8 Preparation and adherence to the regulations
Filing of Cost Audit in conducting cost audit.
Report
2.
To develop detail
understanding of Cost
Accounting and Auditing
Standards to ensure
appropriate evaluation of cost
records maintained.
3. To focus on basic cost

information, appropriately
computed cost centre wise,
system-based cost data
support for decision-making
processes.
Section B: Management Audit
9 Basics of 1. Cost and Management Audit - CMA Abhishek To obtain in-depth knowledge
Management Audit Jain, Himalaya Publishing House about management audit
processes to identify the scope of
2. Cost Audit and Management Audit - Saxena & improvement at various functional
Vashist, Sultan Chand Publishers areas of the organisation.
10 Management 3. Cost Audit and Management Audit - A.R. To develop detail understanding
Reporting Issues and Ramanathan, Tata McGraw – Hill about management reporting
Analysis system to facilitate preparation of
4. Management Audit - Dr. Mahesh Kulkarni, Dr. reliable reports which will ensure
Suhas Mahajan, Nirali Prakashan accurate data driven cost effective
decisions and will build brand
5. The Management Audit – Leonard image.
11 Management 6. Efficiency Auditing - WaIley, Macmillan To obtain in-depth knowledge
Audit of Different Publishers about management audit
Functions processes to identify the scope of
improvement at various functional
areas of the organisation.
12 Evaluation of To develop detail understanding
Corporate Image about management reporting
system to facilitate preparation of
reliable reports which will ensure
accurate data driven cost effective
decisions and will build brand
image.
13 Information Systems To develop adequate knowledge
Security Audit on information system, its
security framework to evaluate
whether information systems are
safeguarding corporate assets, and
maintaining the integrity of stored
and communicated data.
Section C: Internal Control, Internal Audit, Operational Audit and Other Related Issues
14 Internal Control and 1. Handbook on Internal Audit - CA Kamal Garg, To obtain a detail understanding of
Internal Audit Bharat’s the scope and structure of internal
control to conduct an evaluation
2. Internal Audit Assurance: Governance, Risk and
of the same to identify the root
Control - Deepjee Singhal, CCH India
causes of inadequacies and
3. Auditor’s Practice Manual - Kamal Garg, Bharat thereby recommend appropriate
Law House Pvt Ltd corrective actions.
15 Operational Audit 4. Auditing Principles and Practice - Ravinder To obtain in-depth knowledge
and Internal Audit Kumar and Virender Sharma, PHI about the existing regulatory
under Companies framework for internal and
Act, 2013 operational audit to conduct
effective audit procedure in
organisations.
16 Audit of To develop detail understanding
Different Service of the audit procedure in various
Organisations service organisations with an
objective to facilitate risk-based
performance management and
maximisation of value creation or
minimisation of value destruction.
Section D: Forensic Audit and Anti-Money Laundering
17 Forensic Audit 1. Forensic Audit Decoded - G.C. Pipara, Taxmann To develop detail understanding of
the financial forensics and forensic
2. Forensic Audit - CA Kamal Garg, Bharat Law
audit techniques to identify the
House Pvt Ltd
scope left for committing frauds
3. Essentials of Forensic Accounting - Michael A. and recommend appropriate
Crain, William S. Hopwood, Carl Pacini, George corrective actions.
18 Anti-Money R. Young To understand international
Laundering 4. Forensic Audit – The Institute of Cost standards on combating money
Accountants of India’s Publication, Kolkata laundering and provide guidance
to prevent and control money
5. Case Studies in Forensic Accounting and Fraud laundering transactions in the
Auditing - D. Larry Crumbley, Wilson A. business operations.
LaGraize, Christopher E. Peters, CCH Inc.
6. IT Auditing Using Controls to Protect
Information Assets - Davis Chris, McGraw –
Education
7. Commentary on Law on Oral and Documentary
Evidence - Field C D, Delhi Law House
8. Cyber Security - Godbole Nina, Wiley
9. The Modern Law of Evidence - Keane Adrian,
OUP, UK
10. Forensic Analytics: Methods and Techniques for
Forensic Accounting Investigations - Mark J.
Nigrini, John Wiley & Sons.
11. Accounting: What the World’s Best Forensic
Accountants and Auditors Know About Forensic
Accounting and Auditing – That You Don’t -
Greg Shields, Bravex Publications
12. Forensic Accounting for Dummies - Shraibman
and Sampath
Contents as per Syllabus
SECTION A: COST AUDIT 01 - 390
Module 1. Basics of Cost Audit 01 - 12
1.1 Nature and Scope of Cost Audit
1.2 Genesis of Cost Audit
1.3 Objectives of Cost Audit
1.4 Utility and Advantage of Cost Audit
1.5 Cost Accounting Standards
Module 2. Companies (Cost Records and Audit) Rules, 2014 (as amended) 13 - 92
2.1 Companies (Cost Records and Audit) Rules, 2014 (as amended)
Module 3. Cost Auditor 93 - 120

3.1 Definition
3.2 Cost Auditor’s Eligibility, Qualifications, Disqualifications, Appointment, Registration,
Rotation, Remuneration, Removal, Rights and Duties, Liabilities
3.3 Professional Ethics
3.4 Duties of a Cost Auditor to Report Fraud - Section 143 of the Companies Act 2013
3.5 Punishment for Fraud (Section 447 of the Companies Act, 2013)
3.6 Punishment for False Statement (Section 448 of the Companies Act, 2013)
Module 4. Overview of Cost Accounting Standards and GACAP 121 - 288

4.2 Guidance Notes on Cost Accounting Standards
4.3 Generally Accepted Cost Accounting Principles (GACAP)
Module 5. Cost Auditing and Assurance Standards 289 - 320
5.1 Cost Auditing Standards - Overview
Module 6. Cost AuditProgramme 321 - 362

6.1 Introduction
6.2 Factors in Planning Cost Audit Assignment
6.3 Cost Audit Programme
Module 7. Cost Audit Documentation, Audit Process and Execution 363 - 372
7.1 Cost Audit Documentation
7.2 Audit Process
7.3 Practical Steps of Audit Process
Module 8. Preparation and Filing of Cost Audit Report 373 - 390

8.1 Introduction
8.2 Critical Elements of Cost Audit Report and Related Evidences (Physical and Digital)
8.3 Qualified Audit Report
8.4 Adverse Audit Report
8.5 Filing of Cost Audit Report to MCA in XBRL Format (as per TAXONOMY)
SECTION - B: MANAGEMENT AUDIT 391 - 576
Module 9. Basics of Management Audit 391 - 418

9.1 Definition
9.2 Nature and Scope
9.3 Need for Management Audit and Reporting
9.4 Audit of Management Process and Functions
9.5 Establishing Reliability of Information
9.6 Role of CMAs in Management Audit
Module 10. Management Reporting Issues and Analysis 419 - 474

10.1 Introduction
10.2 Performance Analysis
10.3 Capacity Utilisation Analysis
10.4 Productivity and Efficiency Analysis
10.5 Utilities and Energy Efficiency Analysis
10.6 Key Costs and Contricbution Analysis
10.7 Probability Analysis
10.8 Working Capital and Liquidity Management Analysis
10.9 Manpower Analysis
10.10 Other Areas Suggested to be covered in the Report on Performance Analysis
10.11 Management Accounting Tools
Module 11. Management Audit in Different Functions 475 - 516

11.1 Corporate Objectives and Culture
11.2 Corporate Services Audit
11.3 Corporate Development Audit
11.4 Evaluation of Personnel Development
11.5 Consumer Services Audit
11.6 Audit of Environmental Pollution Control
11.7 Audit of Energy and Utilities-Generation and Consumption
11.8 Productivity Audit / Efficiency Audit
11.9 Propriety Audit
11.10 Corporate Social Responsibility (CSR) Audit
11.11 Social Cost-Benefit Analysis Audit
Module 12. Evaluation of Corporate Image 517 - 544

12.1 Introduction
12.2 Audit Checks of Different Managerial Functions
12.3 Audit Checks of Various Corporate Divisions/Departments
12.4 ESG Audit
Module 13. Informatin Systems Security Audit 545 - 576

13.1 Overviews
13.2 Compliance and Security Framework
13.3 Cyber Security and Cyber Forensics
13.4 IT Audit in Banking Sector
ECTION - C: INTERNAL CONTROL, INTERNAL AUDIT, OPERATIONAL

S
AUDIT AND OTHER RELATED ISSUES 577 - 676
Module 14. Internal Control and Internal Audit 577 - 600

14.1 Internal Control-Concept
14.2 Internal Control and the Auditor
14.3 Internal Auditing – Evolution of the Profession
Module 15. Operatinal Audit and Internal Audit under Companies Act, 2013 601 - 644
15.1 Introduction
15.2 Preparation for an Audit
15.3 Audit Engagement Letter
15.4 Role of CMAs in Internal Audit and Operational Audit
15.5 Internal Audit under Companies Act, 2013
15.6 Internal Audit and Companies (Auditor’s Report) Order
15.7 Internal Audit in Companies under manufacturing sector
Module 16. Audit of Diefferent Service Organisations 645 - 676
16.1 Audit of Hospitals
16.2 Audit of Hotels
16.3 Audit of Educational Institutions
16.4 Audit of Co-operative Societies
16.5 Audit of Self-Help Groups
16.6 Audit of Non-Government Organisations (NGOs)
16.7 Audit of Local Bodies
16.8 Audit of Government Expenditure
16.9 Propriety Audit in the context of Government Audit
16.10 Audit of Commercial Accounts

SECTION - D: FORENSIC AUDIT AND ANTI-MONEY LAUNDERING 677 - 780
Module 17. Forensic Audit 677 - 714

17.1 Introduction to Forensic Audit
17.2 Fraud Risk Management
17.3 Financial Forensics and Forensic Audit Techniques
17.4 Ethical Considerations and Code of Conduct in Forensic Audit
17.5 Professional Opportunities
Module 18. Anti-Money Laundering 715 - 780

18.1 International Standards on Combating Money Laundering and the Financing of Terrorism
and Proliferation
18.2 Guidance for a Risk-Based Approach for the Accounting Profession
SECTION - A
COST AUDIT
Basics of Cost Audit 1
This Module includes:
1.1 Nature and Scope of Cost Audit
1.2 Genesis of Cost Audit
1.3 Objectives of Cost Audit
1.4 Utility and Advantage of Cost Audit
The Institute of Cost Accountants of India 1

Basics of Cost Audit
SLOB Mapped against the Module

To develop detail understanding of Cost Accounting and Auditing Standards to
ensure appropriate evaluation of cost records maintained. (CMLO 4a, b)
Module Learning Objectives:

This module helps to know about basis of Cost Audit. Cost Audit represents the verification of cost
accounts and check on the adherence to cost accounting plan and also ascertain the accuracy of cost
accounting records to ensure that they are in conformity with Cost Accounting principles, plans,
procedures and objective. After studying this module, the students will be able to –
� Understand the Nature and Scope of Cost Audit
� Learn about the inception of Cost Audit
� Identify the Objectives of Cost Audit
� Ascertain the Utility and Advantages of Cost Audit
� Know and interpret the Cost Accounting Standards
2 The Institute of Cost Accountants of India

Nature and Scope of Cost Audit 1.1
C
ost Accounting is a process of identification, classification, measurement, and assignment of costs to various
cost objects. Preparation & Presentation of cost records and cost statements is the responsibility of the
Management. Therefore, Cost Accounting Standards are guidelines for the companies [for the management]
that specify the cost accounting treatment for various cost elements, minimum disclosure requirements and ensure
the comparability, consistency, and completeness of cost records.
According to Chartered Institute of Management Accountants, London (CIMA), cost audit is “the verification of
the correctness of cost accounts and of the adherence to the cost accounting plan”. In other words, cost audit is the
verification of the cost of production of any product, service or activity on the basis of accounts maintained by an
enterprise in accordance with the accepted principles of cost accounting.
The Institute of Cost Accountants of India, defines cost audit as “a system of audit for the review, examination
and appraisal of the cost accounting records and attendant information, required to be maintained by specified
industries, as mandated by the applicable Companies Act and Rules framed thereunder.”
Cost Audit is an independent examination of cost statements, cost records and other related information of an
entity, with a view to express an opinion thereon. Standards on Cost Auditing provide guidance to the cost auditor
through each step of the audit process with regard to the audit procedures to be followed; responsibilities of the
cost auditor; and cost reporting.
Practices, procedures and principles relating to cost accounting are covered in the Cost Accounting Standards; and
practices, procedures and requirements relating to cost auditing are covered in the Standards on Cost Auditing.
Standards on Cost Auditing are the best guide for the cost auditors. If followed scrupulously, the standards would
help the cost auditor to streamline audit, to do better planning, better documentation, and effective implementation.
Thus, these will help in improving the overall quality of audit. The cost auditor should carefully go through the
standards and make best use of them. The Standards authorize the cost auditor to use the work of another auditor
or expert – hence if satisfied, there is no need for checking every detail again which is already audited by another
auditor or is certified by an expert. Therefore, if required & satisfied, the cost auditor can rely on the work done by
another auditor/expert. The Standards are not to be remembered, but to be practiced by making these a part of the
work culture and teaching these to the entire audit team.
Scope of Cost Audit
The primary objective of ‘Cost Audit’ is ensuring accuracy of cost data, accumulation and exact computation of
the cost of a product. However, the vast scope of Cost Audit works as a mirror of entity’s performance. The tune
is perfectly captured in the definition of ‘Cost Audit’ propagated by the professional bodies entrusted with the
responsibility of regulating and monitoring Cost Audit.
The Institute of Cost & Works Accountants of lndlia defines a cost audit as: “An audit of efficiency of minute
details of expenditure ... Cost audit is mainly a preventive measure, a guide for management policy and decision
... and a barometer of performance.”

The Institute of Cost & Management UK defined cost audits as “the verification of the correctness of cost
accounts and a check on the adherence to the cost accounting plan.”
In today’s dynamic business world, to become competitive in every product or services of the entity is of paramount
importance. Hence, the prime mover of pricing and attached quality can only be ensured through appropriate cost
structure. In view of this, ‘cost audit’ refers to the detailed verification of the correctness of costing techniques,
costing systems, and cost accounts. It is necessary to ensure that records maintained for the purpose are accurate
and correct to drive entity’s decision making process.
Beyond propriety, Cost Audit scope encompasses overall ‘efficiency’ and its’ improvement. The wider scope of
Cost Audit can help-
a. Control over element-wise cost
b. Help in determining Sales Price and margin
c. Assist Management in decision-making
d. Necessity and results from each of the activity performed
e Setting of Standards and budgetary controls
f. Minimizing wastages, if any
g. Accuracy of inventory valuation
h. Overall efficiency improvement of the entity
Hence, Cost Audit not only to be considered as a Compliance tool (where the same is mandatory), the outcome is
far reaching to go ‘beyond compliance’.

Genesis of Cost Audit 1.2
I
n India, methods and techniques of cost accounting and audit of cost accounts can be traced back to pre-
independence era when a large number of firms were given contracts by the Government of India on cost plus
basis. The Government then started verifying and investigating into the cost structure of such firms. This trend
continued on a large scale during World War II that led to the recognition of cost as a distinct concept not only in
India but also in the industrial economies of the world. A phenomenon of cost consciousness started taking shape
in the country and the Institute of Cost and Works Accountants of India was set up in 1944 with the objectives of
promoting, regulating, and developing the profession of cost accountancy in the country. The Institute of Cost and
Works Accountants of India ( now The Institute of Cost Accountants of India) was later incorporated as a statutory
body by an Act of Parliament in 1959.
In the mid-fifties, famous case of corporate frauds in Dalmia-Jain companies virtually jolted the then Government.
It resulted in the Government appointing Vivian Bose Commission and later the Dutta Commission and Daphtary-
Sastri Committee. These Commissions/ Committees observed inadequacies in the then existing system of financial
accounting and audit and also in the then existing system of corporate disclosures. They recommended a more
effective system of cost accounting and cost audit, to supplement the financial accounting and auditing practices.
Further, in the initial phase of industrial development of the country, there was an acute shortage of goods &
materials, as well as, majority of inputs and resources for the production/manufacture of various capital & consumer
goods. In the face of scarcity and shortage of almost all the inputs, products and services, Government had to resort
to a policy of permits and licensing. A mechanism of Cost audit and maintenance of structured cost data were
considered as important instruments in the hands of the regulatory authorities to monitor, control and regulate the
efficient use of scarce resources and inputs so made available and monitor cost of production and administer prices.
Thus, Cost Audit as a unique feature of corporate management in India, emerged.
History of The Institute of Cost Accountants of India
1944 : Institute of Cost & Works Accountants of India was established under the Companies Act 1913, as a Limited
company.
1959 : The Institute of Cost and Works Accountants of India (ICWAI) was established under Cost & Works
Accountants Act, 1959.
2012 : The Institute of Cost and Works Accountants of India (ICWAI) was renamed as “The Institute of Cost
Accountants of India”
History of Cost Audit
1965 : Cost Audit was first introduced in India with the introduction of Sec 233B of Companies Act 1956 for Cost
Audit and Sec 209 (1) (d) for maintenance of Cost Records.
1965-2008 : 44 industries covered under cost record maintenance & cost audit on a company specific basics.
2008 : Expert Group set up to study the existing system of maintenance of cost accounting records and audit
thereof.

2009 : Expert Group submitted its report to the Central Government.

2011 : Introduction of mandatory Cost Audit of Cost Records maintained by the Companies under Companies Act
1956 for Manufacturing, Mining and processing operations depending on limits of Turnover and Limits of Net
Worth and issue of Compliance Certificate by the Cost Accountants
2014 : New Companies (Cost Records and Audit Rules), 2014 issued under Companies Act, 2013
Section 148 of Companies Act, 2013, empowers the “Central Government to specify audit of items of cost in
respect of certain companies”, as under:
1. Notwithstanding anything contained in this Chapter, the Central Government may, by order, in respect of such
class of companies engaged in the production of such goods or providing such services as may be prescribed,
direct that particulars relating to the utilisation of material or labour or to other items of cost as may be
prescribed shall also be included in the books of account kept by that class of companies:
Provided that the Central Government shall, before issuing such order in respect of any class of companies
regulated under a special Act, consult the regulatory body constituted or established under such special Act.
2. If the Central Government is of the opinion, that it is necessary to do so, it may, by order, direct that the audit
of cost records of class of companies, which are covered under ‘Sub-section (1) and which have a net worth of
such amount as may be prescribed or a turnover of such amount as may be prescribed, shall be conducted in
the manner specified in the order.
3. The audit under sub-section (2) shall be conducted by a Cost Accountant in practice who shall be appointed by
the Board on such remuneration as may be determined by the members in such manner as may be prescribed:
Provided that no person appointed under section 139 as an auditor of the company shall be appointed for
conducting the audit of cost records.
Provided further that the auditor conducting the cost audit shall comply with the cost auditing standards.
Explanation- For the purposes of this sub-section, the expression “cost auditing standards” mean such
standards as are issued by the Institute of Cost and Works Accountants of India, constituted under the Cost and
Works Accountants Act, 1959, with the approval of the Central Government.
4. An audit conducted under this section shall be in addition to the audit conducted under section 143.
5. The qualifications, disqualifications, rights, duties and obligations applicable to auditors [under this Chapter]
shall, so far as may be applicable, apply to a cost auditor appointed under this section and it shall be the duty
of the company to give all assistance and facilities to the cost auditor appointed under this section for auditing
the cost records of the company:
Provided that the report on the audit of cost records shall be submitted by the cost accountant in practice to the
Board of Directors of the company
6. A company shall within thirty days from the date of receipt of a copy of the cost audit report prepared in
pursuance of a direction under sub-section (2) furnish the Central Government with such report along with full
information and explanation on every reservation or qualification contained therein.
7. If, after considering the cost audit report referred to under this section and the information and explanation
furnished by the company under sub-section (6), the Central Government is of the opinion that any further
information or explanation is necessary, it may call for such further information and explanation and the
company shall furnish the same within such time as may be specified by that Government.
8. If any default is made in complying with the provisions of this section,-
(a) The company and every officer of the company who is in default shall be punishable in the manner as
provided in sub-section (1) of section 147;
(b) The cost auditor of the company who is in default shall be punishable in the manner as provided in sub-
sections (2) to (5) of section 147.

Objectives of Cost Audit 1.3
Cost Audit has both general and social objectives.
General Objectives:
� Verification of cost accounts with a view to ascertaining that these have been properly maintained and compiled
according to the cost accounting system followed by the enterprise.
� Ensuring that prescribed procedures of the cost accounting records rules are duly adhered to.
� Detection of errors and fraud.
� Verification of the cost of each “cost unit” and “cost center” to ensure that these have been properly ascertained.
� Determination of inventory valuation.
� Facilitating the fixation of prices of goods and services.
� Periodical reconciliation between cost accounts and financial accounts.
� Ensuring optimum utilization of human, physical and financial resources of the enterprise.
� Detection and correction of abnormal loss of material and time
� Advising management, on the basis of inter-unit/inter-firm comparison of cost records, as regards the areas
where performance calls for improvement.
� Promoting corporate governance through various operational disclosures to the directors.
� Helping the entity in matters of Anti Dumping Duty, valuation of cost of production of goods and services,
anti-profiteering (e.g. GST), price controls (e.g. Pharma industry in the past), etc.
Socials Objectives:
� Verifying whether the pricing of the products are justified as per the product and quality are concerned,
� Removing the disparities, if any, in the pricing of products and/or services.
� Looking into that no cost based economic imbalance may occur in product and /or services.
� Facilitating in the global market cost competitiveness of the products.
� Ensuring the efficient utilization of resources.

Utility and Advantage of Cost Audit 1.4
I
n the initial years, Cost Audit was taken merely as a tool for price control mechanism for consumer and
infrastructure industries in India. The main objective of Cost Audit when statutorily introduced under the
provisions of the Companies Act, 1956 was to meet the Government requirements for regulating the administered
price mechanism in some core industries. The objective was to provide an authentic data to the Government to
regulate the demand and supply in the country through a price control mechanism.
The liberalization of the economy and consequential globalization has further enhanced the need for authentic
data. The Expert committee formed by the Government of India to study the Cost Audit scenario in the country,
highlighted the following benefits of cost information:
(a) Cost information enables the organisation to structure the cost, understand it and use it for communicating
with the stakeholders.
(b) Costing is an important tool in assessing organisational performance in terms of shareholder and stakeholder
value. It informs how profits and value are created, and how efficiently and effectively operational processes
transform input into output. It contributes to the data input on economy level parameters like resources
efficiency, waste management, resources allocation policies etc.
(c) Costing includes product, process, and resource-related information covering the functions of the organisation
and its value chain. Costing information can be used to appraise actual performance in the context of
implemented strategies.
(d) Good practice in costing should support a range of both regular and non-routine decisions when designing
products and services to:
� meet customer expectations and profitability targets;
� assist in continuous improvements in resources utilisation; and
� guide product mix and investment decisions.
(e) Working from a common data source (or a single set of sources) also helps to ensure that output reports for
different audiences are reconcilable with each other.
(f) Integrating databases and information systems can help to provide useful costing information more efficiently
as well as reducing source data manipulation.
As per International Federation of Accountants (IFAC) cost audits help to ascertain whether an organisation’s
cost accounting records are so maintained as to give a true and fair view of the cost of production, processing,
manufacturing, and mining of a product. Therefore, cost audits can be used to the benefit of management, consumers
and shareholders by (a) helping to identify weakness in cost accounting systems, and (b) to help drive down costs
by detecting wastage and inefficiencies. Cost audits are also of assistance to governments in helping to formulate
tariff and taxation policies.

Cost Accounting Standards 1.5
C
ost Accounting Standards are set of standards that are designed to achieve uniformity and consistency in
cost accounting principles and practices.
The Institute of Cost Accountants of India, recognising the need for structured approach to the measurement
of cost in manufacture or service sector and to provide guidance to the user organisations, government bodies,
regulators, research agencies and academic institutions to achieve uniformity and consistency in classification,
measurement and assignment of cost to products and services, has constituted Cost Accounting Standards Board
(CASB) with the objective of formulating the Cost Accounting Standards.
The Cost Accounting Standards:
� Provide a structured approach to measurement of costs in manufacturing process or service industry;
� Integrate, harmonize, and standardize cost accounting principles and practices;
� Provide guidance to users to achieve uniformity and consistency in classification, measurement, assignment,
and allocation of costs to products or services;
� Arrive at the basis of computing the cost of product, activity, or service where required by legal or regulatory
bodies;
� Enable practicing members to make use of Cost Accounting Standards in the attestation of General Purpose
Cost Statements; and
� Assist in clear and uniform understanding of all the related issues of various user organisations, government
bodies, regulators, research agencies and academic institutions.

Exercise
A. Theoretical Questions
� Multiple Choice Questions
1. Cost Audit was first introduced in the year _______.
A. 1959
B. 1965
C. 1949
D. 1975
2. Cost Audit was first introduced for _________ industry.

A. Cement
B. Iron & Steel
C. Jute
D. Sugar
3. Govt. of India has issued order with respect to introduction of mandatory Cost Audit of Cost Records
maintained by the Companies in the year __________.
A. 2008
B. 2009
C. 2011
D. 2014
4. The report on the audit of cost records is submitted by the cost auditor to ________.
A. Managing Director
B. Finance Director
C. Audit Committee
D. Board of Directors
5. The cost auditor of the company who is in default in compliance with section 148 shall be punishable
in the manner as provided in ________.
A. Section 139 of Companies Act, 2013
B. sub-sections (1) to (3) of section 148 of Companies Act, 2013
C. Section 143 of Companies Act, 2013
D. sub-sections (2) to (5) of section 147 of Companies Act, 2013

Basic of Cost Audit
� State True or False
1. The Defense contract during the World war-II were mostly given based on Cost Plus 15% margin
basis.
2. The Institute of Cost and Works Accountants of India was set up in 1944 with the objectives of
determining cost of production.
3. A company shall submit cost audit report to the Central Government within thirty days from the date
of signing of the same.
4. Cost Accounting Standards has formulated by Cost Auditing and Assurance Standards Board.
5. The auditor conducting the cost audit shall comply with the Cost Accounting Standards.
� Fill in the Blanks
1. The Institute of Cost Accountants of India was set up in the year ________.
2. The Cost Accounting system was initially developed based on recommendation of __________
Commission.
3. The company and every officer of the company who is in default in compliance with Section 148 shall
be punishable under Sub-section _______ of Section _______ .
4. The Institute of Cost and Works Accountants of India (ICWAI) was renamed as “The Institute of Cost
Accountants of India” in the year _______.
� Short Essay type Questions
1. What are the objectives of Cost Audit?
2. What is the Genesis of Cost Audit?
Answer:
Multiple Choice Questions
1. B. 1965
2. A. Cement
3. C. 2011
4. D. Board of Directors
5. D. Sub-sections (2) to (5) of section 147 of Companies Act, 2013

State True or False
1. (False) - The Defence contract during the World War-II were mostly given based on Cost Plus margin
basis.
2. (False) - The Institute of Cost and Works Accountants of India was set up in 1944 with the objectives of
promoting, regulating, and developing the profession of cost accountancy in the country.
3. (False) - A company shall submit cost audit report to the Central Government within thirty days from the
date of received of the same.
4. (False) - Cost Accounting Standards has formulated by Cost Accounting Standards Board.
5. (False) - The auditor conducting the cost audit shall comply with the Cost Auditing Standards.
Fill in the Blanks
1. 1944
2. Vivian Bose.
3. Sub-section (1) of section 147
4. 2012

Companies (Cost Records and Audit)
Rules, 2014 (as Amended) 2
2.1 Companies (Cost Records and Audit) Rules, 2014 (as amended)

COST AND MANAGEMENT AUDIT

Rules, 2014 (as Amended)
To gain in-depth knowledge about the statutory provisions of Companies (Cost
Records and Audit) Rules to ensure adherence to the regulations in conducting
cost audit. (CMLO 4a, b)

The Central Government issued Companies (Cost Records and Audit)Rules, 2014 on June 30, 2014.
Subsequently, it issued Companies (Cost Records and Audit) Amendment Rules, where certain
changes to the original Rules issued on June 30, 2014. The Companies (Cost Records and Audit)
Rules, 2014 read with the Amendment Rules 2014 are now applicable and governs the maintenance of
cost accounting records and cost audit as per Section 148 of the Companies Act, 2013. After studying
this module, the students will be able to –
� Learn about the Companies (Cost Records and Audit) Rules, 2014

Rules, 2014 (as Amended) 2.1
T
he Companies Act, 2013 empowers the Central Government to make the rules in the area of maintenance of
cost records by the companies engaged in the specified industries, manufacturing / providing such goods /
services; and for getting such cost records audited, vide Section 148.
Thus, it is the “subordinate legislative power” of the Central Government, to make rules for maintenance of cost
records and audit thereof in respect of specific industries. Accordingly, the Central Government made, from time
to time, several notifications / orders, ever since the provisions were made in the erstwhile Companies Act, 1956,
as well as under the current Act of 2013. The original rules under Companies Act, 1956 were superseded and
Companies (Cost Records & Audit) Rules 2014 issued. The current effective Rule is Companies (Cost Records &
Audit) Amendment Rules, 2019 though Companies (Cost Records & Audit) Rules 2014 still remains the principal
rules.
An Analysis through diagrammatic representation is given below:
Rules/Forms Summary
Rule 1: Short title and commencement (1) These rules may be called the Companies (Cost Records and Audit)
Rules, 2014.
(2) They shall come into force on the date of publication in the Official
Gazette i.e. 30.06.2014.
Rule 2: Definitions In these rules, defined various points -
(a) Act; (aa) Customs Tariff Act Heading; (b) Cost Accountant in
practice; (c) cost auditor (d) cost audit report; (e) cost records; (f) form;
(fa) Indian Accounting Standards; (g) institute; (h) all other words and
expressions used in these rules but not defined, and defined in the Act
or in the Companies (Specification of Definition Details) Rules, 2014
shall have the same meanings as assigned to them in the Act or in the
said rules.
Rule-3: Application of Cost Records Two categories (regulated sectors and non-regulated sectors) have been
retained and a general threshold of turnover of ` 35 crores or more has
been prescribed for companies covered. Micro enterprise or a small
enterprise as per MSMED Act, 2006 have been taken out of the purview.

Rule 3: Diagrammatic Representation
Applicability for maintenance of Cost Records
Domestic or Foreign Company
Listed In Table of Rule 3
Regulated Non-regulated
Engaged In Production of specified goods or providing services
Overall turnover from all of Its products and services

≥ ` 35 crore (preceding financial year)
Rule-4: Applicability for Cost Audit Even for regulated sectors like Telecommunication, Electricity,
Petroleum and Gas, Drugs and Pharma, Fertilizers and Sugar, Cost audit
requirement has been made subject to a turnover based threshold of ` 50
crores for all product and services and ` 25 crores for individual product
or services. For Non-regulated sector the threshold is ` 100 crores and
` 35 crores respectively.

Companies (Cost Records and Audit) Rules, 2014
Rule 4: Diagrammatic Representation
≥ ` 50 crore
≥
≥ ≥
Rule-5: Maintenance of Cost Records The requirement to maintain cost records in Form CRA-1 were
postponed to Financial Year 2015-16 for the following companies in
some non-regulated sectors, namely; Coffee and Tea, Milk Powder and
Electricals and electronic machinery.
Rule-6: Cost Audit Any casual vacancy in the office of a cost auditor, whether due to
resignation, death or removal to be filled by the Board of Directors
within thirty days of occurrence of such vacancy and the company shall
inform the Central Government in Form CRA-2 within thirty days of
such appointment of cost auditor.

appointment and
consent letter from the
Cost Auditor to be
obtained

CRA-1: Forms in which cost records The form CRA-1 prescribes the form in which cost records shall be
shall be maintained maintained. The form categorises the requirement of maintaining proper
details as per 30 headings. The headings are as follows: (1) Material
[Pursuant to rule 5(1)]
Cost, (2) Employee Cost, (3) Utilities, (4) Direct Expenses, (5) Repair
and Maintenance, (6) Fixed Assets and Depreciation, (7) Overheads,
(8) Administrative Overheads, (9) Transportation Cost, (10) Royalty
and Technical Know-how, (11) Research and Development expenses,
(12) Quality Control Expenses, (13) Pollution Control Expenses, (14)
Service Department Expenses, (15) Packing Expenses, (16) Finance
Costs, (17) Any other item of Cost, (18) Capacity Determination, (19)
Work-in-progress and finished stock, (20) Captive Consumption, (21)
By-Products and Joint Products, (22) Adjustment of Cost Variances,
(23) Reconciliation of Cost and Financial Accounts, (24) Related
Party Transactions, (25) Expenses or Incentives on Exports, (26)
Production records, (27) Sales records, (28) Cost Statements, (29)
Statistical Records, (30) Records of Physical Verification, (31) Unit of
Measurement (UoM).
CRA-2: Form of intimation of (1) Corporate Identity Number (CIN) or Foreign Company
appointment of cost auditor by the Registration Number (FCRN) of the company
company to Central Government
(2) General Information
[Pursuant to rule 6(2) & (3A)]
(3) Product(s)/Service(s) to which Cost Audit relates
(4) Details of all the Cost Auditor(s) appointed
(5) Financial year to be covered under the Cost Audit
(6) Details of previous Cost Auditor which has not been reappointed
(7) Attachments
- Copy of the Board resolution of the company
- Optional attachment - if any
CRA-3: Form of Cost Audit Report Clause (vii) have been added to auditor’s report as under:
[Pursuant to rule 6(4)] Detailed unit-wise and product/service-wise cost statements and
schedules thereto In respect of the product/services under reference of
the company duly audited and certified by me/us are/are not kept in the
company.

Annexure to Cost Audit Report Annexure has been reclassified into four parts as under:
Part-A
General Information,
General Details of Cost Auditors,
Cost Accounting Policy,
Product/Service Details –for the company as a whole.
Part-B For Manufacturing Sector

Quantitative Information,
Abridged Cost Statement,
Details of Materials Consumed,
Details of Utilities Consumed,
Details of Industry Specific Operating Expenses.
Part-C For Service Sector

Quantitative Information,
Abridged Cost Statement,
Details of Materials Consumed,
Details of Utilities Consumed,
Details of Industry Specific Operating Expenses.
Part-D
Product and Service Profitability Statement,
Profit Reconciliation,
Value Addition and Distribution of Earnings,
Financial Position and Ratio Analysis,
Related Party Transactions,
Reconciliation of Indirect taxes.
CRA – 4: Form for filing Cost Audit (1) Corporate Identity Number (CIN) or Foreign Company
Report with the Central Government Registration Number (FCRN) of the company
[Pursuant to rule 6(6)] (2) General Information
(3) Details of Industries/Sectors/Product(s)/Service(s) (CTA heading
level, wherever applicable as per Rules for Regulated and Non-
regulated sector) for which the Cost Audit Report is being
submitted
(4) Details of Industries/Sectors/Product(s)/Service(s) (CTA heading
level, wherever applicable as per Rules for Regulated and Non-
regulated sector) not covered in the Cost Audit Report
(5) Details of the cost auditor(s) appointed
(6) Details of observation of the Cost Audit report
(7) Attachment
- XBRL document in respect of the cost audit report and
Company’s information and explanation on every Qualification
and reservation contained therein
- Optional attachment, if any.

Detailed Rule as per pronouncement by the MCA, GOI is reproduced for reference:-
The Companies (Cost Records and Audit) Rules, 2014 came into force on 30th June, 2014. These rules were
amended on 31st December, 2014 giving effect to Rule 2, 3, 4, 5, 6, 7 and Form CRA 1 & CRA 3. It was
further amended on 12th June’2015 to giving effect on Form CRA 2 & CRA 4. Further amendment was
made on 14th July, 2016. Latest amendment has been made on 15th October, 2019.
Represented here under the existing provisions as applicable, after considering amendments till date, as mentioned
above:
1. Short title and commencement

(1) These rules may be called the Companies (cost records and audit) Rules, 2014.
(2) They shall come into force from the date of their publication in the Official Gazette.
(3) The companies who have already filed their Cost Audit Report in form CRA-4 for the financial year
2018-19 with the Central Government before the publication of this notification are not required to file
their Cost Audit Report for the said financial year.
2. Definitions: In these rules, unless the context otherwise requires -

(a) “Act” means the Companies Act, 2013 (18 of 2013);
(aa) “Customs Tariff Act Heading” means the heading as referred to in the Additional Notes in the First Schedule
to the Customs Tariff Act, 1975 (51 of 1975).
(b) “Cost Accountant in practice” means a cost accountant as defined in clause (b) of sub- section (1) of section
2 of the Cost and Works Accountants Act, 1959 (23 of 1959), who holds a valid certificate of practice under
sub-section (1) of section 6 of that Act and who is deemed to be in practice under sub-section (2) of section
2 thereof, and includes a firm or limited liability partnership of cost accountants;
(c) “cost auditor” means a Cost Accountant in practice, as defined in clause (b), who is appointed by the Board;
(d) “cost audit report” means the duly signed cost auditor’s report on the cost records examined and cost statements
which are prepared as per these rules, including attachment, annexure, qualifications or observations attached
with or included in such report
(e) “cost records” means books of account relating to utilisation of materials, labour and other items of cost as
applicable to the production of goods or provision of services as provided in section 148 of the Act and these
rules;
(f) “form” means a form annexed to these rules;
(fa) “Indian Accounting Standards” means Indian Accounting Standards as referred to in Companies (Indian
Accounting Standards) Rules, 2015.
(g) “institute” means the Institute of Cost Accountants of India constituted under the Cost and Works Accountants
Act, 1959 (23 of 1959);
(h) all other words and expressions used in these rules but not defined, and defined in the Act or in the Companies
(Specification of Definition Details) Rules, 2014 shall have the same meanings as assigned to them in the Act
or in the said rules.

3. Application of Cost Records

For the purposes of sub-section (1) of Section 148 of the Act, the class of companies, including foreign
companies defined in clause (42) of Section 2 of the Act, engaged in the production of the goods or providing
services, specified in the Table below, having an overall turnover from all its products and services of rupees
thirty five crore or more during the immediately preceding financial year, shall include cost records for such
products or services in their books of account, namely:-
TABLE
(A) Regulated Sectors
Sl. No Industry/ Sector/ Product/ Service Customs Tariff Act Heading

(wherever applicable)
1 Telecommunication services made available to users by means of any Not applicable.
transmission or reception of signs, signals, writing, images and sounds
or intelligence of any nature and regulated by the Telecom Regulatory
Authority of India under the Telecom Regulatory Authority of India
Act, 1997 (24 of 1997); including activities that requires authorization
or license issued by the Department of Telecommunications,
Government of India under Indian Telegraph Act, 1885 (13 of 1885);
2 Generation, transmission, distribution and supply of electricity Generation- 2016;
regulated by the relevant regulatory body or authority under the Other Activity-
Electricity Act, 2003 (36 of 2003); Not Applicable
3 Petroleum products; including activities regulated by the Petroleum 2709 to 2715;
and Natural Gas Regulatory Board under the Petroleum and Natural Other Activity-
Gas Regulatory Board Act, 2006 (19 of 2006); Not Applicable
4 Drugs and pharmaceuticals; 2901 to 2942; 3001 to 3006.
5 Fertilisers; 3102 to 3105
6 Sugar and industrial alcohol 1701; 1703; 2207.
(B) Non-regulated Sectors
Sl No Industry/ Sector/ Product/ Service Customs Tariff Act Heading

(wherever applicable)
1 Machinery and mechanical appliances used in defence, space and 8401; 8801 to 8805; 8901
atomic energy sectors excluding any ancillary item or items; to8908.
Explanation. - For the purposes of this sub-clause, any company which
is engaged in any item or items supplied exclusively for use under this
clause shall be deemed to be covered under these rules.
2 Turbo jets and turbo propellers; 8411
3 Arms and ammunitions and Explosives 3601 to 3603; 9301 to 9306
4 Propellant powders; prepared explosives (other than propellant 3601 to 3603
powders); safety fuses; detonating fuses; percussion or detonating caps;
igniters; electric detonators;
5 Radar apparatus, radio navigational aid apparatus and radio remote 8526
control apparatus;

6 Tanks and other armoured fighting vehicles, motorised,whether or 8710

not fitted with weapons and parts of such vehicles, that are funded
(investment made in the company) to the extent of ninety per cent or
more by the Government or Government agencies
7 Port services of stevedoring, pilotage, hauling, mooring, re-mooring, Not applicable.
hooking, measuring, loading and unloading services rendered for a port
in relation to a vessel or goods regulated by the Tariff Authority for
Major Ports under the Major Port Trusts Act, 1963 (38 of 1963);
8 Aeronautical services of air traffic management, aircraft operations, Not applicable.
ground safety services, ground handling, cargo facilities and supplying
fuel rendered at the airports and regulated by the Airports Economic
Regulatory Authority under the Airports Economic Regulatory
Authority of India Act, 2008 (27 of 2008);
9 Iron and Steel 7201 to 7229; 7301 to 7326
10 Roads and other infrastructure projects corresponding to para No. (1) Not applicable
(a) as specified in Schedule VI of the Companies Act, 2013;
11 Rubber and allied products being regulated by the Rubber Board 4001 to 4017
constituted under the Rubber Act, 1947 (XXIV of 1947).
12 Coffee and tea; 0901 to 0902
13 Railway or tramway locomotives, rolling stock, railway or tramway 8601 to 8608, 8609
fixtures and fittings, mechanical (including electro mechanical) traffic
signalling equipment’s of all kind;
14 Cement; 2523; 6811 to 6812
15 Ores and Mineral products; 2502 to 2522; 2524 to 2526;
2528 to 2530; 2601 to 2617
16 Mineral fuels (other than Petroleum), mineral oils etc.; 2701 to 2708
17 Base metals; 7401 to 7403; 7405 to 7413;
7419; 7501 to 7508; 7601 to
7614; 7801 to 7802; 7804;
7806; 7901 to 7905; 7907;
8001; 8003; 8007; 8101 to
8113
18 Inorganic chemicals, organic or inorganic compounds of precious 2801 to 2853; 2901 to 2942;
metals, rare-earth metals of radioactive elements or isotopes, and 3801 to 3807; 3402 to 3403;
Organic Chemicals; 3809 to 3824.
19 Jute and Jute Products 5303, 5307, 5310

20 Edible Oil; 1507 to 1518
21 Construction Industry as per para No. (5) (a) as specified in Schedule VI Not applicable.
of the Companies Act, 2013 (18 of 2013)
22 Health services, namely functioning as or running hospitals, diagnostic Not applicable.
centres, clinical centres or test laboratories;

23 Education services, other than such similar services falling under Not applicable
philanthropy or as part of social spend which do not form part of any
business.
24 Milk powder; 0402
25 Insecticides; 3808
26 Plastics and polymers; 3901 to 3914; 3916 to 3921;
3925
27 Tyres and tubes; 4011 to 4013
28 Pulp and Paper; 4701 to 4704; 4801 to 4802
29 Textiles; 5004 to 5007; 5106 to 5113;
5205 to 5212; 5303; 5307;
5310; 5401 to 5408; 5501 to
5516
30 Glass; 7003 to 7008; 7011; 7016
31 Other machinery and Mechanical Appliances; 8402 to 8487
32 Electricals or electronic machinery; 8501 to 8507; 8511 to 8512;
8514 to 8515; 8517; 8525 to
8536; 8538 to 8547.
33 Production, import and supply or trading of following medical devices, 9018 to 9022
namely:-
(i) Cardiac stents;
(ii) Drug eluting stents;
(iii) Catheters;
(iv) Intra ocular lenses;
(v) Bone cements;
(vi) Heart valves;
(vii) Orthopaedic implants;
(viii) Internal prosthetic replacements;
(ix) Scalp vein set;
(x) Deep brain stimulator;
(xi) Ventricular peripheral shud;
(xii) Spinal implants;
(xiii) Automatic impalpable cardiac defibrillators;
(xiv) Pacemaker (temporary and permanent);
(xv) Patent-ductus arteriosus, atrial septal defect and
ventricular septal defect closure device;
(xvi) Cardiac re-synchronize therapy ;
(xvii) Urethra spinicture devices;
(xviii) Sling male or female;
(xix) Prostate occlusion device; and
(xx) Urethral stents:

Provided that nothing contained in serial number 33 shall apply to foreign companies having only liaison offices.
Provided further that nothing contained in this rule shall apply to a company which is classified as a micro enterprise
or a small enterprise including as per the turnover criteria under sub-section (9) of section 7 of the Micro, Small and
Medium Enterprises Development Act, 2006 (27 of 2006).
4. Applicability for Cost Audit

(1) Every company specified in item (A) of rule 3 shall get its cost records audited in accordance with these
rules if the overall annual turnover of the company from all its products and services during the immediately
preceding financial year is rupees fifty crore or more and the aggregate turnover of the individual product or
products or service or services for which cost records are required to be maintained under rule 3 is rupees
twenty five crore or more.
(2) Every company specified in item (B) of rule 3 shall get its cost records audited in accordance with these
rules if the overall annual turnover of the company from all its products and services during the immediately
preceding financial year is rupees one hundred crore or more and the aggregate turnover of the individual
product or products or service or services for which cost records are required to be maintained under rule 3 is
rupees thirty five crore or more.
(3) The requirement for cost audit under these rules shall not apply to a company which is covered in rule 3; and
(i) whose revenue from exports, in foreign exchange, exceeds seventy five per cent of its total revenue; or
(ii) which is operating from a special economic zone;
(iii) which is engaged in generation of electricity for captive consumption through Captive Generating
Plant. For this purpose, the term “Captive Generating Plant” shall have the same meaning as assigned
in rule 3 of the Electricity Rules, 2005.
5. Maintenance of records
(1) Every company under these rules including all units and branches thereof, shall, in respect of each of its
financial year commencing on or after the 1st day of April, 2014, maintain cost records in form CRA-1.
Provided that in case of company covered in serial number 12 and serial numbers 24 to 32 of item (B) of rule
3, the requirement under this rule shall apply in respect of each of its financial year commencing on or after
1st day of April, 2015.
(2) The cost records referred to in sub-rule (1) shall be maintained on regular basis in such manner as to facilitate
calculation of per unit cost of production or cost of operations, cost of sales and margin for each of its
products and activities for every financial year on monthly or quarterly or half-yearly or annual basis.
(3) The cost records shall be maintained in such manner so as to enable the company to exercise, as far as possible,
control over the various operations and costs to achieve optimum economies in utilisation of resources and
these records shall also provide necessary data which is required to be furnished under these rules.
The following records (not exhaustive) would form part of Cost Accounting Records.
(i) Production
- Raw Material Consumption Record – material-wise and product-wise
- Production Report
- Rejection/Wastage/Scrap Report

- Machine Utilization Report/Machine Running Hours

- Idle/Stoppage Time Report of Machines with reasons
- Idle time of labour report with reasons
- Details such as production hours, labour hours and machine hours
(ii) Work-in-Progress and Finished Goods

- Record of Work-in-Progress Stocks, cost centre-wise and product-wise
- Record of Finished Goods Stock, Product-wise, pack-wise, type-wise etc.
(iii) Repairs & Maintenance

- Job order record/card showing material and spares consumed and labour utilized for repair jobs
- In case of workshop, additional records as described under (i) above
(iv) Utilities (Steam, Power, Water, Air Conditioning, Humidification, Effluent Treatment etc)
- Quantitative Records of Inputs and Outputs
- Records of cost centre-wise consumption of respective utilities
- Separate records showing source-wise, cost of own generation of power and purchased power
(v) Other Service Cost Centres – Quality Control, Research & Development, Pollution Control etc.
- Function of each of the Departments and how it keeps track of its time and resource deployment to the
products concerned
- Basis of cost apportionment and justification for the same
(vi) Raw Materials, Process Materials, Colour and Chemicals, Consumable Stores and Spare Parts
- Goods received Record
- Bin cards
- Materials/Stores Ledgers in quantity and value
- Product wise material consumption reports in quantity and value
- Physical stock verification and shortage/excess statement, reasons for differences and its treatment in
accounts
(vii) Wages & Salaries

- Attendance record and leave records
- Wages/salary Records – cost centre-wise
- Leave Wages, Bonus, Gratuity payments and other fringe benefits
- Overtime, Idle Time etc. records
- Details of VRS, Retrenchment compensation, Lay-off payment

(viii) Overheads
- Expenses analysis, cost centre-wise
(ix) Sales
- Sales analysis by products (Quality, size, variety-wise) in terms of quantity and value
- Export Sales, product –wise, country wise
- Product-wise analysis of export incentives and benefits
- Analysis of sales to related parties
(x) Records of inter-company and related party transactions, information about normal price
(xi) Cost Accounts/Records/Statements

- Cost centre-wise assets record
- Finished product-wise movement record (Quantity reconciliation)
- Factory-wise, Product-wise, Pack-wise, Size-wise etc. Cost Statements
(xii) Reconciliation of profit/ (loss) as per cost records and financial accounts
The cost records shall be maintained on the regular basis in such manner as to facilitate calculation of per
unit cost of production or cost of operations, cost of sales and margin for each of its products and activities
for every financial year on monthly or quarterly or half yearly or annual basis.
6. Cost Audit
(1) The category of companies specified in rule 3 and the thresholds limits laid down in rule 4, shall within one
hundred and eighty days of the commencement of every financial year, appoint a cost auditor.
Provided that before such appointment is made, the written consent of the cost auditor to such appointment,
and a certificate from him or it,as provided in sub-rule (1A), shall be obtained
(1A) The cost auditor appointed under sub-rule (1) shall submit a certificate that─
(a) the individual or the firm, as the case may be, is eligible for appointment and is not disqualified for
appointment under the Act, the Cost and Works Accountants Act, 1959(23 of 1959) and the rules or
regulations made thereunder;
(b) the individual or the firm, as the case may be, satisfies the criteria provided in section 141 of the Act, so
far as may be applicable;
(c) the proposed appointment is within the limits laid down by or under the authority of the Act; and
(d) the list of proceedings against the cost auditor or audit firm or any partner of the audit firm pending with
respect to professional matters of conduct, as disclosed in the certificate, is true and correct.”
(2) Every company referred to in sub-rule (1) shall inform the cost auditor concerned of his or its appointment as
such and file a notice of such appointment with the Central Government within a period of thirty days of the

Board meeting in which such appointment is made or within a period of one hundred and eighty days of the
commencement of the financial year, whichever is earlier, through electronic mode, in form CRA-2, along
with the fee as specified in Companies (Registration Offices and Fees) Rules, 2014.
(3) Every cost auditor appointed as such shall continue in such capacity till the expiry of one hundred and eighty
days from the closure of the financial year or till he submits the cost audit report, for the financial year for
which he has been appointed.
Provided that the cost auditor appointed under these rules may be removed from his office before the expiry
of his term, through a board resolution after giving a reasonable opportunity of being heard to the Cost
Auditor and recording the reasons for such removal in writing;
Provided further that the Form CRA-2 to be filed with the Central Government for intimating appointment of
another cost auditor shall enclose the relevant Board Resolution to the effect;
Provided also that nothing contained in this sub-rule shall prejudice the right of the cost auditor to resign from
such office of the company;
(3A) Any casual vacancy in the office of a cost auditor, whether due to resignation, death or removal, shall be filled
by the Board of Directors within thirty days of occurrence of such vacancy and the company shall inform the
Central Government in Form CRA-2 within thirty days of such appointment of cost auditor.
(3B) The cost statements, including other statements to be annexed to the cost audit report, shall be approved by
the Board of Directors before they are signed on behalf of the Board by any of the director authorised by the
Board, for submission to the cost auditor to report thereon
(4) Every cost auditor, who conducts an audit of the cost records of a company, shall submit the cost audit report
along with his or its reservations or qualifications or observations or suggestions, if any, in form CRA-3.
(5) Every cost auditor shall forward his duly signed report to the Board of Directors of the company within a
period of one hundred and eighty days from the closure of the financial year to which the report relates and
the Board of Directors shall consider and examine such report, particularly any reservation or qualification
contained therein.
(6) Every company covered under these rules shall, within a period of thirty days from the date of receipt of a
copy of the cost audit report, furnish the Central Government with such report alongwith full information and
explanation on every reservation or qualification contained therein, in Form CRA-4 in Extensible Business
Reporting Language format in the manner as specified in the Companies (Filing of Documents and Forms in
Extensible Business Reporting language) Rules, 2015 alongwith fees specified in the Companies (Registration
Offices and Fees) Rules, 2014.”.
“Provided that the Companies which have got extension of time of holding Annual General Meeting under
section 96(1) of the Companies Act, 2013, may file form CRA-4 within resultant extended period of filing
financial statements under section 137 of the Companies Act, 2013”.
(7) The provisions of sub-section (12) of Section 143 of the Act and the relevant rules made thereunder shall
apply mutatis mutandis to a cost auditor during performance of his functions under Section 148 of the Act
and these rules.


[as amended]
FORM CRA-1
[Pursuant to rule 5(1) of the Companies (Cost Records and Audit) Rules, 2014]
Particulars relating to the Items of Costs to be included in the Books of Accounts
1. Material Costs
(a) Proper records shall be maintained showing separately all receipts, issues and balances both in quantities
and cost of each item of raw material required for the production of goods or rendering of services under
reference.
(b) The material receipt shall be valued at purchase price including duties and taxes, freight inwards, insurance,
and other expenditure directly attributable to procurement (net of trade discounts, rebates, taxes and duties
refundable or to be credited by the taxing authorities) that can be quantified with reasonable accuracy at the
time of acquisition.
(c) Finance costs incurred in connection with the acquisition of materials shall not form part of material cost.
(d) Self-manufactured materials or captive consumption shall be valued including direct material cost, direct
employee cost, direct expenses, factory overheads, share of administrative overheads relating to production
but excluding share of other administrative overheads, finance cost and marketing overheads.
(e) Spare parts shall be recognised as property, plant and equipment when they meet the definition of property,
plant and equipment and depreciated accordingly. Otherwise, such items shall be classified as inventory.
(f) Normal loss or spoilage of material prior to reaching the factory or at places where the services are provided
shall be absorbed in the cost of balance materials net of amounts recoverable from suppliers, insurers, carriers
or recoveries from disposal.
(g) Losses due to shrinkage or evaporation and gain due to elongation or absorption of moisture etc., before
the material is received shall be absorbed in material cost to the extent they are normal, with corresponding
adjustment in the quantity.
(h) The forex component of imported material cost shall be converted at the rate on the date of the transaction.
Any subsequent change in the exchange rate till payment or otherwise shall not form part of the material cost.
(i) Any demurrage or detention charges, or penalty levied by transport or other authorities shall not form part of
the cost of materials.
(j) Subsidy or grant or incentive and any such payment received or receivable with respect to any material cost
shall be reduced from cost of the cost object in the financial year when such subsidy or grant or incentive and
any such payment is recognised as income.
(k) Issues shall be valued using appropriate method as per the provisions contained in the accounting standard
applicable for the time being in force.
(l) Where materials are accounted at standard cost, the price variances related to materials shall be treated as part
of material cost.
(m) Any abnormal cost shall be excluded from the material cost.

(n) Wherever, material costs include transportation costs, determination of costs of transportation shall be
governed by Para No. 9 on Determination of Cost of Transportation.
(o) Self-manufactured components and sub-assemblies or captive consumption shall be valued including direct
material cost, direct employee cost, direct expenses, factory overheads, share of administrative overheads
relating to production but excluding share of other administrative overheads, finance cost and marketing
overheads.
(p) The material cost of normal scrap or defectives which are rejects shall be included in the material cost of
goods manufactured. The material cost of actual scrap or defectives, not exceeding the normal shall be
adjusted in the material cost of good production. Material Cost of abnormal scrap or defectives should not
be included in material cost but treated as loss after giving credit to the realisable value of such scrap or
defectives.
(q) Material costs shall be directly traced to a Cost object to the extent it is economically feasible or shall be
assigned to the cost object on the basis of material quantity consumed or similar identifiable measure and
valued as per above principles.
(r) Where the material costs are not directly traceable to the cost object, the same shall be assigned on a suitable
basis like technical estimates.
(s) Where a material is processed or part manufactured by a third party according to specifications provided by
the buyer, the processing or manufacturing charges payable to the third party shall be treated as part of the
material cost.
(t) Wherever part of the manufacturing operations or activity is subcontracted, the subcontract charges related to
materials shall be treated as direct expenses and assigned directly to the cost object.
(u) The cost of indirect materials shall be assigned to the various Cost objects based on a suitable basis such as
actual usage or technical norms or a similar identifiable measure.
(v) The cost of materials like catalysts, dies, tools, moulds, patterns etc., which are relatable to production over
a period of time shall be amortized over the production units benefited by such cost.
(w) The cost of indirect material with life exceeding one year shall be included in cost over the useful life of the
material.
2. Employee Cost
(a) Proper records shall be maintained in respect of employee costs in such a manner as to enable the company to
book these expenses cost centre wise or department wise with reference to goods or services under reference
and to furnish necessary particulars. Where the employees work in such a manner that it is not possible
to identify them with any specific cost centre or service centre or department, the employees cost shall be
apportioned to the cost centre or service centres or departments on equitable and reasonable basis and applied
consistently.
(b) Employee cost shall be ascertained taking into account the gross pay including all allowances payable along
with the cost to the employer of all the benefits, including the cost of retirement benefits charged in the
financial statements in an accounting period. In case of companies to which Indian Accounting Standards
apply, any re-measurement of such costs recognised in other comprehensive income shall not form part of the
employee cost.
(c) Bonus whether payable as a statutory minimum or on a sharing of surplus shall be treated as part of employee
cost. Exgratia payable in lieu of or in addition to bonus shall also be treated as part of the employee cost.

(d) Remuneration payable to Managerial Personnel including Executive Directors on the Board and other
officers of a corporate body under a statute shall be considered as part of the employee cost of the year under
reference whether the whole or part of the remuneration is computed as a percentage of profits. Remuneration
paid to non-executive directors shall not form part of employee cost but shall form part of administrative
overheads.
(e) Separation costs related to voluntary retirement, retrenchment, termination etc. shall be amortised over the
period benefitting from such costs.
(f) Employee cost shall not include imputed costs.
(g) Cost of Idle time is ascertained by the idle hours multiplied by the hourly rate applicable to the idle employee
or a group of employees.
(h) Where employee cost is accounted at standard cost, variances due to normal reasons related to employee
cost shall be treated as part of employee cost. Variances due to abnormal reasons shall be treated as part of
abnormal cost.
(i) Subsidy or grant or incentive and any such payment received or receivable with respect to any employee cost
(j) Any abnormal cost where it is material and quantifiable shall not form part of the employee cost.
(k) Penalties, damages paid to statutory authorities or other third parties shall not form part of the employee cost.
(l) The cost of free housing, free conveyance and any other similar benefits provided to an employee shall be
determined at the total cost of all resources consumed in providing such benefits.
(m) Any recovery from the employee towards any benefit provided, namely, housing shall be reduced from the
employee cost.
(n) Any change in the cost accounting principles applied for the determination of the employee cost shall be
made only if it is required by law or a change would result in a more appropriate preparation or presentation
of cost statements of an enterprise.
(o) Where the employee services are traceable to a cost object, such employees’ cost shall be assigned to the
cost object on the basis such as time consumed or number of employees engaged etc. or similar identifiable
measure.
(p) While determining whether a particular employee cost is chargeable to a separate cost object, the principle of
materiality shall be adhered to.
(q) Where the employee costs are not directly traceable to the cost object, these may be assigned on suitable basis
like estimates of time based on time study.
(r) The amortised separation costs related to voluntary retirement, retrenchment, and termination etc. for the
period shall be treated as indirect cost and assigned to the cost objects in an appropriate manner. However
unamortised amount related to discontinued operations, shall not be treated as employee cost.
(s) Recruitment costs, training cost and other such costs shall be treated as overheads and dealt with accordingly.
(t) Overtime premium shall be assigned directly to the cost object or treated as overheads depending on the
economic feasibility and the specific circumstance requiring such overtime.
(u) Idle time cost shall be assigned direct to the cost object or treated as overheads depending on the economic
feasibility and the specific circumstances causing such idle time.

3. Utilities
(a) Proper records shall be maintained showing the quantity and cost of each major utility such as power, water,
steam, effluent treatment and other related utilities produced and consumed by the different cost centres in
such detail as to have particulars for each utility separately.
(b) Each type of utility shall be treated as a distinct cost object.
(c) Cost of utilities purchased shall be measured at cost of purchase including duties and taxes, transportation
cost, insurance and other expenditure directly attributable to procurement (net of trade discounts, rebates,
taxes and duties refundable or to be credited) that can be quantified with reasonable accuracy at the time of
acquisition.
(d) Cost of self-generated utilities for own consumption shall comprise direct material cost, direct employee cost,
direct expenses and factory overheads.
(e) In case of utilities generated for the purpose of inter unit transfers, the distribution cost incurred for such
transfers shall be added to the cost of utilities determined as above.
(f) Cost of utilities generated for the intercompany transfers shall comprise direct material cost, direct employee
cost, direct expenses, factory overheads, distribution cost and share of administrative overheads.
(g) Cost of utilities generated for the sale to outside parties shall comprise direct material cost, direct employee
cost, direct expenses, factory overheads, distribution cost, share of administrative overheads and marketing
overheads. The sale value of such utilities shall also include the margin.
(h) Finance costs incurred in connection with the utilities shall not form part of cost of utilities.
(i) The cost of utilities shall include the cost of distribution of such utilities. The cost of distribution will consist
of the cost of delivery of utilities up to the point of consumption.
(j) Cost of utilities shall not include imputed costs.
(k) Where cost of utilities is accounted at standard cost, the price variances related to utilities shall be treated as
part of cost of utilities and the portion of usage variances due to normal reasons shall be treated as part of cost
of utilities. Usage variances due to abnormal reasons shall be treated as part of abnormal cost.
(l) Subsidy or grant or incentive and any such payment received or receivable with respect to any cost of utilities
(m) The cost of production and distribution of utilities shall be determined based on the normal capacity or actual
capacity utilization whichever is higher and unabsorbed cost, if any, shall be treated as abnormal cost. Cost
of a Stand-by Utility shall include the committed costs of maintaining such a utility.
(n) Any abnormal cost where it is material and quantifiable shall not form part of the cost of utilities.
(o) Penalties, damages paid to statutory authorities or other third parties shall not form part of the cost of utilities.
(p) Credits or recoveries relating to the utilities including cost of utilities provided to outside parties, material and
quantifiable, shall be deducted from the total cost of utility to arrive at the net cost of utility.
(q) Any change in the cost accounting principles applied for the measurement of the cost of utilities shall be
made only if, it is required by law or a change would result in a more appropriate preparation or presentation
of cost statements of an organisation.
(r) While assigning cost of utilities, traceability to a cost object in an economically feasible manner shall be the
guiding principle.

(s) Where the cost of utilities is not directly traceable to cost object, it shall be assigned on the most appropriate
basis.
(t) The most appropriate basis of distribution of cost of a utility to the departments consuming services is to be
derived from usage parameters.
4. Direct Expenses
(a) Proper records shall be maintained in respect of direct expenses in such a manner as to enable the company
to book these expenses cost centre wise or cost object or department wise with reference to goods or services
under reference and to furnish necessary particulars.
(b) Direct expenses incurred for the use of bought out resources shall be determined at invoice or agreed price
including duties and taxes, and other expenditure directly attributable thereto net of trade discounts, rebates,
taxes and duties refundable or to be credited.
(c) Other direct expenses shall be determined on the basis of amount incurred in connection therewith.
(d) Direct expenses paid or incurred in lump-sum or which are in the nature of ‘one–time’ payment, shall be
amortised on the basis of the estimated output or benefit to be derived from such direct expenses.
(e) If an item of direct expenses does not meet the test of materiality, it can be treated as part of overheads.
(f) Finance costs incurred in connection with the self-generated or procured resources shall not form part of
direct expenses.Direct expenses shall not include imputed costs.
(g) Where direct expenses are accounted at standard cost, variances due to normal reasons shall be treated as part
of the direct expenses. Variances due to abnormal reasons shall not form part of the direct expenses.
(h) Subsidy or grant or incentive and any such payment received or receivable with respect to any direct expenses
(i) Any abnormal portion of the direct expenses where it is material and quantifiable shall not form part of the
direct expenses.
(j) Penalties, damages paid to statutory authorities or other third parties shall not form part of the direct expenses.
(k) Credits or recoveries relating to the direct expenses, material and quantifiable, shall be deducted to arrive at
the net direct expenses.
(l) Any change in the cost accounting principles applied for the measurement of the direct expenses should be
made only if, it is required by law or a change would result in a more appropriate preparation or presentation
(m) Direct expenses that are directly traceable to the cost object shall be assigned to that cost object.
5. Repairs and Maintenance

(a) Proper records showing the expenditure incurred by the workshop, tool room and on repairs and maintenance
in the various cost centres or departments shall be maintained under different heads.
(b) Repairs and maintenance cost shall be the aggregate of direct and indirect cost relating to repairs and
maintenance activity. Direct cost shall include the cost of materials, consumable stores, spares, manpower,
equipment usage, utilities and other identifiable resources consumed in such activity. Indirect cost shall
include the cost of resources common to various repairs and maintenance activities such as manpower,
equipment usage and other costs allocable to such activities.

(c) Cost of in-house repairs and maintenance activity shall include cost of materials, consumable stores, spares,
manpower, equipment usage, utilities, and other resources used in such activity.
(d) Cost of repairs and maintenance activity carried out by outside contractors inside the entity shall include
charges payable to the contractor and cost of materials, consumable stores, spares, manpower, equipment
usage, utilities, and other costs incurred by the entity for such jobs.
(e) Cost of repairs and maintenance jobs carried out by contractor at its premises shall be determined at invoice
or agreed price including duties and taxes, and other expenditure directly attributable thereto net of discounts
(other than cash discount), taxes and duties refundable or to be credited. This cost shall also include the cost
of other resources provided to the contractors.
(f) Cost of repairs and maintenance jobs carried out by outside contractors shall include charges made by the
contractor and cost of own materials, consumable stores, spares, manpower, equipment usage, utilities and
other costs used in such jobs.
(g) Each type of repairs and maintenance shall be treated as a distinct activity, if material and identifiable.
(h) Cost of repairs and maintenance activity shall be measured for each major asset category separately.
(i) Cost of spares replaced which do not enhance the future economic benefits from the existing asset beyond its
previously assessed standard of performance shall be included under repairs and maintenance cost.
(j) The cost of major overhaul shall be amortised on a rational basis.
(k) Finance costs incurred in connection with the repairs and maintenance activities shall not form part of Repairs
and maintenance costs.
(l) Repairs and maintenance costs shall not include imputed costs.
(m) Price variances related to repairs and maintenance, where standard costs are in use, shall be treated as part of
repairs and maintenance cost. The portion of usage variances attributable to normal reasons shall be treated
as part of repairs and maintenance cost. Usage variances attributable to abnormal reasons shall be excluded
from repairs and maintenance cost.
(n) Subsidy or grant or incentive and any such payment received or receivable with respect to repairs and
maintenance activity shall be reduced from cost of the cost object in the financial year when such subsidy or
grant or incentive and any such payment is recognised as income.
(o) Any repairs and maintenance cost resulting from some abnormal circumstances, e.g., major fire, explosions,
flood and similar events, if material and quantifiable, shall not form part of the repairs and maintenance cost.
(p) Fines, penalties, damages and similar levies paid to statutory authorities or other third parties shall not form
part of the repairs and maintenance cost.
(q) Credits or recoveries relating to the repairs and maintenance activity, material and quantifiable, shall be
deducted to arrive at the net repairs and maintenance cost.
(r) Any change in the cost accounting principles applied for the measurement of the repairs and maintenance
cost shall be made only if, it is required by law or a change would result in a more appropriate preparation or
presentation of cost statements of an organisation.
(s) Repairs and maintenance costs shall be traced to a cost object to the extent economically feasible.
(t) Where the repairs and maintenance cost is not directly traceable to cost object, it shall be assigned based on
either of the following the principles of (1) Cause and Effect - Cause is the process or operation or activity
and effect is the incurrence of cost and (2) Benefits received – overheads are to be apportioned to the various
cost objects in proportion to the benefits received by them.

(u) If the repairs and maintenance cost (including the share of the cost of reciprocal exchange of services) is
shared by several cost objects, the related cost shall be measured as an aggregate and distributed among the
cost objects.
6. Fixed Assets and depreciation

(a) Proper and adequate records shall be maintained for assets used for production of goods or rendering of
services under reference in respect of which depreciation has to be provided for. These records shall, inter-
alia, indicate grouping of assets under each good or service, the cost of acquisition of each item of asset
including installation charges, date of acquisition and rate of depreciation.
(b) The depreciation and amortisation shall be the amount recognised as an expense for the year in the financial
statements, which shall be measured as per the provisions contained in schedule II of the Companies Act,
2013 and the accounting standards applicable for the time being in force. The amount of Depreciation and
Amortisation not recognised as expense in the financial statements shall be treated as a non-cost item.
(c) Depreciation on an asset which is temporarily retired from production of goods and services shall be
considered as abnormal cost for the period when the asset is not in use.
(d) Impairment loss on assets shall be excluded from cost of production.
(e) Spare parts, stand-by equipment and servicing equipment shall be recognised as property, plant and equipment
when they meet the definition of property, plant and equipment and depreciated accordingly. Otherwise, such
items shall be classified as inventory.
(t) Depreciation shall be traced to the cost object to the extent economically feasible.
(g) Where the depreciation is not directly traceable to cost object, it shall be assigned based on either of the
following two principles; namely:-
(i) Cause and Effect - Cause is the process or operation or activity and effect is the incurrence of cost and
(ii) Benefits received - overheads are to be apportioned to the various cost objects in proportion to the
benefits received by them.
7. Overheads
(a) Proper records shall be maintained for various items of indirect expenses comprising overheads pertaining
to goods or services under reference. These expenses shall be analysed, classified and grouped according to
functions.
(b) Overheads representing procurement of resources shall be determined at invoice or agreed price including
duties and taxes, and other expenditure directly attributable thereto net of discounts (other than cash
discounts), taxes and duties refundable or to be credited.
(c) Overheads other than those referred to above shall be determined on the basis of cost incurred in connection
therewith.
(d) Any abnormal cost where it is material and quantifiable shall not form part of the overheads.
(e) Finance costs incurred in connection with procured or self-generated resources shall not form part of
overheads.
(f) Overheads shall not include imputed cost.
(g) Overhead variances attributable to normal reasons shall be treated as part of overheads. Overhead variances
attributable to abnormal reasons shall be excluded from overheads.

(h) Subsidy or grant or incentive and any such payment received or receivable with respect to overheads shall
be reduced from cost of the cost object in the financial year when such subsidy or grant or incentive and any
such payment is recognised as income.
(i) Fines, penalties, damages and similar levies paid to statutory authorities or other third parties shall not form
part of the overheads.
(j) Credits or recoveries relating to the overheads, material and quantifiable, shall be deducted from the total
overhead to arrive at the net overheads. Where the recovery exceeds the total overheads, the balance recovery
shall be treated as other income.
(k) Any change in the cost accounting principles applied for the measurement of the overheads shall be made
only if, it is required by law or a change would result in a more appropriate preparation or presentation of cost
statements of an entity.
(l) While assigning overheads, traceability to a cost object in an economically feasible manner shall be the
guiding principle. The cost which can be traced directly to a cost object shall be directly assigned.
(m) Overheads shall be classified according to functions, viz., works, administration, selling and distribution.
Works overheads, also known as Production Overheads, Operation Overheads, Factory Overheads or
Manufacturing Overheads, shall be the indirect costs involved in the production of a product or in providing
service. Administrative overheads shall be the aggregate of cost of resources consumed in activities relating
to general management and administration of an organisation. Selling and distribution overheads shall be the
aggregate of cost of resources consumed in the selling and distribution activities of the organization.
(n) Assignment of overheads to the cost objects shall be based on either of the following two principles; (1) Cause
and Effect - Cause is the process or operation or activity and effect is the incurrence of cost and (2) Benefits
received – overheads are to be apportioned to the various cost objects in proportion to the benefits received
by them.
(o) The variable production overheads shall be absorbed to products or services based on actual capacity
utilisation.
(p) The fixed production overheads shall be absorbed based on the normal capacity.
(q) In case of leased assets, if the lease is an operating lease, the entire rentals shall be included in the administrative
overheads. If the lease is a financial lease, the finance cost portion shall be segregated and treated as part of
finance costs.
(r) Selling and Distribution Overheads, the benefits of which are expected to be derived over a long period, shall
be amortized on a rational basis.
(s) Any demurrage or detention charges or penalty levied by the transportation or other authorities in respect of
distribution activity shall not form part of Selling and Distribution Overheads.
8. Administrative Overheads
9. Transportation Cost
(a) Proper records shall be maintained for recording the actual cost of transportation showing each element
of cost such as freight, cartage, transit insurance and others after adjustment for recovery of transportation
cost. Abnormal costs relating to transportation, if any, are to be identified and recorded for exclusion of
computation of average transportation cost.
(b) In case of a manufacturer having his own transport fleet, proper records shall be maintained to determine
the actual operating cost of vehicles showing details of various elements of cost, such as salaries and wages

of driver, cleaners and others, cost of fuel, lubricant grease, amortized cost of tyres and battery, repairs and
maintenance, depreciation of the vehicles, distance covered and trips made, goods hauled and transported to
the depot.
(c) In case of hired transport charges incurred for despatch of goods, complete details shall be recorded as to date
of despatch, type of transport used, description of the goods, destination of buyer, name of consignee, challan
number,quantity of goods in terms of weight or volume, distance involved, amount paid and other related
details.
(d) Records shall be maintained separately for inward and outward transportation cost specifying the details
particulars of goods despatched, name of supplier or recipient, amount of freight etc.
(e) Separate records shall be maintained for identification of transportation cost towards inward movement of
material (procurement) and transportation cost of outward movement of goods removed or sold for both
home consumption and export.
(f) Records for transportation cost from factory to depot and thereafter shall be maintained separately.
(g) Records for transportation cost for carrying any material or product to job-workers place and back shall be
maintained separately so as include the same in the transaction value of the product.
(h) Records for transportation cost for goods involved exclusively for trading activities shall be maintained
separately and the same shall not be included for claiming any deduction for calculating assessable value
excisable goods cleared for home consumption.
(i) Records of transportation cost directly allocable to a particular category of products shall be maintained
separately so that allocation can be made.
(j) For common transportation cost, both for own fleet or hired ones, proper records for basis of apportionment
shall be maintained.
(k) Records for transportation cost for exempted goods, taxable goods cleared for export shall be maintained
separately.
(l) Separate records of cost for mode of transportation other than road like ship or air are to be maintained, which
shall be included in total cost of transportation.
(m) Inward transportation costs shall form the part of the cost of procurement of materials which shall be identified
for proper allocation or apportionment to the materials or products.
(n) Outward transportation cost shall form the part of the cost of sale and shall be allocated or apportioned to the
materials and goods on a suitable basis.
(o) The following basis shall be used, in order of priority, for apportionment of outward transportation cost
depending upon the nature of products, unit of measurement followed and type of transport used, namely:-
(i) Weight;
(ii) Volume of goods;
(iii) Tonne-Km;
(iv) Unit or Equivalent unit;
(v) Value of goods;
(vi) Percentage of usage of space.

(p) Once a basis of apportionment is adopted, the same shall be followed consistently.
(q) For determining the transportation cost per unit, distance shall be factored in to arrive at weighted average
cost.
(r) Abnormal and non recurring cost shall not be a part of transportation cost.
10. Royalty and Technical Know-how

(a) Adequate records shall be maintained showing royalty or technical know-how fee including other recurring
or non-recurring payments of similar nature, if any, made for the goods or services under reference to
collaborators or technology suppliers in terms of agreements entered into with them.
(b) Royalty and technical know-how Fee paid or incurred in lump-sum or which are in the nature of ‘one–time’
payment, shall be amortised on the basis of the estimated output or benefit to be derived from the related
asset. Amortisation of the amount of royalty or technical know-how fee paid for which the benefit is ensued
in the current or future periods shall be determined based on the production or service volumes estimated for
the period over which the asset is expected to benefit the entity.
(c) Amount of the royalty and technical know-how fee shall not include finance costs and imputed costs.
(d) Subsidy or grant or incentive and any such payment received or receivable with respect to amount of royalty
and technical know-how fee shall be reduced from cost of the cost object in the financial year when such
subsidy or grant or incentive and any such payment is recognised as income.
(e) Penalties, damages paid to statutory authorities or other third parties shall not form part of the amount of
royalty and technical know-how fee.
(f) Credits or recoveries relating to the amount royalty and technical know-how fee, material and quantifiable,
shall be deducted to arrive at the net amount of royalty and technical know-how fee.
(g) Any change in the cost accounting principles applied for the measurement of the amount of royalty and
technical know-how fee should be made only if, it is required by law or for compliance with the requirements
of a cost accounting standard, or a change would result in a more appropriate preparation or presentation of
cost statements of an organisation.
(h) Royalty and technical know-how fee that is directly traceable to a cost object shall be assigned to that cost
object. In case such fee is not directly traceable to a cost object then it shall be assigned on any of the
following basis, namely:-
(i) Units produced
(ii) Units sold
(iii) Sales value
(i) The amount of royalty fee paid for mining rights shall form part of the cost of material.
(j) The amount of royalty and technical know-how fee shall be assigned on the nature or purpose of such fee.
The amount of royalty and technical know-how fee related to product or process know how shall be treated
as cost of production; if it is related to trademarks or brands shall be treated as cost of sales.
11. Research and Development Expenses

(a) Research and development costs shall include all the costs that are directly traceable to research and/or
development activities or that can be assigned to research and development activities strictly on the basis of
(a) cause and effect or (b) benefits received. Such costs shall include the following elements:
(i) the cost of materials and services consumed in research and development activities.

(ii) cost of bought out materials and hired services as per invoice or agreed price including duties and taxes
directly attributable thereto net of trade discounts, rebates, taxes and duties refundable or to be credited.
(iii) the salaries, wages and other related costs of personnel engaged in research and development activities;
(iv) the depreciation of equipment and facilities, and other tangible assets, and amortisation of intangible
assets to the extent that they are used for research and development activities;
(v) overhead costs, other than general administrative costs, related to research and development activities.
(vi) costs incurred for carrying out research and development activities by other entities and charged to the
entity; and
(vii) expenditure incurred in securing copyrights or licences;
(viii) expenditure incurred for developing computer software;
(ix) costs incurred for the design of tools, jigs, moulds and dies;
(x) other costs that can be directly attributed to research and development activities and can be identified
with specific projects.
(b) Subsidy or grant or incentive and any such payment received or receivable with respect to research and
development activity shall be reduced from cost of the cost object in the financial year when such subsidy or
grant or incentive and any such payment is recognised as income.
(c) Any abnormal cost where it is material and quantifiable shall not form part of the research and development
cost.
(d) Fines, penalties, damages and similar levies paid to statutory authorities or other third parties shall not form
part of the research and development cost.
(e) Research and development costs shall not include imputed costs.
(f) Credits or recoveries relating to research and development cost, if material and quantifiable, including from
the sale of output produced from the research and development activity shall be deducted from the research
and development cost.
(g) Research and development costs attributable to a specific cost object shall be assigned to that cost object
directly.Research and development costs that are not attributable to a specific product or process shall not
form part of the product cost.
(h) Development cost which results in the creation of an intangible asset shall be amortised over its useful life.
Assignment of development costs shall be based on the principle of “benefits received”.
(i) Research and development costs incurred for the development and improvement of an existing process or
product shall be included in the cost of production. In case the Research and development activity related to
the improvement of an existing process or product continues for more than one accounting period, the cost
of the same shall be accumulated and amortised over the estimated period of use of the improved process or
estimated period over which the improved product will be produced by the entity after the commencement of
commercial production, as the case may be, if the improved process or product is distinctly different from the
existing process or product and the product is marketed as a new product. The amount allocated to a particular
period shall be included in the cost of production of that period. If the expenditure is only to improve the
quality of the existing product or minor modifications in attributes, the principle shall not be applied.
(j) Development costs attributable to a saleable service namely, providing technical know-how to outside parties
shall be accumulated separately and treated as cost of providing the service.
12. Quality control expenses
(a) Adequate records shall be maintained to indicate the expenses incurred in respect of quality control department

or cost centre or service centre for goods or services under reference. Where these services are also utilized
for other goods or services of the company, the basis of apportionment to goods or services under reference
and to other goods or services shall be on equitable and reasonable basis and applied consistently.
(b) Quality control cost incurred in-house shall be the aggregate of the cost of resources consumed in the quality
control activities of the entity. The cost of resources procured from outside shall be determined at invoice or
agreed price including duties and taxes, and other expenditure directly attributable thereto net of discounts
(other than cash discounts), taxes and duties refundable or to be credited by the Tax Authorities. Such cost
shall include cost of conformance to quality: (a) prevention cost; and (b) appraisal cost.
(c) Identification of quality control costs shall be based on traceability in an economically feasible manner.
(d) Quality control costs other than those referred to above shall be determined on the basis of amount incurred
in connection therewith.
(e) Finance costs incurred in connection with the self-generated or procured resources shall not form part of
quality control cost.
(f) Quality control costs shall not include imputed costs.
(g) Subsidy or grant or incentive and any such payment received or receivable with respect to any quality control
cost shall be reduced from cost of the cost object in the financial year when such subsidy or grant or incentive
and any such payment is recognised as income.
(h) Any abnormal portion of the quality control cost where it is material and quantifiable shall not form part of
the cost of quality control.
(i) Penalties, damages paid to statutory authorities or other third parties shall not form part of the quality control
cost.
(j) Any change in the cost accounting principles applied for the measurement of the quality control cost shall be
made only if, it is required by law or for compliance with the requirements of a cost accounting standard, or
a change would result in a more appropriate preparation or presentation of cost statements of an organisation.
(k) Quality control cost that is directly traceable to the cost object shall be assigned to that cost object. Assignment
of quality control cost to the cost objects shall be based on benefits received by them on the principles,
namely:-
(i) Cause and effect - Cause is the process or operation or activity and effect is the incurrence of cost and
(ii) Benefits received - overheads are to be apportioned to the various cost objects in proportion to the
benefits receivedby them.
13. Pollution control expenses

(a) Adequate records shall be maintained to indicate the expenses incurred in respect of pollution control. The
basis of apportionment to goods or services under reference and to other goods or services shall be on
equitable and reasonable basis and applied consistently.
(b) Pollution control costs shall be the aggregate of direct and indirect cost relating to pollution control activity.
Direct cost shall include the cost of materials, consumable stores, spares, manpower, equipment usage,
utilities, resources for testing and certification and other identifiable resources consumed in activities such as
waste processing, disposal, remediation and others. Indirect cost shall include the cost of resources common
to various pollution control activities such as pollution control registration and such like expenses.
(c) Costs of pollution control which are internal to the entity shall be accounted for when incurred. They shall be
measured at the historical cost of resources consumed.
(d) Future remediation or disposal costs which are expected to be incurred with reasonable certainty as part of
onerous contract or constructive obligation, legally enforceable shall be estimated and accounted based on
the quantum of pollution generated in each period and the associated cost of remediation or disposal in future.

(e) Contingent future remediation or disposal costs e.g. those likely to arise on account of future legislative
changes on pollution control shall not be treated as cost until the incidence of such costs become reasonably
certain and can be measured.
(f) External costs of pollution which are generally the costs imposed on external parties including social costs
are difficult to estimate with reasonable accuracy and are excluded from general purpose cost statements.
(g) Social costs of pollution are measured by economic models of cost measurement. The cost by way of
compensation by the polluting entity either under future legislation or under social pressure cannot be
quantified by traditional models of cost measurement. They are best kept out of general purpose cost
statements.
(h) Cost of in-house pollution control activity shall include cost of materials, consumable stores, spares,
(i) Cost of pollution control activity carried out by outside contractors inside the entity shall include charges
payable to the contractor and cost of materials, consumable stores, spares, manpower, equipment usage,
utilities, and other costs incurred by the entity for such jobs.
(j) Cost of pollution control jobs carried out by contractor at its premises shall be determined at invoice or agreed
price including duties and taxes, and other expenditure directly attributable thereto net of discounts (other
than cash discount), taxes and duties refundable or to be credited. This cost shall also include the cost of other
resources provided to the contractors.
(k) Cost of pollution control jobs carried out by outside contractors shall include charges made by the contractor
and cost of own materials, consumable stores, spares, manpower, equipment usage, utilities and other costs
used in such jobs.
(l) Each type of pollution control e.g., water, air, soil pollution shall be treated as a distinct activity, if material
and identifiable.
(m) Finance costs incurred in connection with the pollution control activities shall not form part of pollution
control costs.
(n) Pollution control costs shall not include imputed costs.
(o) Price variances related to pollution control, where standard costs are in use, shall be treated as part of pollution
control cost. The portion of usage variances attributable to normal reasons shall be treated as part of pollution
control cost. Usage variances attributable to abnormal reasons shall be excluded from pollution control cost.
(p) Subsidy or grant or incentive and any such payment received or receivable with respect to pollution control
activity shall be reduced from cost of the cost object in the financial year when such subsidy or grant or
incentive and any such payment is recognised as income.
(q) Any Pollution control cost resulting from abnormal circumstances, if material and quantifiable, shall not form
part of the pollution control cost.
(r) Fines, penalties, damages and similar levies paid to statutory authorities or other third parties shall not form
part of the pollution control cost.
(s) Credits or recoveries relating to the pollution control activity, material and quantifiable, shall be deducted to
arrive at the net pollution control cost.
(t) Research and development cost to develop new process, new products or use of new materials to avoid or
mitigate pollution shall be treated as research and development costs and not included under pollution control
costs. Development costs incurred for commercial development of such product, process or material shall be
included in pollution control costs.

(u) Any change in the cost accounting principles applied for the measurement of the pollution control cost
shall be made only if, it is required by law or a change would result in a more appropriate preparation or
(v) Pollution Control costs shall be traced to a cost object to the extent economically feasible.
(w) Direct costs of pollution control such as treatment and disposal of waste shall be assigned directly to the
product, where traceable economically.
(x) Where these costs are not directly traceable to the product but are traceable to a process which causes
pollution, the costs shall be assigned to the products passing through the process based on the quantity of the
pollutant generated by the product.
(y) Where the pollution control cost is not directly traceable to cost object, it shall be treated as overhead and
assigned based on either of the following two principles; namely:-
(1) Cause and Effect - Cause is the process or operation or activity and effect is the incurrence of cost and
(2) Benefits received - overheads are to be apportioned to the various cost objects in proportion to the
14. Service department expenses
(a) Proper records shall be maintained in respect of service departments, i.e., cost centres which primarily
provides auxiliary services across the enterprise, to indicate expenses incurred in respect of each such service
cost centre like engineering, work shop, designing, laboratory, safety, transport, computer cell, welfare etc.
(b) Each identifiable service cost centre shall be treated as a distinct cost object for measurement of the cost of
services subject to the principle of materiality.
(c) Cost of service cost centre shall be the aggregate of direct and indirect cost attributable to services being
rendered by such cost centre.
(d) Cost of in-house services shall include cost of materials, consumable stores, spares, manpower, equipment
usage, utilities, and other resources used in such service.
(e) Cost of other resources shall include related overheads.
(f) Cost of services rendered by contractors within the facilities of the entity shall include charges payable to the
contractor and cost of materials, consumable stores, spares, manpower, equipment usage, utilities, and other
resources provided to the contractors for such services.
(g) Cost of services rendered by contractors at their premises shall be determined at invoice or agreed price
including duties and taxes, and other expenditure directly attributable thereto net of discounts (other than
cash discount), taxes and duties refundable or to be credited. This cost shall also include the cost of resources
provided to the contractors.
(h) Cost of services for the purpose of inter unit transfers shall also include distribution costs incurred for such
transfers.
(i) Cost of services for the purpose of inter-company transfers shall also include distribution cost incurred for
such transfers and administrative overheads.
(j) Cost of services rendered to outside parties shall also include distribution cost incurred for such transfers,
administrative overheads and marketing overheads.
(k) Finance costs incurred in connection with the service cost Centre shall not form part of the cost of Service
Cost Centre.
(l) The cost of service cost centre shall not include imputed costs.

(m) Where the cost of service cost centre is accounted at standard cost, the price and usage variances related to
the services cost Centre shall be treated as part of cost of services. Usage variances due to abnormal reasons
shall be treated as part of abnormal cost.
(n) Subsidy or grant or incentive and any such payment received or receivable with respect to any service cost
centre shall be reduced from cost of the cost object in the financial year when such subsidy or grant or
incentive and any such payment is recognised as income.
(o) The cost of production and distribution of the service shall be determined based on the normal capacity or
actual capacity utilization whichever is higher and unabsorbed cost, if any, shall be treated as abnormal cost.
Cost of a stand-by service shall include the committed costs of maintaining such a facility for the service.
(p) Any abnormal cost where it is material and quantifiable shall not form part of the cost of the service cost
centre.
(q) Penalties, damages paid to statutory authorities or other third parties shall not form part of the cost of the
service cost centre.
(r) Credits or recoveries relating to the service cost centre including charges for services rendered to outside
parties, material and quantifiable, shall be reduced from the total cost of that service cost centre.
(s) Any change in the cost accounting principles applied for the measurement of the cost of Service cost centre
shall be made, only if it is required by law or for compliance with the requirements of a cost accounting
standard, or a change would result in a more appropriate preparation or presentation of cost statements of an
enterprise.
(t) While assigning cost of services, traceability to a cost object in an economically feasible manner shall be the
guiding principle.
(u) Where the cost of services rendered by a service cost centre is not directly traceable to a cost object, it shall
be assigned on the most appropriate basis.
(v) The most appropriate basis of distribution of cost of a service cost centre to the cost centres consuming
services is to be derived from logical parameters related to the usage of the service rendered. The parameter
shall be equitable, reasonable and consistent.
15. Packing expenses
(a) Proper records shall be maintained separately for domestic and export packing showing the quantity and cost
of various packing materials and other expenses incurred on primary or secondary packing indicating the
basis of valuation.
(b) The packing material receipts shall be valued at purchase price including duties and taxes, freight inwards,
insurance, and other expenditure directly attributable to procurement (net of trade discounts, rebates, taxes
and duties refundable or to be credited) that can be quantified at the time of acquisition.
(c) Finance costs directly incurred in connection with the acquisition of packing material shall not form part of
packing material cost.
(d) Self-manufactured packing materials shall be valued including direct material cost, direct employee cost,
direct expenses, job charges, factory overheads including share of administrative overheads comprising
factory management and administration and share of research and development cost incurred for development
and improvement of existing process or product.
(e) Normal loss or spoilage of packing material prior to receipt in the factory shall be absorbed in the cost of
balance materials net of amounts recoverable from suppliers, insurers, carriers or recoveries from disposal.
(f) The forex component of imported packing material cost shall be converted at the rate on the date of the
transaction. Any subsequent change in the exchange rate till payment or otherwise shall not form part of the
packing material cost.

(g) Any demurrage, detention charges or penalty levied by the transport agency or any authority shall not form
part of the cost of packing materials.
(h) Subsidy or grant or incentive and any such payment received or receivable with respect to packing material
(i) Issue of packing materials shall be valued using appropriate method as per the provisions contained in the
accounting standard applicable for the time being in force.
(j) Wherever, packing material costs include transportation costs, determination of costs of transportation shall
be governed by Cost Accounting Standard on determination of average (equalized) cost of transportation.
(k) Packing material costs shall not include imputed costs.
(l) Where packing materials are accounted at standard cost, the price variances related to such materials shall
be treated as part of packing material cost and the portion of usage variances due to normal reasons shall be
treated as part of packing material cost. Usage variances due to abnormal reasons shall be treated as part of
abnormal cost.
(m) The normal loss arising from the issue or consumption of packing materials shall be included in the packing
materials cost.
(n) Any abnormal cost where it is material and quantifiable shall be excluded from the packing material cost.
(o) The credits or recoveries in the nature of normal scrap arising from packing materials if any, should be
deducted from the total cost of packing materials to arrive at the net cost of packing materials.
(p) Packing material costs shall be directly traced to a cost object to the extent it is economically feasible.
(q) Where the packing material costs are not directly traceable to the cost object, these may be assigned on the
basis of quantity consumed or similar measures like technical estimates.
(r) The packing material cost of reusable packing shall be assigned to the cost object taking into account the
number of times or the period over which it is expected to be reused.
(s) Cost of primary packing materials shall form part of the cost of production.
(t) Cost of secondary packing materials shall form part of distribution overheads.
16. Finance Costs

(a) Finance costs are costs incurred by an enterprise in connection with the borrowing of fund or other costs
which in effect represent payment for the use of non- equity fund.
(b) Finance costs incurred shall be identified for-
(i) acquisition or construction or production of qualifying assets including fixed assets; and
(ii) other finance costs for production of goods or operations or services rendered which cannot be classified
as qualifying assets.
(c) Finance costs directly attributable to the acquisition or construction or production of a qualifying asset shall
be included in the cost of the asset.
(d) Finance costs shall not include imputed costs.
(e) Subsidy or grant or incentive and any such payment received or receivable with respect to finance costs shall
be reduced from cost of the cost object in the financial year when such subsidy or grant or incentive and any
such payment is recognised as income.

(f) Penal Interest for delayed payment, fines, penalties, damages and similar levies paid to statutory authorities
or other third parties shall not form part of the finance costs. In case the company delays the payment of
statutory dues beyond the stipulated date, interest paid for delayed payment shall not be treated as penal
interest.
(g) Interest paid for or received on investment shall not form part of the other financing charges for production
of goods or operations or services rendered;
(h) Assignment of finance costs to the cost objects shall be based on either of the following two principles;
namely:-
(1) Cause and Effect - Cause is the process or operation or activity and effect is the incurrence of cost and
(2) Benefits received - to be apportioned to the various cost objects in proportion to the benefits received
by them.
17. Any other item of cost

Proper records shall be maintained for any other item of cost being indispensable and considered necessary
for inclusion in cost records for calculating cost of production of goods or rendering of services, cost of sales,
margin in total and per unit of the goods or services under reference.
18. Capacity determination

(a) Capacity shall be determined in terms of units of production or services or equivalent machine or man hours.
(b) Installed capacity is determined based on:
(i) Manufacturers’ Technical specifications
(ii) Capacities of individual or interrelated production centres
(iii) Operational constraints or capacity of critical machines or
(iv) Number of shifts
(c) In case manufacturers’ technical specifications are not available, the estimates by technical experts on capacity
under ideal conditions shall be considered for determination of installed capacity. In case any production
facility is added or discarded the installed capacity shall be reassessed from the date of such addition or
discard. In case the same is reassessed as per direction of the Government, it shall be in accordance with the
principles laid down in the said directives. In case of improvement in the production process, the installed
capacity shall be reassessed from the date of such improvement.
(d) Normal capacity shall be determined vis-a-vis installed capacity after carrying out following adjustments :
(i) Holidays, normal shut down days and normal idle time,
(ii) Normal time lost in batch change over,
(iii) Time lost due to preventive maintenance and normal break downs of equipment’s,
(iv) Loss in efficiency due to ageing of the equipment, or
(v) Number of shifts;
(e) Capacity utilization is actual production measured as a percentage of installed capacity.
19. Work-in-progress and finished stock

The method followed for determining the cost of work-in-progress and finished stock of the goods and for
services under delivery or in-process shall be appropriate and shall be indicated in the cost records so as to
reveal the cost element that have been taken into account in such computation. All conversion costs incurred

in bringing the inventories to their present location and condition shall be taken into account while computing
the cost of work-in-progress and finished stock. The method adopted for determining the cost of work-in
progress and finished goods shall be followed consistently.
20. Captive consumption

If the goods or services under reference are used for captive consumption, proper records shall be maintained
showing the quantity and cost of each such goods or services transferred to other departments or cost centres
or units of the company for self-consumption and sold to outside parties separately.
21. By-Products and Joint Products

(a) Proper records shall be maintained for each item of by-product, if any, produced showing the receipt, issues
and balances, both in quantity and value. The basis adopted for valuation of by-product for giving credit
to the respective process shall be equitable and consistent and should be indicated in cost records. Records
showing the expenses incurred on further processing, if any, and actual sales realisation of by-product shall
be maintained. The proper records shall be maintained in respect of credits or recoveries from the disposal of
by-products.
(b) The cost up to the point of separation of products or services shall be apportioned to joint products or services
on reasonable and equitable basis and shall be applied consistently. The basis on which such joint costs are
apportioned to different products or services arising from the process shall be indicated in the cost records.
Proper records shall be maintained in respect of credits or recoveries from the disposal of joint products or
services.
22. Adjustment of cost variances.

Where the company maintains cost records on any basis other than actual such as standard costing, the records
shall indicate the procedure followed by the company in working out the cost of the goods or services under
such system. The cost variances shall be shown against separate heads and analyzed into material, labour,
overheads and further segregated into quantity, price and efficiency variances. The method followed for
adjusting the cost variances in determining the actual cost of the goods or services shall be indicated clearly
in the cost records.The reasons for the variances shall be duly explained in the cost records and statements.
23. Reconciliation of cost and financial accounts
The cost statements shall be reconciled with the financial statements for the financial year specifically
indicating the expenses or incomes not considered in the cost records or statements so as to ensure accuracy
and to adjust the profit of the goods or services under reference with the overall profit of the company. The
variations, if any, shall be clearly indicated and explained.
24. Related party transactions

(a) Related Party means related party as defined sub-section 76 of Section 2 of the Companies Act, 2013 (18 of
2013).
(b) “Normal” price means price charged for comparable and similar products in the ordinary course of trade and
commerce where the price charged in the sole consideration of sale and such sale is not made to a related
party. Normal price can be construed to be a price at which two unrelated and non-desperate parties would
agree to a transaction and where such transaction is not clouded due to the proximity of the parties to the
transaction and free from influence though the parties may have shared interest.
(c) The basis adopted to determine Normal price should be classified as under:
(i) Comparable uncontrolled price method;

(ii) Resale price method;

(iii) Cost plus method;
(iv) Profit split method;
(v) Transactional net margin method; or
(vi) Any other method, to be specified.
(d) In respect of related party transactions or supplies made or services rendered by a company to a company
termed “related party relationship” and vice-a-versa, records shall be maintained showing contracts entered
into, agreements or understanding reached in respect of -
(i) purchase and sale of raw materials, finished good(s), rendering of service(s), process materials and
rejected goods including scraps, etc. ;
(ii) utilisation of plant facilities and technical know-how;
(iii) supply of utilities and any other services;
(iv) administrative, technical, managerial or any other consultancy services;
(v) purchase and sale of capital goods including plant and machinery; and
(vi) any other payment related to the production of goods or rendering of services under reference.
(e) These records shall also indicate the basis followed for arriving at the rates charged or paid for such goods
or services so as to enable determination of the reasonableness of such rates in so far as they are in any way
related to goods or services under reference.
25. Expenses or incentives on exports

(a) Proper records showing the expenses incurred on the export sales, if any, of the goods or services under
reference shall be separately maintained so that the cost of export sales can be determined correctly. Separate
cost statements shall be prepared for goods or services exported giving details of export expenses incurred or
incentive earned.
(b) Proper records shall be maintained giving the details of export commitments license-wise and the fulfillment
of these commitments giving the reasons for non-compliance, if any. In case, duty free imports are made,
the cost statements shall reflect this fact. If the duty free imports have been made after actual production, the
statement shall reflect this fact also.
26. Production Records

Quantitative records of all finished goods (packed or unpacked) or services rendered showing production,
issues for sales and balances of different type of the goods or services under reference, shall be maintained.
The quantitative details of production of goods or services rendered shall be maintained separately for self-
produced, third party on job work, loan license basis etc.
27. Sales records

Separate details of sales shall be maintained for domestic sales at control price, domestic sales at market
price, export sales under advance license, export sales under other obligations, export sales at market price,
and sales to related party or inter unit transfer. In case of services, details of domestic delivery or sales at
control price, domestic delivery or sales at market price, export delivery or sales under advance license,
export delivery or sales under other obligations, export delivery or sales under market price, and delivery or

sales to related party or inter unit transfer. Such details shall be maintained separately for each plant or unit
wise or service center wise for total as well as per unit sales realization.
28. Cost statements
(a) Cost statements (monthly, quarterly and annually) showing quantitative information in respect of each
goods or service under reference shall be prepared showing details of available capacity, actual production,
production as per excise records, production as per GST records, capacity utilisation (in-house), stock
purchased for trading, stock and other adjustments, quantity available for sale, wastage and actual sale, total
quantity of outward supplies as per cost records and total outward supplies as per GST records during current
financial year and previous year.
(b) Such statements shall also include details in respect of all major items of costs constituting cost of production
of goods or services, cost of sales of goods or services and margin in total as well as per unit of the goods or
services. The goods or services emerging from a process, which forms raw material or an input material or
service for a subsequent process, shall be valued at the cost of production or cost of service up to the previous
stage.
(c) Cost statements (monthly, quarterly and annually) in respect of reconciliation of indirect taxes showing
details of total clearances of goods or services, assessable value, duties or taxes paid, CENVAT or VAT or
Service Tax or GST Credit utilised, duties or taxes recovered and interest or penalty paid.
(d) If the company is operating more than one plant, factory or service centre, separate cost statements as specified
above shall be prepared in respect of each plant, factory or service centre.
(e) Any other statement or information considered necessary for suitable presentation of costs and profitability
of goods or services produced by the company shall also be prepared.
29. Statistical Records
(a) The records regarding available machine hours or direct labour hours in different production departments
and actually utilized shall be maintained for production of goods or rendering of services under reference and
shortfall suitably analyzed. Suitable records for computation of idle time of machines or labour shall also be
maintained and analyzed.
(b) Proper records shall be maintained to enable the company to identify the capital employed, net fixed assets
and working capital separately for the production of goods or rendering of services under reference and other
goods or services to the extent such elements are separately identifiable. Non-identifiable items shall be
allocated on a suitable and reasonable basis to different goods or services. Fresh investments on fixed assets
for production of goods or rendering of services under reference that have not contributed to the production
of goods or rendering of services during the relevant period or year shall be indicated in the cost records. The
records shall, in addition, show assets added as replacement and those added for increasing existing capacity.
30. Records of Physical Verification
Records of physical verification may be maintained in respect of all items held in the stock such as raw
materials, process materials, packing materials, consumables stores, machinery spares, chemicals, fuels,
finished goods and fixed assets etc. Reasons for shortages or surplus arising out of such verifications and the
method followed for adjusting the same in the cost of the goods or services shall be indicated in the records.
31. Unit of Measurement (UoM)
The Unit of Measurement (UoM) for each Customs Tariff Act Heading, wherever applicable, shall be the
same as provided for in the Customs Tariff Act, 1975 (51 of 1975) corresponding to that particular Customs
Tariff Act Heading.

FORM NO. CRA-2 Form of intimation of

[Pursuant to section 148(3) of Companies appointment of cost
Act, 2013 and rule 6(2) & 6(3A) of the auditor by the company to
Companies (cost records and audit)
Rules, 2014] Central Government
Form language English Hindi
Note: Refer the instruction kit for filing the form.

IN CASE OF REVISED CRA-2, ALL THE DETAILS MUST BE FILLED AFRESH.
1.(a) *Corporate identity number (CIN) or foreign company

Pre-fill
registration number (FCRN) of the company
(b) Global location number (GLN)
2.(a) Name of the company
(b) Address of the

registered office or of
the principal place of
business in India
of the company
(c) *e-mail ID of the company
(d) *Phone(with STD code) -
(e) *Nature of intimation of appointment of cost auditor(s)
(i)*Firm registration number(FRN) of the Cost auditor/Cost Auditor's firm/LLP

I
(ii) *Name of the Cost Auditor/Cost Auditor's firm/LLP
(iii) *Date of casual vacancy

(iv) *Reason of casual vacancy
3. *Product(s)/ Service(s) to which Cost Audit relates -
(a) Number of Industries/Sectors/Products/Services (CTA Heading Level, wherever applicable as per rules)
covered under regulated sectors
Details of such industries/sectors/products/services
CTA heading No. of tariff items/

Industries/sectors/products/services
(wherever Applicable) Products/ services

(b) Number of Industries/Sectors/Products/Services (CTA Heading Level, wherever applicable as per rules) covered under
non-regulated sectors
Details of such industries/sectors/products/services
CTA heading No. of tariff items/

Industries/sectors/products/services
(wherever Applicable) Products/ services
(4) *Details of all the cost auditor(s) appointed
Number of cost auditor(s)
I (a).*Category of the auditor Individual Partnership firm Limited liability partnership (LLP)
(b) (i) *Membership number of the cost auditor or member representing the firm/LLP
(ii)*Name of the cost auditor or member representing the firm/LLP
(iii)*Firm Registration Number(FRN) of the Cost Auditor/Cost Auditor's firm/LLP
(iv)*Name of the Cost auditor's firm/LLP
(c) (i) Address * Line I

Line II
(ii) *City
(iii)*State
(iv)*Country
(v)* Pin code
(vi)*e-mail ID of the firm or member
(d) *Date of the board meeting in which cost auditor was appointed (DD/MM/YYYY)
(e) *Type of appointment
Original Appointment due to casual vacancy Appointment for new products/services/location
(f) *Scope of audit of the cost auditor/firm/LLP
5.* Financial year to be covered by the cost auditor(s)
From (DD/MM/YYYY) To (DD/MM/YYYY)
(6)(a)*Is there any change in cost auditor(s) appointed from the previous financial year Yes No Not applicable

Attachments
List of attachments
(1).*Copy of Board resolution of the company Attach
(2). Optional attachment, if any Attach
Remove attachment
Declaration
I am authorized by the Board of Directors of the Company vide resolution number*
dated * to sign this form and declare that all the requirements of Companies Act, 2013 and the rules
made thereunder in respect of the subject matter of this form and matters incidental thereto have been complied with. I
also declare that all the information given herein above is true, correct and complete including the attachments to this
form and nothing material has been suppressed.
*To be digitally signed by
*Designation
*Director identification number of the director; or PAN of the

Manager or CEO or CFO or authorized representative;
or Membership number of the Company Secretary
Note: Attention is drawn to provisions of Section 448 and 449 which provide for punishment for false statement /
certificate and punishment for false evidence respectively.
Modify Check Form Prescrutiny Submit
This Form has been taken on file maintained by the Central Government through electronic mode and on
the basis of statement of correctness given by the company

Form CRA-3
[Pursuant to rule 6(4) of the Companies (Cost Records and Audit) Rules, 2014]
FORM OF THE COST AUDIT REPORT
I/We, ……………………........... having been appointed as Cost Auditor(s) under sub-section (3) of Section 148
of the Companies Act, 2013 (18 of 2013) of…………………(mention name of the company) having its registered
office at………………………(mention registered office address of the company) (hereinafter referred to as the
company), have audited the Cost Records maintained under section 148 of the said Act, in compliance with the cost
auditing standards, in respect of the………………….[mention name(s) of Product(s)/service(s)] for the period/
year………………..(mention the financial year) maintained by the company and report, in addition to my/our
observations and suggestions in para 2.
(i) I/We have/have not obtained all the information and explanations, which to the best of my/our knowledge
and belief were necessary for the purpose of this audit.
(ii) In my/our opinion, proper cost records, as per rule 5 of the Companies (Cost Records and Audit) Amendment
Rules, 2014 have/have not been maintained by the company in respect of product(s)/service(s) under
reference.
(iii) In my/our opinion, proper returns adequate for the purpose of the cost audit have/have not been received
from the branches not visited by me/us.
(iv) In my/our opinion and to the best of my/our information, the said books and records give/do not give the
information required by the Companies Act, 2013, in the manner so required.
(v) In my/our opinion, the company has/does not have adequate system of internal audit of cost records which
to my/our opinion is commensurate to its nature and size of its business.
(vi) In my/our opinion, information, statements in the annexure to this cost audit report gives/does not give a true
and fair view of the cost of production of product(s)/rendering of service(s), cost of sales, margin and other
information relating to product(s)/service(s) under reference.
(vii) Detailed unit-wise and product/service-wise cost statements and schedules thereto in respect of the product /
service under reference of the company duly audited and certified by me/us are/are not kept in the company.
2. Observations and suggestions, if any, of the Cost Auditor, relevant to the cost audit.
Dated: this …...….................……. day of ….....….....……. 20…............

at ………… (mention name of place of signing this report)
SIGNATURE AND SEAL OF THE COST AUDITOR(S)

MEMBERSHIP NUMBER(S)
Notes:
(1) Delete words not applicable.
(2) If as a result of the examination of the books of account, the cost auditor desires to point out any material
deficiency or give a qualified report, he/she shall indicate the same against the relevant para (i) to (vii) in the
prescribed form of the Cost Audit Report giving details of discrepancies he/she has come across.
(3) The report, suggestions, observations and conclusions given by the cost auditor under this paragraph shall
be based on verified data, reference to which shall be made here and shall, wherever practicable, be included
after the company has been afforded an opportunity to comment on them.

Annexure to the Cost Audit Report

Part - A
1. General Information
1 Corporate identity number or foreign company registration number

2 Name of company
3 Address of registered office or of principal place of business in India of
company
4 Address of corporate office of company
5 Email address of company
6 Date of beginning of reporting financial year dd/mm/yyyy
7 Date of end of reporting financial year dd/mm/yyyy
8 Date of beginning of previous financial year dd/mm/yyyy
9 Date of end of previous financial year dd/mm/yyyy
10 Level of rounding used in cost statements (in INR) Absolute/thousands/
lakhs/crores
11 Whether Indian Accounting Standards are applicable to the company Yes/No
12 Number of cost auditors for reporting period
13 Date of board of directors meeting in which annexure to cost audit report
was approved
14 Whether cost auditors report has been qualified or has any reservations or
contains adverse remarks
15 Consolidated qualifications, reservations or adverse remarks of all cost
auditors
16 Consolidated observations or suggestions of all cost auditors
17 Whether company has related party transactions for sale or purchase of
goods or services
2. General Details of Cost Auditor
1 Whether cost auditor is lead auditor

2 Category of cost auditor
3 Firm’s registration number
4 Name of cost auditor/cost auditor’s firm
5 PAN of cost auditor/cost auditor’s firm
6 Address of cost auditor or cost auditor’s firm

7 Email id of cost auditor or cost auditor’s firm

8 Membership number of member signing report
9 Name of member signing report
10 Name(s) of product(s) or service(s) with CTA headings
11 SRN number of Form CRA-2
12(a) Number of audit committee meeting(s) during year for which cost auditor
was invited
12(b) Number of audit committee meeting(s) attended by cost auditor during the
year
13 Date of signing cost audit report and annexure by cost auditor
14 Place of signing cost audit report and annexure by cost auditor
3. Cost Accounting Policy
(1) Briefly describe the cost accounting policy adopted by the Company and its adequacy or otherwise to
determine correctly the cost of production/operation, cost of sales, sales realization and margin of the
product(s)/service(s) under reference separately for each product(s)/service(s). The policy shall cover, inter
alia, the following areas:
(a) Identification of cost centres/cost objects and cost drivers.
(b) Accounting for material cost including packing materials, stores and spares etc., employee cost, utilities
and other relevant cost components.
(c) Accounting, allocation and absorption of overheads.
(d) Accounting for depreciation/amortization.
(e) Accounting for by-products/joint-products or services, scarps, wastage etc.
(f) Basis for Inventory Valuation.
(g) Methodology for valuation of Inter-Unit/Inter Company and Related Party transactions.
(h) Treatment of abnormal and non-recurring costs including classification of other non-cost items.
(i) Other relevant cost accounting policy adopted by the Company.
(2) Briefly specify the changes, if any, made in the cost accounting policy for the product(s)/service(s) under
audit during the current financial year as compared to the previous financial year.
(3) Observations of the Cost Auditor regarding adequacy or otherwise of the Budgetary Control System, if any,
followed by the company.

4. PRODUCT/SERVICE DETAILS (for the company as a whole)
Name of Product(s)/Service(s) UOM CTA Whether Net Operational Revenue

Heading Covered under (net of taxes, duties etc.)
(Wherever Cost Audit
applicable) Yes/No Current Previous Year
Year (`)
(`)
1.
2.
3.
4.
.............
Total Net Operational Revenue of
Manufactured Product or Service
Other Operative Incomes of the
Company
Total Operative Incomes of the
Company
Other Incomes of Company
Total Revenue as per Financial
Accounts
Exceptional and Extra Ordinary
Income
Other Comprehensive Income, If
any
Total Revenue including
Exceptional, Extra Ordinary and
Other Comprehensive Income, if any
Turnover as per Excise/Service Tax/
GST Records
Note: Explain the difference, if any, between Turnover as per Financial Statements and Turnover as per Excise/
Service Tax/GST Records.

Part-B
FOR MANUFACTURING SECTOR
1. QUANTITATIVE INFORMATION (for each product with CTA heading separately)

Name of Product
CTA heading
Particulars Unit Current Previous
Year Tear
1. Available Capacity
(a) Installed Capacity
(b) Capacity enhanced during the year, if any
(c) Capacity available through leasing arrangements, if any
(d) Capacity available through loan license / third parties
(e) Total available Capacity
2. Actual Production
(a) Self manufactured
(b) Produced under leasing arrangements
(c) Produced on loan license / by third parties on job work
(d) Total Production
3. Production as per Excise/GST Records
4. Capacity Utilization (in-house)
5. Finished Goods Purchased
(a) Domestic Purchase of Finished Goods
(b) Imports of Finished Goods
(c) Total Finished Goods Purchased
6. Stock and Other Adjustments
(a) Change in Stock of Finished Goods
(b) Self/Captive Consumption (incl. samples etc.)
(c) Other Quantitative Adjustments, if any (wastage etc.)
(d) Total Adjustments
7. Total Available Quantity for Sale [2(d) +5(c) + 6(d)]
8. Actual Sales
(a) Domestic Sales of Product
(b) Domestic Sales of Traded Product
(c) Export Sale of Product
(d) Export Sale of Traded Product
(e) Total Quantity Sold

2. ABRIDGED COST STATEMENT (for each product with CTA heading separately)
Name of Product
CTA heading
Unit of Measure
Finished Finished
Captive Other Quantity
Production Goods Stock
Consumption Adjustments Sold
Purchased Adjustment
Current Year
Previous Year
Sl No. Particulars Current Year Previous Year
Rate Rate
Amount Amount
per per
(`) (`)
Unit (`) Unit (`)
1 Materials Consumed (specify details as per Para 2A)
2 Process Materials/chemicals
3 Utilities (specify details as per Para 2B)
4 Direct Employees Cost
5 Direct Expenses
6 Consumable Stores and Spares
7 Repairs & Maintenance
8 Quality Control Expenses
9 Research & Development Expenses
10 Technical know-how Fee / Royalty
11 Depreciation/Amortization
12 Other Production Overheads
13 Industry Specific Operating Expenses (specify details as
per Para 2C)
14 Total (1 to 13)
15 Increase/Decrease in Work-in-Progress
16 Less: Credits for Recoveries, if any
17 Primary Packing Cost
18 Cost of Production/Operations (14 + 15 to 17)
19 Cost of Finished Goods Purchased
20 Total Cost of Production and Purchases (18 +19)
21 Increase/Decrease in Stock of Finished Goods
22 Less: Self/Captive Consumption (incl. Samples, etc.)
23 Other Adjustments (if any)

24 Cost of Production/Operation of Product Sold (20 + 21

to 23)
25 Administrative Overheads
26 Secondary Packing Cost
27 Selling & Distribution Overheads
28 Cost of Sales before Finance charges (24 to 27)
29 Finance Cost
30 Cost of sales (28 + 29)
31 Net sales Realization (Net of Taxes and Duties)
32 Margin [Profit/(Loss) as per Cost Accounts] (31 – 30)
Notes:
1. Separate Cost Statement shall be prepared for each CTA heading representing the product.
2. In case the same product has different unit of measure, separate cost statement shall be provided for
different unit of measures.
3. The items of cost shown In the Proforma are Indicative and the same should be reflected keeping in mind
the materiality of the item of cost in the product. The Proforma may be suitably modified to meet the
requirement of the industry/product.
4. In case the company follows a pre-determined or standard costing system, the above cost statement
should reflect figures at actuals after adjustment of variances if any.
2A. Details of Materials Consumed
Name of Product
CTA heading
Sl. Description of Category UOM Current Year Previous Year
No Material
Quantity Rate per Amount Quantity Rate per Amount
Unit (`) (`) Unit (`) (`)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Category: Indigenous/ Imported/ Self Manufactured

2B. Details of Utilities Consumed
Name of Product
CTA heading
Sl. Description of UOM Current Year Previous Year
No. Utilities Consumed
Quantity Rate per Amount Quantity Rate per Amount
Unit (`) (`) Unit (`) (`)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
2C. Details of Industry Specific Operating Expenses
Name of Product
CTA heading
Sl. Description of Industry Specific Operating Expenses Current Year Previous Year
No.
Amount (`) Amount (`)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Part - C
FOR SERVICE SECTOR
1. QUANTITATIVE INFORMATION (for each service separately)
Name of Service
Service Code (if applicable)
Unit of
Particulars Current Year Previous Year
Measurement
1. Available Capacity
(a) Installed capacity
(b) Capacity enhanced during the year, if any
(c) Total available capacity
2. Actual Services Provided
(a) Own services
(b) Services under contractual arrangements
(c) Outsourced services
(d) Total services
3. Total Services Provided as per Service Tax/

GST Records
4. Capacity Utilization (in-house)
5. Other Adjustments
(a) Self or captive consumption
(b) Other quantitative adjustments, if any
(c) Total other adjustments
6. Total Available Services for Sale [2(d)+5(c)]
7. Actual Services Sold
(a) Services rendered – Domestic
(b) Services rendered – Export
(c) Total services rendered

2. ABRIDGED COST STATEMENT (for each service separately)

Name of Service
Unit of Measure
Services Captive Other Services
Provided Consumption Adjustments rendered
Current Year
Previous Year
Sl.
Particulars Current Year Previous Year
No.
Rate Rate
Amount Amount
per per
(`) (`)
Unit (`) Unit (`)
1 Materials Consumed (specify details as per Para 5A)
2 Utilities (specify details as per Para 5B)
3 Direct Employees Cost
4 Direct Expenses
6 Repairs & Maintenance
8 Research & Development Expenses
9 Technical know- how Fee / Royalty
11 Other Overheads
12 Industry Specific Operating Expenses (specify details
as per Para 2 C)
13 Total (1 to 12)
14 Less: Credits for Recoveries, if any
15 Cost of Services provided (13 - 14)
16 Cost of Outsourced/Contractual Services
17 Total Services available
18 Less: Self/Captive Consumption
19 Other Adjustments (if any)
20 Cost of Services Sold (17 - 18 + 19)
21 Administrative Overheads
22 Selling & Distribution Overheads
23 Cost of Sales before Finance charges (20+21+22)
24 Finance cost
25 Cost of Sales (23 + 24)
26 Net Sales Realization (Net of Taxes and Duties)
27 Margin [Profit/(Loss) as per Cost Accounts] (26 - 25)

NOTES:
1. Separate Cost Statement shall be prepared for each service
2. The items of cost shown in the proforma are indicative and the same should be reflected keeping in mind
the materiality of the Item of cost in the service.
3. The Proforma may be suitably modified to meet the requirement of the Industry/service.
4. In case the Company follows a pre-determined or standard costing system, the above cost statement
should reflect figures at actuals after adjustment of variances, if any.
2A. Details of Materials Consumed

Name of Service
Sl. No. Description of Category UOM Current Year Previous Year
Material Quantity Rate per Amount Quantity Rate per Amount
Unit (`) (`) Unit (`) (`)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Category: Indigenous/ Imported/ Self Manufactured
2B. Details of Utilities Consumed

Name of Service
Sl. No. Description of Utilities UOM Current Year Previous Year
Consumed Quantity Rate per Amount Quantity Rate per Amount
Unit (`) (`) Unit (`) (`)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

2C. Details of Industry Specific Operating Expenses

Name of Service
Sl. Description of Industry Specific Operating Expenses Current Year Previous Year
No.
Amount (`) Amount (`)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Part - D
1. PRODUCT AND SERVICE PROFITABILITY STATEMENT (for audited products/services)
Sl. Particulars Current Year Previous Year

No.
Sales Cost of Sales Margin Sales Cost of Sales Margin
(`) (`) (`) (`) (`) (`)
Product 1
Product 2
Product 3
.......etc.
Service 1
Service 2
Service 3
...... etc.
Total

2. PROFIT RECONCILIATION (for the company as a whole)
Sl. Particulars Current Previous

No. Year Year
(`) (`)
1 Profit or Loss as per Cost Accounts
(a) For the audited product(s)/service(s)
(b) For the un-audited product(s)/servlce(s)
2 Add: Incomes not considered in cost accounts (specify details)
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
3 Less: Expenses not considered in cost accounts (specify details)
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
4 Difference In Valuation of stock between financial accounts and cost accounts
5 Other adjustments, if any
6 Profit or Loss as per Financial Accounts (excluding other comprehensive
income for companies following Ind AS)
Note: S
how abnormal wastages, expenses on strikes/lock-outs and any other items of expenses or incomes of
abnormal nature etc. not considered in cost separately

3. VALUE ADDITION AND DISTRIBUTION OF EARNINGS (for the company as a whole)
Sl. Particulars Current Previous

No. Year Year
(`) (`)
Value Addition:
1 Revenue from Operations
2 Less: Taxes and Other Duties
3 Net Revenue from Operations
4 Add: Export Incentives
5 Add/less: Adjustment in Stocks
6 Less: Cost of bought out inputs
(a) Cost of Materials Consumed
(b) Process Materials / Chemicals
(c) Consumption of Stores & Spares
(d) Utilities (e.g. power & fuel)
(e) Others, if any
Total Cost of bought out inputs
7 Value Added
8 Add: Income from any other sources
9(i) Exceptional & Extra Ordinary Income
9(ii) Other Comprehensive Income, if any
10 Earnings available for distribution
Distribution of Earnings to:
1 Employees as salaries & wages, retirement benefits, etc.
2 Shareholders as dividend
3 Company as retained funds
4 Government as taxes (specify)
5 Exceptional and Extra Ordinary Expenses, if any
6 Others, if any (specify)
7 Total distribution of earnings

4. FINANCIAL POSITION AND RATIO ANALYSIS (for the company as a whole)
Sl. Particulars Units Current Previous

No. Year Year
A. Financial Position
1 Share Capital
2 Reserves & Surplus
3 Long Term Borrowings
4 (a) Gross Fixed Assets
(b) Net Fixed Assets
5 (a) Current Assets
(b) Less: Current Liabilities
(c) Net Current Assets
6 Capital Employed
7 Net Worth
B. Financial Performance
1 Value Added
2 Net Revenue from Operations of Company
3 Profit before Tax (PBT)

C. Profitability Ratios
1 PBT to Capital Employed (B3/A6) %
2 PBT to Net worth (B3/ A7) %
3 PBT to Value Added (B3/B1) %
4 PBT to Net Revenue from Operations (B3/B2) %

D. Other Financial Ratios
1 Debt- Equity Ratio
2 Current Assets to Current Liabilities
3 Value Added to Net Revenue from operations %

E. Working Capital Ratios
1 Raw Materials Stock to Consumption Months
2 Stores & Spares to Consumption Months

Notes: 1. In this table, in case of companies to which Indian Accounting Standards apply:
(a) Share capital shall mean ‘Equity Share Capital’
(b) Reserves & Surplus shall mean ‘Other Equity’
(c) Long Term Borrowings shall mean ‘Borrowing under Non Current Liabilities’
(d) Net Fixed Assets shall mean the sum total of ‘Property, Plant and Equipment’, ‘Capital Work
in Progress’, ‘Goodwill’, ‘Other intangible assets’, ‘Intangible assets under development’ and
‘Biological assets other than bearer plants’.
2. Capital Employed means average of “Net fixed assets (excluding effect of revaluation plus Non-
current investments and net current assets” existing at the beginning and close of the financial year.
3. Net Worth is as defined under clause (57) of Section 2 of the Companies Act, 2013
4. In case of companies to which Indian Accounting Standards apply:
(a) Revenue shall be net of taxes & duties
(b) PBT shall not include “Other Comprehensive Income”
5. RELATED PARTY TRANSACTIONS (for the company as a whole)
Sl. Name & CIN Name of Nature of Quantity Transfer Amount Normal Basis adopted
No. of the Related the Transaction Price (`) Price to determine
Party Product / (Sale, Purchase the Normal
Service etc.) Price
10

Notes: 1. Details should be furnished for each Related Party and Product /Service separately.
2.
Details of Related Party transactions without Indicating the Normal Price and the basis thereof shall be
considered as incomplete Information.
6. RECONCILIATION OF INDIRECT TAXES (for the Company as a whole)
Excise Duty/ Goods & Services Tax

Taxable
VAT, CST,
Value/
Cess etc./
Particulars Assessable
Other State CGST SGST/ IGST
Cess and
Value UTGST Others
Taxes, if
any
(`) (`) (`) (`) (`) (`)
Excise Duty
1 Domestic
2 Export
3 Stock Transfers (Net)
4 Others, if any
5 Total Excise Duty (1 to 4) - -
6 VAT, CST, Cess etc.
7 Other State Taxes, if any
Goods & Services Tax
Outward Taxable Supplies
8 (other than zero rated, nil rated
and exempted)
Outward Taxable Supplies (zero
9
rated)
Inward Supplies (liable to
10
reverse charge)
Other Outward Supplies (nil
11
rated, exempted)
12 Non-GST Outward Supplies
13 Total (8 to 12) - - - - -
Total Duties / Taxes Payable
14 - - - - -
(5+6+7+13)
Duties/Taxes paid [by Utilisation of Input Tax Credit and Payment through Cash Ledger, as the
case may be]

Input Tax Credit Utilised

15 CGST/CENVAT
16 SGST/UTGST/VAT
17 IGST
18 CESS
19 Transitional Credit
20 Others, if any, specify
Total Input Tax Credit
21 Utilised - - - -
(15 to 20)
22 Payment through Cash Ledger
Total Duties/Taxes Paid
23 - - - - -
(21+22)
Difference between Taxes Paid
- - - - -
and Payable (14-23)
24 Interest/Penalty/Fines Paid
SIGNATURE SIGNATURE SIGNATURE
NAME NAME NAME
COST AUDITOR COMPANY SECRETARY/DIRECTOR DIRECTOR
MEMBERSHIP NUMBER MEMBERSHIP/DIN NUMBER DIN NUMBER
SEAL STAMP STAMP
DATE DATE DATE
Note:
(1) Wherever, there is any significant variation in the current year’s figure over the previous year’s figure for
any item shown under each para of the Annexure to the Cost Audit Report, reasons thereof shall be given
by the Cost Auditor.
(2) Wherever, duration of the current year or the previous year is not 12 (twelve) months, same shall be clearly
indicated in the Report.
(3) The Unit of Measurement (UoM) for each Customs Tariff Act Heading, wherever applicable, shall be the
same as provided for in the Customs Tariff Act, 1975 (51 of 1975) corresponding to that particular Customs
Tariff Act Heading.

FORM NO. CRA-4 Form for filing Cost Audit

[Pursuant to Sub-rule (6) of rule 6] Report with the Central
Government
Form Language English Hindi

Note: Refer the instruction kit for filing the form. All fields marked in (*) are to be mandatorilly filled.
1.(a) * Corporate identity number (CIN) or foreign company

Pre-fill
registration number (FCRN) of the company
(b) Global location number (GLN) of company
2.(a) Name of the company
(b) Address of the

registered office or of
the principal place of
business in India
of the company
(c) *e-mail ID of the company
(d) * SRN of 23C/ CRA-2 filed for appointment of Cost Auditor(s) Pre-fill
3. (a) *Financial year for which cost auditor was initially appointed
From (DD/MM/YYYY) To (DD/MM/YYYY)
(b) *Whether any change in Financial Year Yes No

(c) *Change Financial Year for
Which report is being filed From DD/MM/YYYY To DD/MM/YYYY
(d) *Date of Board of Directors meeting in which Annexure to the cost audit report was DD/MM/YYYY
approved
4. (a) *State number of Industries/ Sectors/ Product(s)/ Service(s) (CTA heading level, wherever applicable as per
Rules) for which the Cost Audit Report is being submitted
(i) Regulated
(ii) Non-Regulated
(b) Details of such Industries/ Sectors/ product(s)/ service(s) of the company
(i) Details of such industries/sectors/products/services under regulated sectors
Industries/sectors/products/services CTA heading (wherever Applicable) No. of tariff items/Products/

services
(ii) Details of such industries/sectors/products/services under non-regulated sectors

services

5 (a) *State number of Industries/ Sectors/ Product(s)/ Service(s) (CTA heading level, wherever applicable as
per Rules) not covered in the Cost Audit Report
(i) Regulated
(ii) Non-Regulated
(b) (i) Details of such Industries/ Sectors/ product(s)/ service(s) of the company under regulated sector

services
(b) (ii) Details of such Industries/ Sectors/ product(s)/service(s) of the company under non-regulated sector

services
(6) Details of the cost auditor(s) appointed

* (i)Number of cost auditor(s) appointed
(a).*Category of the auditor Individual Partnership firm Limited liability partnership (LLP)
(b)(i) *Membership number of the Cost Auditor/ member representing the Cost Auditor’s
Firm/LLP
(ii) * Name of the Cost Auditor/ member representing the Cost Auditor’s Firm/LLP
(iii) * Firm registration number(FRN) of the Cost Auditor/Cost Auditor's firm/LLP
(iv) * Name of the Cost Auditor's firm/LLP
(c) (i) Address

* Line I
Line II
(ii) *City
(iii) *State
(iv) Country
(v)* Pin code
(vi) *e-mail ID of the firm or member
(d) *Date of the board meeting in which cost auditor was appointed (DD/MM/YYYY)
(e) *Type of appointment Original Appointment due to casual vacancy

Appointment for new products/services/locations
(f) *Scope of audit of the cost auditor/firm/LLP
(g) *Date of receipt of copy of cost audit report by the company (DD/MM/YYYY)

7. (a) *Whether the cost auditor's report has been qualified Yes No
If yes, please state
(b) *Whether cost auditor's report has any reservations

Yes No
(c) *Whether the cost auditor's report has any adverse remarks Yes No
(d) *Whether the cost auditor's report contain any observations or suggestions
If yes, cost auditor's observations/ suggestions Yes No
Attachments
List of attachments
(1) *XBRL document in respect of the cost audit report
and company’s information and explanations on every Attach
qualification and reservation contained therein
(2). Optional attachment, if any. Attach
Remove attachment
Declaration
*To the best of my knowledge and belief, the information given in this form and its attachments is correct and complete
I have been authorized by the Board of Directors *resolution number *dated

to sign and submit the application.
(DD/MM/YYYY)
It is confirmed that the attached XBRL document(s) are the XBRL converted copy(s) of the duly signed cost audit report as
required under Section 148(2) and company's information and explanations as required under Section 148(6) of the
Companies Act, 2013 and the rules made thereunder. It is further confirmed that such document(s) have been prepared
using XBRL taxonomy as notified by the Ministry of Corporate Affairs for this purpose.
*To be digitally signed by DSC BOX
Director or Manager or CEO or CFO or Secretary of the company

(in case of Indian company) or authorised representative
(in case of Foreign company)
*Designation
*Director identification number of the Director; or PAN of the

Manager or CEO or CFO or authorized representative;
or membership number of the Company Secretary
Note: Attention is drawn to provisions of Section 448 and 449 of the Companies Act, 2013 which provide for punishment for
false statement / certificate and punishment for false evidence respectively.
Modify Check Form Prescrutiny Submit
This e-form has been taken on file by the Central Government through electronic mode and on the
basis of statement of correctness given by the company

Illustration 1.
The following figures are extracted from the statement prepared by the Cost Accountant and the Trial Balance of
ABC Ltd., which is a single product company:
(` In lakhs)
31.03.2022 31.03.2021 31.03.2020

Net Sales 1,745 1,705 1,610
Raw Materials consumed 1,140 1,060 975
Direct Wages 35 32 27
Power and Fuel 30 27 24
Stores and Spares 6 5 4
Depreciation charged to production cost centres 16 15 13
Factory overheads:
Salaries and wages 5 4 3
Depreciation 2 2 2
Rates and Taxes 1 1 1
Other overheads 6 5 4
Administrative overheads:
Salaries and Wages 10 9 8
Rates and Taxes 2 2 2
Selling and distribution overheads:
Salaries and Wages 7 6 5
Packing and Forwarding 6 6 5
Depreciation 1 1 1
Interest 85 74 68
Bonus and Gratuity 12 10 9
Gross Current Assets 840 724 640
Current Liabilities and Provisions 324 305 246
You are required to compute the following ratios as per requirement of Part D, Para 3 & 4 of the Annexure to Cost
Audit Report under the Companies (Cost Records and Audit) Rules, 2014 for 3 years:
(i) Operating Profit as percentage of Value Addition.
(ii) Value Addition as percentage of Net Sales.
(iii) Note: The computation should be based on EBDIT as Operating Profit.

Solution:
Year Ending (` In lakhs)

31.03.22 31.03.21 31.03.20
Net sales (A) 1,745 1,705 1,610
Cost of Sales excluding depreciation & Interest
Raw Material consumed 1,140 1,060 975
Direct Wages 35 32 27
Power and Fuel 30 27 24
Stores and Spares 6 5 4
Factory overheads (excluding depreciation) 12 10 8
Administrative overheads (excluding depreciation) 174 165 158
Selling and distribution overheads (excluding depreciation) 137 130 118
Bonus and Gratuity 12 10 9
Total (B) 1,546 1,439 1,323
Operating Profit (A) - (B) = 199 266 287
Value addition is defined in Part D, Para 3 & 4 of the Annexure to Cost Audit Report under the Companies (Cost
Records and Audit) Rules, 2014 as “the difference between the net output value (Net Sales) and cost of bought out
materials and services for the product under reference”.
The working will be :
Year Ending
31.03.22 31.03.21 31.03.20
(X) Net sales 1,745 1,705 1,610
Less : (i) Cost of Bought Out Materials & Service (Raw Materials and Stores 1,146 1,065 979
& Spares)
(ii) Power & Fuel, other bought out services 30 27 24
(iii) Over heads (excluding Salaries & Wages, Rates & Taxes and 298 283 265
depreciation)
(Y) = (i) + (ii) + (iii) 1,474 1,375 1,268
Value Addition : (X) - (Y) = 271 330 342
Year Ending
31.03.22 31.03.21 31.03.20
Hence,
(a) Operating profit as % of Value Added 199/271 266/330 287/342
i.e. 73.43% 80.6% 83.92%
= 84%
(b) Value Addition as % of Net Sales 271/1745 330/1705 342/1610
i.e. 15.53% 19.35% 21.24%

Illustration 2.
The following figures are obtained from the Cost Accounting Records of Sinjini Ltd. a single product manufacturing
company:
Year ended 31st March 2022 2021

(Amount in ` lakh)
Net Sales 4,800 3,840
Other Income 300 200
Increase in Value of Stock of Finished Goods 20 10
Raw materials Consumed 1,760 1,440
Direct wages, Salaries, Bonus, Gratuity etc. 440 352
Power & Fuel 240 192
Stores and Spares 160 140
Cess and local Taxes 120 100
Other manufacturing Overheads 430 370
Administrative Overheads:
Audit fees 36 30
Salaries & Commission to Directors 48 40
Other Overheads 260 220
Selling and Distribution Overheads:
Salaries & Wages 36 30
Packing and Forwarding 20 16
Other Overheads 250 200
Total Depreciation 120 120
Interest Charges:
On Working Capital Loans from Bank 60 25
On Fixed Loans from IDBI 90 70
On Debentures 30 30
Provision for Taxes 316 200
Proposed Dividends 420 230
You are required to calculate the following parameters as stipulated PART-D, PARA-3 of the Annexure to Cost
Audit Report under the Companies (Cost Records and Audit) Rules, 2014 for the year ended March 31, 2022 and
March 31, 2021:
(i) Value Addition
(ii) Earnings available for Distribution
(iii) Distribution of Earnings to the different claimants.

Solution:
Sinjini Ltd.
Calculation of Value Addition
(Amount in ` lakh)
2022 2021
Year ended March 31,
VALUE ADDITION:
Net Sales 4,800 3,840
Add: Export Incentives - -
Add/Less: Adjustment in Finished stocks 20 10
4,820 3,850
Less: Cost of bought out input:
(i) Cost of Raw materials consumed 1,760 1,440
(ii) Consumption of stores and spares 160 140
(iii) Power & Fuel 240 192
(iv) Other overheads 1,056 861
(430+36+260+20+250+60) = 1,056
(370+30+220+16+200+25) = 861
Total cost bought out input 3,216 2,633
(i) VALUE ADDED 1,604 1,217
Add: Other Income 300 200
(ii) Earnings Available for distribution 1,904 1,417
(iii) Distribution of earnings to:
(a) Employees as salaries and wages, bonus, gratuity etc. 476 382
Directors- Salaries and Commission 48 40
(b) Shareholders as dividend 420 230
(c) Company as retained funds (including depreciation) 404 365
(d) Government as taxes
Local Taxes: 120 100
Income Taxes 316 200
436 300
(e) Providers of Capital/Fund as Interest on Debentures
Interest on debentures 30 30
Interest on Fixed loans from IDBI 90 70
120 100
Total distribution of earnings 1,904 1,417

Illustration 3.
The following figures are obtained from the Cost Accounting Records of Vennela Ltd. :
Year ended 31st March 2022 2021

Particulars (Amount in ` lakhs)
Net Sales 7,120 5,700
Other Income 450 300
Export Incentives 80 60
Increase in Value of Stock of Finished Goods 30 15
Raw materials consumed 2,640 2,160
Direct wages, salaries, bonus, gratuity etc. 660 528
Power & Fuel 360 288
Stores and spares 240 210
Other manufacturing overheads 645 555
Administrative Overheads :
Audit fees 54 45
Salaries & commission to directors 72 60
Other overheads 390 330
Selling and distribution overheads :
Salaries & Wages 54 45
Packing and forwarding Other overheads 30 24
375 300
Total depreciation 180 180
Interest Charges :
On working capital loans from Bank 90 75
On fixed loans from IDBI 135 105
On Debentures 45 45
Tax paid including provisions 474 300
Dividend paid 630 345
Dividend Distribution Tax 110 60
You are required to calculate the following parameters as stipulated PART-D, PARA-3 of the Annexure to Cost
Audit Report under the Companies (Cost Records and Audit) Rules, 2014 for the year ended March 31, 2022 and
March 31, 2021:
(i) Value addition
(ii) Earning available for Distribution
(iii) Distribution of Earning to the different claimants

Solution:
Annexure to Cost Audit Report:
Part D-3: Value Addition And Distribution Of Earnings (For Vennela Ltd. as a whole)
(Amount In ` lakhs)
SI. Particulars Current Previous

No. Year 2021-22 Year 2020-21
Value Addition:
1. Net Sales 7120 5700
2. Add: Export incentives 80 60
3. Add:/ (Less) Adjustment In Finished Stocks 30 15
7,230 5,775
Less: Cost of bought out input:
(a) Cost of Raw materials consumed 2,640 2,160
(b) Consumption of stores and spares 240 210
(c) Power & Fuel 360 288
(d) Other overheads 1,584 1,329
(645+54+390+30+375+90) = 1584
(555+45+330+24+300+75) = 1329
Total cost bought out inputs 4,824 3,987
4. Value Added: 2,406 1,788
5. Add: Other income 450 300
6. Add: Extra ordinary income --- -----
7. Earnings available for distribution 2,856 2,088
Distribution of earnings to:
(a) Employees as salaries and wages, bonus, gratuity etc. 714 573
Directors- Salaries and commission 72 60
(b) Shareholders as dividend 630 345
(c) Company as retained funds (including depreciation) 676 600
(d) Government as taxes
Dividend Distribution Taxes 110 60
Income taxes paid (including provisions) 474 300
584 360
(e) Providers of Capital/Fund as Interest on Debentures:
Interest on Debentures: 45 45
Interest on Fixed Loans from IDBI 135 105
180 150
Total distribution of earnings 2,856 2,088

Illustration 4.
In the Financial Accounts of Chemicals & Fertilizers Ltd. for the year ended March 31, 2022 the profit was
` 8,98,07,500. The profit as per Cost Accounting records for the same period was less. The following details are
extracted from the accounting schedules and Cost Accounting records of the company.
Financial Accounts ` ’000 Cost Accounts ` ’000

Opening : Semi Finished Goods 31700 35210
: Finished Goods 83220 78590
Closing : Semi Finished Goods 35260 39420
: Finished Goods 89320 80450
Urea & Transport subsidy 348
Expenses on CSR 56
Profit on sale of Fixed Assets 150
Chemical used internally 382 365
Favourable Exch. Rate variation 294
Post-retirement Medical grant 584
Purchase Tax Refund 453
Litigation Recovery-Prior year 125
You are required to prepare a Reconciliation Statement and arrive at the Profit as per Cost Records for the year
ended March 31, 2022.
Solution:
Chemicals & Fertilizers Ltd.
Reconciliation of financial profit and costing profit for the year ended March 31, 2022
Amount in ` thousand
Profit or loss as per Financial Accounts 89807.50
A. Less: Incomes not considered in Cost Accounts:
i. Profit on sale of Fixed Assets 150
ii. Urea & Transport Subsidy 348
iii. Litigation Recovery-Prior year 125
iv. Favorable Exch. Rate Variation 294
v. Purchase tax Refund 453
vi. Own consumption (chemicals) valuation difference (382-365) 17 (1387.00)
B. Add: Expenses not considered in Cost Accounts
i. Expenses on CSR 56
ii. Post-retirement medical grant 584 640.00
C. Less:
Difference in Valuation of stock between Financial Accounts and Cost Accounts (3590.00)
(9660-6070) (workings)
Profit as per Cost Accounts 85470.50

Workings:
Current Year (2021-22) (Amount in ` thousand)
Financial Cost
Accounts Accounts
Opening Semi finished 31700 35210
Finished 83220 78590
Total 114920 113800
Closing semi finished 35260 39420
Finished 89320 80450
Total 124580 119870
Variation in inventory 9660 6070
Increase in Difference of stock valuation towards financial accounts = `3590
Illustration 5.
Auto Parts Manufacturing Company Ltd. showed a profit for the year 2021-22 as ` 35,46,700. During the course
of Cost Audit, the followings transactions were noticed:
(i) an old machine with net value of ` 6,54,000 was sold off for ` 9,30,000,
(ii) dividend income was received amounting to ` 84,500 from investments,
(iii) a sum of ` 58,000 was spent towards CSR commitment,
(iv) the company was engaged in trading activity where purchase of goods was ` 13,50,000 and sales was
` 13,42,300, after incurring ` 40,800 as expenditure,
(v) some renovation work was carried out at a cost of ` 7,75,000 and its useful life was only for five years, and
(vi) the closing inventory of raw material was undervalued ` 29,600 and that of finished goods was overvalued
` 65,400 in the financial records. Work out the Profit as per the Cost Accounts.
Solution:
Reconciliation of Profit between Cost Accounts and the Financial Accounts of Auto Parts Manufacturing Company
Ltd. for the year 2021-22.
Particulars ` `
Profit as per the Financial Accounts 35,46,700
Add: Trading Loss 48,500
4/5th of Renovation Expenses Amortized 6,20,000
CSR Contribution 58,000 7,26,500
Less: Profit on Sale of Assets 2,76,000

Income from Investments 84,500
Net overvaluation of closing inventory in the Financial records ` (65,400 - 29,600) 35,800 (-) 3,96,300
Profit as per the Cost Accounts 38,76,900

Illustration 6.
The profit as per financial accounts of M/s Kalingpong Himalaya Private Company for the year 2021-22 was
` 1,54,28,642. The profit as per Cost Accounting Records for the same period was less. You are required to prepare
a reconciliation statement and arrive at the profit as per Cost Records. The following details are collected from the
financial schedules and cost accounting records:
Financial Cost
Accounts Accounts
Valuation of Stock
Opening: WIP 25,62,315 22,65,710
Finished Goods 2,65,47,520 2,92,18,950
Closing : WIP 42,75,640 37,36,346
Finished Goods 3,72,59,430 4,35,25,149
Interest income from inter-corporate deposits 6,15,340 —
Donations given 4,85,560 —
Loss on Sale of Fixed Assets 1,22,546 —
Value of cement taken for own consumption 3,82,960 3,65,426
Cost of Power drawn from own Wind Mill
— At EB tariff — 49,56,325
— At cost 36,20,370 —
Non-operating income 45,36,770. —
Voluntary retirement compensation 16,76,540 —
Insurance claim relating to previous year received during the year
14,35,620 —
Solution:
Working:
Computation in difference in Valuation of Stock
Financial Accounts Cost Accounts

Opening (WIP & FG) Closing (WIP & FG) 2,91,09,835 3,14,84,660
4,15,35,070 4,72,61,495
1,24,25,235 1,57,76,835

Reconciliation of Financial Profit and Costing Profit
` `
Profit as per Financial Accounts 1,54,28,642
Add: Difference in Stock Valuation 33,51,600
Loss on Sale of Fixed Assets 1,22,546
Donation not considered in Cost Records 4,85,560
Voluntary retirement compensation not
included in cost 16,76,540 56,36,246
2,10,64,888
Less: Non-operating income 45,36,770
Less: Interest income from intercorporate deposit 6,15,340
Difference in value of cement taken for own consumption 17,534
Difference in valuation of windmill power (`49,56,325 – 36,20,370) 13,35,955
Insurance claim relating to previous year 14,35,620 79,41,219
Profit as per Cost Accounts 1,31,23,669
Illustration 7.
The Cost Accountant of TRINCUS TEXTILES MILLS LTD. has arrived at a Profit of ` 20,10,500 based on Cost
Accounting Records for the year ended March 31, 2022. Profit as per Financial Accounts is ` 22,14,100.
As a Cost Auditor, you find the following differences between the Financial Accounts and Cost Accounts:
`
(1) Profit on Sale of Fixed Assets 2,05,000
(2) Loss on Sale of Investments 33,600
(3) Voluntary Retirement Compensation included in Salary & Wages in F/A 50,25,000
(4) Donation Paid 75,000
(5) Insurance Claim relating to previous year received during the year 5,08,700
(6) Profit from Retail trading activity 32,02,430
(7) Interest Income from Inter-Corporate Deposits 6,15,000
(8) Decrease in value of Closing WIP and Finished goods inventory
as per Financial Accounts 3,82,06,430
as per Cost Accounts 3,90,12,500
You are required to prepare a Reconciliation Statement between the two Accounts for the year ended March 31,
2022.

Solution:
Reconciliation of Profit between Cost and Financial Accounts
for the year ended March 31, 2022
` `
Profit as per Financial Accounts: 22,14,100
Add: Loss on sale of investments 33,600
Add: Voluntary Retirement compensation included in salary 50,25,000
and wages in F/A - Not included in cost A/c 75,000 51,33,600
Add: Donation paid 73,47,700
Less: Profit on Sale of Fixed Assets-Not considered in cost A/c 2,05,000
Less: Receipts of insurance claim related to previous year 5,08,700
Less: Profit from Retail trading activity 32,02,430
Less: Interest income from inter-corporate deposit-not considered in cost accounts 6,15,000
Less: Difference in valuation of stock:
Decrease in inventories as per cost accounts 3,90,12,500
Decrease in inventories as per financial accounts (–) 3,82,06,430 8,06,070 53,37,200
Profit as per Cost Accounts 20,10,500
Illustration 8.
The Financial Profit and Loss of M/s. VGM Manufacturing company Ltd. for the year is `28,75,000. During the
course of cost audit, it is noticed the followings:
(i) Some Old assets sold off which fetched a profit of ` 1,25,000
(ii) Interest was received amounting to ` 45,000 from outside the business investment.
(iii) Work-in-progress valuation for financial accounts does not as a practice take into account factory overhead.
Factory overhead is ` 2,15,000 in opening W-I-P and ` 2,45,000 in closing W-I-P.
(iv) The Company was engaged in Trading activity by purchasing goods of ` 11,15,845 and selling at ` 13,12,850
after incurring ` 35,000 as expenditure.
(v) A major overhaul of machinery was carried out at a cost of ` 5,50,000 and next such overhaul will be done
only after five years.
(vi) Opening stock of raw material and finished goods was overvalued for ` 2,00,000 and closing stock was
overvalued ` 1,85,000 in financial records.
Work out the profit as per Cost Accounts.

Solution:
Reconciliation of Profit between Cost Accounts and Financial Accounts of M/s. VGM Manufacturing Company
Ltd.
Particulars ` `
Profit as per Financial Accounts 28,75,000
Add: Difference in valuation of W-I-P 30,000
Proportionate charge i.e. four-fifth for overhaul of machinery 4,40,000
Overvaluation of Opening Stock in the financial records 2,00,000 6,70,000
Less: Profit on sale of old assets not included in Cost A/cs 1,25,000
Interest received from outside investment 45,000
Trading profit not included in cost accounts 1,62,005
Overvaluation of closing stock in the financial records 1,85,000 (-) 5,17,005
Profit as per Cost Accounts 30,27,995
Illustration 9.
(a) Ambica Textile Mills produced cloth and fabrics. In addition, they undertook customer’s job order for
processing of cloth towards optimum utilisation of its spare capacity and earned from loan licence. From the
following Income figures.
Find out the turnover of the company as per the Companies (Cost Records and Audit) Rules:
Income (` in lakh)
Sales 19,300
Trading Sales from Depots 1,250
Export Income 2,100
Export Duty 450
Income from Job Processing 1,100
Scrap Sale 235
Income from Loan Licence operations 560
(b) The financial profit and loss account for the year 2021-22 of a company shows a net profit of ` 29,60,000.
During the course of Cost Audit, it was noticed that:
(i) The company was engaged in trading activity by purchasing goods at ` 6,00,000 and selling it for
` 7,50,000 after incurring repacking cost of ` 25,000,
(ii) Some discarded assets sold off with no scrap value for ` 90,000,
(iii) Some renovation of machinery was carried out at a cost of ` 6,00,000, having a productive life of five
years, but entire amount was charged to financial accounts
(iv) Interest was received amounting to ` 1,40,000 from outside investments
(v) Voluntary Retirement payment of `3,50,000 was not included in the Cost Accounts,

(vi) Insurance claim of previous year was received to the extent of ` 2,50,000 but was not considered in
the Cost Accounts.
(vii) Opening stock or raw materials and finished goods was overvalued by ` 2,40,000 and closing stock of
finished goods was overvalued by `1,10,000 in the financial accounts, and
(viii) Donation of `80,000 towards CSR commitment was not considered in the Cost Accounts.
Work out the profit as per the Cost Accounts and briefly explain the adjustment, if any, carried out.
Solution:
(a) As per the Companies Act, 2013, Turnover means gross turnover made by the company from the sale or supply
of all products and services during a financial year but excluding duties and taxes.
Income ` in Lakh
Sales 19,300
Trading Sales from Depots 1,250
Export Income 2,100
Income from Job Processing 1,100
Scrap Sale 235
Income from Loan License Operations 560
Total Turnover 24,545
(b) Profit Reconciliation as per Cost and Financial Records for the year 2021-22
Particulars ` in ’000 ` in ’000

1 Profit as per Financial Accounts for Audited Products 29,60,000
2 Less : Incomes not considered in the Cost Accounts
a) Trading Profit (7,50,000-6,00,000-25,000) 1,25,000
b) Profit on Sale of Old Assets 90,000
c) Interest received from Outside Investments 1,40,000
d) Insurance claim for previous year received 2,50,000
Total (–) 6,05,000
3 Add : Expenses not considered in the Cost Accounts
a) Donation towards CSR Commitment 80,000
b) VRS Expenses 3,50,000
c) Renovation (4/5th Outlay of 600000) 4,80,000
Total 9,10,000
4 Valuation of stocks (240000-110000)(Overvaluation of opening stock and 1,30,000
closing stock in financial accounts)
5 Other adjustments —
Profit as per the Cost Accounts 33,95,000

Solved Cases on Applicability of Rule 4 read with Rule 3 – coverage of Cost Audit under different turnover
criteria
Case 1: M/s. XYZ & Co. Ltd. furnishes the following information in regard to the immediately preceding Financial
Year:
Turnover of Table A Products under Rule 3 is ` 6 crore
Turnover of Table B Products under Rule 3 is ` 9 crore
Turnover of other products is ` 18 crore
Find out the applicability of :
(a) Cost Records under Rule 3 of the Companies (Cost Records and Audit) Rules, 2014 (as amended)
(b) Cost Audit under Rule 4 of the Companies (Cost Records and Audit) Rules, 2014 (as amended)
Solution:
In this case the following position emerges:
(a) Overall Turnover is ` 33 crore i.e. ≤ ` 35 crore. Therefore Cost Records are not required to be maintained for
Table A and Table B Products.
(b) Since the Cost Records are not required to be maintained under Rule 3, the question of Cost Audit does not
arise.
Case 2: M/s. ABC Ltd. furnishes the following information in regard to the immediately preceding Financial Year:
Solution:
(a) Overall Turnover is ` 39 crore i.e. ≥ ` 35 crore. Therefore Cost Records are required to be maintained for
Table A and Table B Products irrespective of individual turnover of the products.
(b) Overall Turnover is ` 39 crore i.e ≤ ` 50 crore and aggregate Turnover of the Products under Rule 3 (Table A
&Table B products) is Rs. 15 Crore, which is less than the threshold limit of ` 25 crore. Since the Conditions
of Rule 4(1) and 4(2) of the Companies (Cost Records and Audit) Rules, 2014 (as amended) are not fulfilled,
hence Cost Audit is not applicable for products either under Table A or Table B.

Case 3: M/s. B. K. Pvt. Ltd. furnishes the following information in regard to the immediately preceding Financial
Year:
Solution:
(b) Overall Turnover is ` 53 crore i.e. ≥ ` 50 crore and aggregate Turnover of the Products under Rule 3 (Table
A & Table B products) is ` 25 Crore. Since the conditions of Rule 4(1) of the Companies (Cost Records and
Audit) Rules, 2014 (as amended) are fulfilled, therefore Cost Audit is applicable only for Table A Products.
Case 4: M/s. Sun Enterprise Ltd. furnishes the following information in regard to the immediately preceding
Financial Year:
Solution:
(b) Overall Turnover is ` 110 crore i.e. ≥ ` 100 crore and aggregate Turnover of the Products under Rule 3
(Table A & Table B products) is ` 34 Crores i.e. ≥ ` 25 Crore but ≤ ` 35 crore. Conditions of Rule 4(1) of the
Companies (Cost Records and Audit) Rules, 2014 (as amended) are fulfilled and cost audit is applicable for
Table A Products.
Though the overall turnover is more than ` 100 crore, aggregate Turnover of the Products under Rule 3 (Table A
& Table B products) is less than ` 35 crore [Rule 4(2)]. That is why, Table B products are not covered under cost
audit.

Case 5: M/s. Alpha Pvt. Ltd. furnishes the following information in regard to the immediately preceding Financial
Year:
Solution:
(b) Overall Turnover is ` 105 crores i.e. ≥ ` 100 crores and aggregate Turnover of the Products under Rule 3
(Table A & Table B products) is ` 42 Crores i.e. ≥ ` 35 crores. Since the conditions of Rule 4(1) and Rule 4(2)
of the Companies (Cost Records and Audit) Rules, 2014 (as amended) are fulfilled, Cost Audit is applicable
for both Table A and Table B Products.

Exercise
1. The applicability of cost audit under Companies (Cost Records & Audit) – Rules, 2014 for regulated
industries having overall annual turnover during immediate preceding financial year is ____.
(a) `25.00 crores or more
(b) `35 .00 crores
(c) `50.00 crores or more
(d) `100.00 crores
2. The Company has to upload CRA-4 electronically to the MCA under the rule ______ of Companies
(Cost Records & Audit) Rules, 2014
(a) Rule 5 (1)
(b) Rule 6 (2)
(c) Rule 4 (6)
(d) Rule 6 (6)
3. The form in which the cost records shall be maintained .

(a) CRA-1
(b) CRA-2
(c) CRA-3
(d) CRA-4
4. Which of the following type of Electricity Company is under the purview of regulated sector?
(a) Engaged in Generation
(b) Engaged in Transmission
(c) Engaged in Distribution & Supply
(d) All the above
5. Which one of the below is not a regulated industry?

(a) Telecommunication
(b) Electricity
(c) Drugs & Pharmaceuticals
(d) Automobile

6. Any casual vacancy in the office of a cost auditor, whether due to resignation, death or removal to be
filled by the Board of Directors within __________days of occurrence of such vacancy.
(a) 30 days
(b) 60 days
(c) 90 days
(d) 7 days
1. Micro enterprise or a small enterprise or a medium enterprise as per MSMED Act, 2006, with a overall
turnover of ` 37.00 crores, have been taken out of the purview of Companies (Cost Records & Audit)
Rules, 2014.
2. The requirement for maintenance of cost record under the rule 3 of Companies (Cost Records &
Audit) Rules, 2014 shall apply to a company whose total revenue is ` 200 crores and revenue from
exports, in foreign exchange, exceeds seventy-five per cent of its total revenue.
3. Every cost auditor shall forward his duly signed report to the Audit Committee of the company within
a period of 180 days from the closure of the financial year.
4. The tenure of Cost Auditor expires on the completion of one hundred and eighty days from the closure
of the financial year.
5. Provisions of section 139, 143, 144 and 145 of the Companies Act, 2013 is applicable to Cost auditor.
1. Every cost auditor, who conducts an audit of the cost records of a company, shall submit the cost audit
report in form_____.
2. Company should furnish the Cost Audit report within a period of _____ days from the date of receipt
of a copy of the cost audit report to the Central Government.
3. The cost auditor shall forward his duly signed report to the Board of Directors of the company within
a period of 180 days from the closure of the financial year i.e. _______ September of the relevant
financial year.
4. The maximum fine for default in provisions of section 148 of the Companies Act, 2013 is _______
� Short Essay Type Questions
1. A company has units in SEZ and in non-SEZ areas. The Companies (Cost Records and Audit) Rules
2014 has exempted companies operating in special economic zones from cost audit. What would be
applicability of the Companies (Cost Records and Audit) Rules 2014 on such a company in respect of
maintenance of cost accounting records and cost audit?

B. Practical Questions
� Unsolved Case
M/s Alfa Transformers Ltd. (ATL), a listed company manufacturing transformers under CTA code 8502
is having two manufacturing location one in SEZ and other in non-SEZ area
The details of turnover of above two units for F.Y.2021-22 is as follows
1. Location SEZ ` 75.00 crores
2. Location Non - SEZ ` 30.00 crores
The Managing Director of the company seeks your opinion with regard to maintenance of cost records and
cost audit with respect to both the units.
Answer:
1. (c) ` 50.00 Crore

2. (d) Rule 6 (6)
3. (a) CRA-1
4. (d) All the Above
5. (d) Automobile
6. (a) 30 days
State True or False
1. False- As per Rule-3 of Companies (Cost Records & Audit) Rules, 2014 only a micro enterprise or a small
enterprise as per MSMED Act, 2006 have been taken out of the purview.
2. False- As per Rule-4 (3) of Companies (Cost Records & Audit) Rules, 2014 the requirement for cost audit
shall not apply to a company whose revenue from exports, in foreign exchange, exceeds seventy-five per
cent of its total revenue even though it is covered in rule 3.
3. False- Every cost auditor shall forward his duly signed report to the Board of Directors of the company
within a period of 180 days from the closure of the financial year.
4. False- As per Rule-6 (3) of Companies (Cost Records & Audit) Rules, 2014, the tenure of Cost Auditor
expires of one hundred and eighty days from the closure of the financial year or till he submits the cost
audit report, for the financial year for which he has been appointed.
5. True (Ref. sec. 148(8)(B)

Fill in the Blanks
1. CRA-3
2. 30 days
3. 27th of September
4. ` 5.00 Lacs

Cost Auditor 3
3.1 Definition
3.2 Cost Auditor’s Eligibility, Qualifications, Disqualifications, Appointment, Registration,
Rotation, Remuneration, Removal, Rights and Duties, Liabilities
3.3 Professional Ethics
3.4 Duties of a Cost Auditor to Report Fraud - Section 143 of the Companies Act 2013
3.5 Punishment for Fraud (Section 447 of the Companies Act, 2013)
3.6 Punishment for False Statement (Section 448 of the Companies Act, 2013)

Cost Auditor

To gain in-depth knowledge about the statutory provisions of Companies (Cost

This module helps to know about the Professional Behaviour of the cost auditor while meeting
his responsibilities to clients, third parties, other members of the cost and management accounting
profession, staff, employers and the general public. After studying this module, the students will be
able to –
� Know about the Eligibility, Qualifications, Disqualifications, Appointment, Resignation, Rotation,
Remuneration, Removal, Rights and Duties, Liabilities of a Cost Auditor
� Sustain the Professional Ethics of a Cost Auditor
� Identify the Duties of a Cost Auditor to Report Fraud
� Acquaint regarding the provisions associated with Punishment for Fraud and False Statement

Definition 3.1
C
ompanies (Cost Records and Audit) Rules, 2014 defines Cost Auditor as under :
“Cost auditor” means a Cost Accountant in practice, as defined in clause (b), who is appointed by the Board;
This definition is given under Rule 2(c).
“Cost Accountant in practice” means a cost accountant as defined in clause (b) of sub-section (1) of section 2 of the
Cost and Works Accountants Act, 1959 (23 of 1959), who holds a valid certificate of practice under sub-section (1)
of section 6 of that Act and who is deemed to be in practice under sub-section (2) of section 2 thereof, and includes
a firm or limited liability partnership of cost accountants; [Rule 2(b)]
Each and every member of the profession in practice is required to follow certain professional ethics and codeof
conduct as prescribed by the Cost and Works Accountants Act, 1959 and Regulations there under.
Section 22 of the Cost and Works Accountants Act, 1959 defines that, the expression “professional or other
misconduct” shall be deemed to include any act or omission provided in any of the Schedules but nothing in
this section shall be construed to limit or abridge in any way the power conferred or duty cast on the Director
(Discipline) under sub-section (1) of section 21 of the Cost and Works Accountants Act, 1959 to inquire into the
conduct of any member of the Institute under any other circumstances.
This definition under section 22 of the Cost and Works Accountants Act, 1959 read with the two schedules to
the Act clarifies or indicates that the schedules provide an illustrative list of acts and omissions constituting
“professional or other misconduct”.
These are in addition to duty of Cost Auditor to report fraud under Section 143 (12) of the Companies Act 2013.

Cost Auditor’s Eligibility, Qualifications,
Disqualifications, Appointment, Resignation, Rotation,
Remuneration, Removal, Right and Duties, Liabilities
3.2
S
ection 139 to 148 provide for the qualifications, disqualifications, appointment, removal, rights & duties and
liabilities of company auditors to be read with Companies (Audit and Auditors) Rules, 2014. Some of the
Rules are discussed hereunder. Section 148(5) provides the provisions applicable to statutory auditors will
also apply to cost auditors.
Cost Auditor’s Eligibility

Eligibility criteria under Section 141 of the Companies Act, 2013 read with Rule 10 of the Companies (Audit and
Auditors) Rules, 2014 and Section 148 of the Companies Act, 2013. The following persons are not eligible for
appointment as a cost auditor:
(a) A body corporate. However, a Limited Liability Partnership registered under the Limited Liability Partnership
Act, 2008 can be appointed. [Section 141(3)(a)]
(b) An officer or employee of the Company. [Section 141(3)(b)]
(c) A person who is a partner, or who is in the employment of an officer or employee of the company. [Section
141(3)(c)]
(d) A person who, or his relative or partner is holding any security of or interest in the company or any of its
subsidiary or of its holding or associate company or a subsidiary company or a subsidiary of such holding
company. [Section 141(3)(d)(i)]
(e) Relatives of any partner of the firm holding any security of or interest in the company of face value exceeding
Rs. 1 lakh. [Section 141(3)(d)(i) and Rule 10(1) of Companies (Audit and Auditors) Rules, 2014]
(f) A person who is indebted to the company or its subsidiary, or its holding or associate company or a subsidiary
or such holding company, for an amount exceeding ` 5 lakhs. [Section 141(3)(d)(ii) and Rule 10(2) of
Companies (Audit and Auditors) Rules, 2014]
(g) A person who has given any guarantee or provided any security in connection with the indebtedness of any
third person to the company or its subsidiary, or its holding or associate company or a subsidiary of such
holding company, for an amount exceeding ` 1 Lakh. [Section 141(3)(d)(iii) and Rule 10(3) of Companies
(Audit and Auditors) Rules, 2014]
(h) A person or a firm who, whether directly or indirectly, has business relationship with the company or its
subsidiary, or its holding or associate company or subsidiary of such holding company or associate company.
[Section 141(3)(e) and Rule 10(4) of Companies (Audit and Auditors) Rules, 2014]
(i) A person whose relative is a director or is in the employment of the company as a director or key managerial
personnel of the company. [Section 141(3)(f)]

Cost Auditor
(j) A person who is in the full time employment elsewhere or a person or a partner of a firm holding appointment
as its auditor if such person or persons is at the date of such appointment or reappointment holding appointment
as an auditor of more than twenty companies. [Section 141(3)(g)]
(k) A person who has been convicted by a court for an offence involving fraud and a period of ten years has not
elapsed from the date of such conviction. [Section 141(3)(h)]
(l) Any person whose subsidiary or associate company or any other form of entity, is engaged as on date of
appointment in providing specialised services to the company and its subsidiary companies as below:
(a) Accounting and book keeping services
(b) Internal audit
(c) Design and implementation of any financial information system
(d) Actuarial services
(e) Investment advisory services
(f) Investment banking services
(g) Rendering of outsourced financial services
(h) Management services
[Section 141(3)(i) and Section 144]
Qualifications
As per Section 141 of Companies Act, 2013, the following persons should be considered as qualified for being a
company auditor:
(i) A person shall be eligible for appointment as an auditor of a company, only if he is a Chartered Accountant
[Section 141(1)].
(ii) A firm can also be appointed by its firm name to act as the auditor of a company if majority of its partners
practicing in India are qualified for appointment as company auditor [Section 141(1)].
(iii) Where a firm, including a limited liability partnership, is appointed as an auditor of a company, only the
partners who are Chartered Accountants shall be authorized to act and sign on behalf of the firm [Section
141(2)].
Note: In this context, the meaning of the term ‘Chartered Accountant’ shall be interpreted based on the provisions
of The Chartered Accountants Act, 1949 as follows:
(i) “Chartered Accountant” means a person who is a member of the Institute [Section 2].
(ii) A person is a member of the Institute if his name appears in the Register of the Institute [Section 3].
(iii) The following persons shall be entitled to have his name entered in the Register [Section 4]:
(a) any person who is a registered accountant or a holder of a restricted certificate at the commencement of
this Act.
(b) any person who has passed such examination and completed such training as may be prescribed for
members of the Institute.
(c) any person who has passed the examination for the Government Diploma in Accountancy or an
examination recognized as equivalent thereto by the rules for the award of the Government Diploma

in Accountancy before the commencement of this Act and fulfils such conditions as specified by the
Central Government in this behalf.
(d) any person who, at the commencement of this Act, is engaged in the practice of accountancy in any
State and fulfils such conditions as specified by the Central Government in this behalf.
(e) any person who has passed such other examination and completed such other training without India
as is recognized by the Central Government or the Council as being equivalent to the examination and
training prescribed for members of the Institute.
(f) any person domiciled in India, who at the commencement of this Act is studying for any foreign
examination and is at the same time undergoing training, whether within or without India, have passed
the examination or completes the training within five years after the commencement of this Act.
In order to become the member of the Institute, the aforesaid persons must reside in India or must be in practice in
India. For any person outside India with all other requisite qualifications, the Central Government or the Institute
may impose additional conditions. Moreover, any qualified persons will have to formally apply for the membership
to the Institute with requisite fees. His name will be included in the Register only if the application is accepted.
Disqualifications
As per Section 141(3), read with Rule 10 of Company (Audit and Auditor) Rule 2014, the following persons shall
not be eligible for appointment as an auditor of a company:
(a) a body corporate other than a limited liability partnership registered under the Limited Liability Partnership
Act, 2008;
(b) an officer or employee of the company;
(c) a person who is a partner, or who is in the employment, of an officer or employee of the company;
(d) a person who, or his relative or partner:
(i) is holding any security of or interest in the company or its subsidiary, or of its holding or associate
company or a subsidiary of such holding company, of face value not exceeding rupees one lakh;
(ii) is indebted to the company, or its subsidiary, or its holding or associate company or a subsidiary of such
holding company, in excess of rupees five lakh;
(iii) has given a guarantee or provided any security in connection with the indebtedness of any third person
to the company, or its subsidiary, or its holding or associate company or a subsidiary of such holding
company, in excess of rupees one lakh;
(e) a person or a firm who, whether directly or indirectly, has business relationship with the company, or its
subsidiary, or its holding or associate company or subsidiary of such holding company or associate company
of such nature as may be prescribed;
Note: For this purpose, the term ‘business relationship’ shall be construed as any transaction entered into
for a commercial purpose, except –
(a) commercial transaction which are in the nature of professional services permitted to be rendered by an
auditor or audit firm under the Companies Act, 2013 or the Chartered Accountants Act, 1949 and the
rules or regulations made under those Acts;
(b) commercial transactions which are in the ordinary course of business of the company at arm’s length
price–like sale of products or services to the auditor as customer.

Cost Auditor
(f) a person whose relative is a director or is in the employment of the company as a director or key managerial
personnel;
(g) a person who is in full time employment elsewhere or a person or a partner of a firm holding appointment as
its auditor, if such persons or partner is at the date of such appointment or reappointment holding appointment
as auditor of more than twenty companies;
(h) a person who has been convicted by a court of an offence involving fraud and a period of ten years has not
elapsed from the date of such conviction;
(i) a person who, directly or indirectly, renders any service referred to in Section 144 to the company or its
holding company or its subsidiary company.
Where a person appointed as an auditor of a company incurs any of the disqualifications mentioned in sub-section
(3) after his appointment, he shall vacate his office as such auditor and such vacation shall be deemed to be a casual
vacancy in the office of the auditor [Section 141(4)].
Appointment
As per Section 148(3) of the Companies Act 2013, cost audit shall be conducted by a Cost Accountant who shall
be appointed by the Board. No person appointed under Section 139 as an auditor of the company shall be appointed
for conducting the audit of cost records. The auditor so appointed shall comply with the cost auditing standards
As per Rule 6 of the Companies (Cost Records & Audit) Rules 2014 (as amended)
(1) The category of companies specified in rule 3 and the thresholds limits laid down in rule 4, shall within one
hundred and eighty days of the commencement of every financial year, appoint a cost auditor.
Provided that before such appointment is made, the written consent of the cost auditor to such appointment, and a
certificate from him or it, as provided in sub-rule (1A), shall be obtained
(1A) The cost auditor appointed under sub-rule (1) shall submit a certificate that─
(a) the individual or the firm, as the case may be, is eligible for appointment and is not disqualified for appointment
under the Act, the Cost and Works Accountants Act, 1959(23 of 1959) and the rules or regulations made thereunder;
(b) the individual or the firm, as the case may be, satisfies the criteria provided in section 141 of the Act, so far as
may be applicable;
(c) the proposed appointment is within the limits laid down by or under the authority of the Act; and
(d) the list of proceedings against the cost auditor or audit firm or any partner of the audit firm pending with respect
to professional matters of conduct, as disclosed in the certificate, is true and correct.”
(2) Every company referred to in sub-rule (1) shall inform the cost auditor concerned of his or its appointment
as such and file a notice of such appointment with the Central Government within a period of thirty days of the
Board meeting in which such appointment is made or within a period of one hundred and eighty days of the
commencement of the financial year, whichever is earlier, through electronic mode, in form CRA-2, along with the
fee as specified in Companies (Registration Offices and Fees) Rules, 2014.
(3) Every cost auditor appointed as such shall continue in such capacity till the expiry of one hundred and eighty
days from the closure of the financial year or till he submits the cost audit report, for the financial year for which
he has been appointed.
Provided that the cost auditor appointed under these rules may be removed from his office before the expiry of
his term, through a board resolution after giving a reasonable opportunity of being heard to the Cost Auditor and
recording the reasons for such removal in writing;

Provided further that the Form CRA-2 to be filed with the Central Government for intimating appointment of
another cost auditor shall enclose the relevant Board Resolution to the effect;
Provided also that nothing contained in this sub-rule shall prejudice the right of the cost auditor to resign from such
office of the company;
(3A) Any casual vacancy in the office of a cost auditor, whether due to resignation, death or removal, shall be
filled by the Board of Directors within thirty days of occurrence of such vacancy and the company shall inform the
Central Government in Form CRA-2 within thirty days of such appointment of cost auditor.
(3B) The cost statements, including other statements to be annexed to the cost audit report, shall be approved by
the Board of Directors before they are signed on behalf of the Board by any of the director authorised by the Board,
for submission to the cost auditor to report thereon
(4) Every cost auditor, who conducts an audit of the cost records of a company, shall submit the cost audit report
along with his or its reservations or qualifications or observations or suggestions, if any, in form CRA-3.
(5) Every cost auditor shall forward his duly signed report to the Board of Directors of the company within a period
of one hundred and eighty days from the closure of the financial year to which the report relates and the Board of
Directors shall consider and examine such report, particularly any reservation or qualification contained therein.
(6) Every company covered under these rules shall, within a period of thirty days from the date of receipt of a copy
of the cost audit report, furnish the Central Government with such report alongwith full information and explanation
on every reservation or qualification contained therein, in Form CRA-4in Extensible Business Reporting Language
format in the manner as specified in the Companies (Filing of Documents and Forms in Extensible Business
Reporting language) Rules, 2015 alongwith fees specified in the Companies (Registration Offices and Fees) Rules,
2014.”.
“Provided that the Companies which have got extension of time of holding Annual General Meeting under section
96(1) of the Companies Act, 2013, may file form CRA-4 within resultant extended period of filing financial
statements under section 137 of the Companies Act, 2013”.
(7) The provisions of sub-section (12) of Section 143 of the Act and the relevant rules made thereunder shall apply
mutatis mutandis to a cost auditor during performance of his functions under Section 148 of the Act and these rules.
Resignation
The auditor shall file within 30 days from the date of resignation, a statement in prescribed form with the company
and the registrar;
If fails to comply with sub-section (2), punishable with fine not less than ` 50,000 but may extend to ` 5,00,000.
Rotation
The provisions for maintenance of cost accounting records and cost audit are governed by Section 148 of the
Companies Act, 2013. The provisions of Section 148 clearly states that no person appointed under Section 139 as
an auditor of the company shall be appointed for conducting audit of cost records of the company. Section 148 also
provides that qualifications, disqualifications, rights, duties and obligations applicable to auditors (financial) shall
apply to a cost auditor appointed under this section. The eligibility, qualifications and disqualifications are provided
in Section 141 of the Act and powers and duties are provided in Section 143. Section 143(14) specifically states that
the provisions of Section 143 shall mutatis mutandis apply to a cost auditor appointed under Section 148. There are
no other provisions governing the appointment of a cost auditor.
Section 139(3) of the Act, applicable to appointment of auditors (financial), and Rule 6 of Companies (Audit
and Auditors) Rules, 2014 deals with the provision of rotation of auditors and these provisions are applicable

Cost Auditor
only to appointment of auditors (financial). The Act does not provide for rotation in case of appointment of cost
auditors and the same is not applicable to a cost auditor. It may, however, be noted that though there is no statutory
provision for rotation of cost auditors, individual companies may do so as a part of their policy, as is the practice
with Public Sector Undertakings.
Remuneration
Rule 14 of the Companies (Audit and Auditors) Rules, 2014 has laid down the procedure of appointment and fixing
the remuneration of a cost auditor. It states as follows:
Remuneration of the Cost Auditor:
For the purpose of sub-section (3) of section 148,—
(a) in the case of companies which are required to constitute an audit committee—
(i) the Board shall appoint an individual, who is a cost accountant in practice, or a firm of cost accountants
in practice, as cost auditor on the recommendations of the Audit committee, which shall also recommend
remuneration for such cost auditor;
(ii) the remuneration recommended by the Audit Committee under (i) shall be considered and approved by
the Board of Directors and ratified subsequently by the shareholders;
(b) in the case of other companies which are not required to constitute an audit committee, the Board shall appoint
an individual who is a cost accountant in practice or a firm of cost accountants in practice as cost auditor and
the remuneration of such cost auditor shall be ratified by shareholders subsequently.
Removal
The cost auditor may be removed before the term by Board resolution after giving reasonable opportunity of
hearing and recording the reasons for removal.
As per Rule 6 of the Companies (Cost Records & Audit) Rules 2014 (as amended), any casual vacancy in the office
of a cost auditor, whether due to resignation, death or removal to be filled by the Board of Directors within thirty
days of occurrence of such vacancy and the company shall inform the Central Government in Form CRA-2 within
thirty days of such appointment of cost auditor.
Rights and Duties

Under Section 143 of the Companies Act, 2013
(1) Every auditor of a company shall have a right of access at all times to the books of account and vouchers of
the company, whether kept at the registered office of the company or at any other place and shall be entitled to
require from the officers of the company such information and explanation as he may consider necessary for the
performance of his duties as auditor and amongst other matters inquire into the following matters, namely:
(a) whether loans and advances made by the company on the basis of security have been properly secured and
whether the terms on which they have been made are prejudicial to the interests of the company or its members;
(b) whether transactions of the company which are represented merely by book entries are prejudicial to the
interests of the company;
(c) where the company not being an investment company or a banking company, whether so much of the assets
of the company as consist of shares, debentures and other securities have been sold at a price less than that at
which they were purchased by the company;
(d) whether loans and advances made by the company have been shown as deposits;

(e) whether personal expenses have been charged to revenue account;

(f) where it is stated in the books and documents of the company that any shares have been allotted for cash,
whether cash has actually been received in respect of such allotment, and if no cash has actually been so
received, whether the position as stated in the account books and the balance sheet is correct, regular and not
misleading.
Provided that the auditor of a company which is a holding company shall also have the right of access to the records
of all its subsidiaries and associates companies in so far as it relates to the consolidation of its financial statements
with that of its subsidiaries and associates companies.
(2) The auditor shall make a report to the members of the company on the accounts examined by him and on every
financial statements which are required by or under this Act to be laid before the company in general meeting
and the report shall after taking into account the provisions of this Act, the accounting and auditing standards and
matters which are required to be included in the audit report under the provisions of this Act or any rules made
thereunder or under any order made under sub-section (11) and to the best of his information and knowledge, the
said accounts, financial statements give a true and fair view of the state of the company’s affairs as at the end of its
financial year and profit or loss and cash flow for the year and such other matters as prescribed in rule 11 of chapter
X under Act.
(3) the auditor’s report shall also state—
(a) whether he has sought and obtained all the information and explanations which to the best of his knowledge
and belief were necessary for the purpose of his audit and if not, the details thereof and the effect of such
information on the financial statements;
(b) whether, in his opinion, proper books of account as required by law have been kept by the company so far as
appears from his examination of those books and proper returns adequate for the purposes of his audit have
been received from branches not visited by him;
(c) whether the report on the accounts of any branch office of the company audited under sub- section (8) by a
person other than the company’s auditor has been sent to him under the proviso to that sub-section and the
manner in which he has dealt with it in preparing his report;
(d) whether the company’s balance sheet and profit and loss account dealt with in the report are in agreement with
the books of account and returns;
(e) whether, in his opinion, the financial statements comply with the accounting standards;
(f) the observations or comments of the auditors on financial transactions or matters which have any adverse
effect on the functioning of the company;
(g) whether any director is disqualified from being appointed as a director under sub-section (2) of section 164;
(h) any qualification, reservation or adverse remark relating to the maintenance of accounts and other matters
connected therewith;
(i) whether the company has adequate internal financial controls with reference to financial statements in place
and the operating effectiveness of such controls;
(j) such other matters as may be prescribed.
(4) Where any of the matters required to be included in the audit report under this section is answered in the
negative or with a qualification, the report shall state the reasons therefor.
(5) In the case of a Government company or any other company owned or controlled, directly or indirectly, by the
Central Government, or by any State Government or Government, or partly by the Central Government and partly

Cost Auditor
by one or more State Government, the Comptroller and Auditor-General of India shall appoint the auditor under
sub-section (5) or sub-section (7) of section 139 and direct such auditor the manner in which the accounts of the
company are required to be audited and thereupon the auditor so appointed shall submit a copy of the audit report to
the Comptroller and Auditor-General of India which, among other things, include the directions, if any, issued by
the Comptroller and Auditor-General of India, the action taken thereon and its impact on the accounts and financial
statement of the company.
(6) The Comptroller and Auditor-General of India shall within sixty days from the date of receipt of the audit report
under sub-section (5) have a right to,
(a) conduct a supplementary audit of the financial statement of the company by such person or persons as he may
authorise in this behalf; and for the purposes of such audit, require information or additional information to
be furnished to any person or persons, so authorised, on such matters, by such person or persons, and in such
form, as the Comptroller and Auditor- General of India may direct; and
(b) comment upon or supplement such audit report. Provided that any comments given by the Comptroller and
Auditor-General of India upon, or supplement to, the audit report shall be sent by the company to every person
entitled to copies of audited financial statements under sub section (1) of section 136 and also be placed before
the annual general meeting of the company at the same time and in the same manner as the audit report.
(7) Without prejudice to the provisions of this Chapter, the Comptroller and Auditor- General of India may, in
case of any company covered under sub-section (5) or sub-section (7) of section 139 of Companies Act, 2013,
if he considers necessary, by an order, cause test audit to be conducted of the accounts of such company and the
provisions of section 19A of the Comptroller and Auditor- General’s (Duties, Powers and Conditions of Service)
Act, 1971, shall apply to the report of such test audit.
(8) Where a company has a branch office, the accounts of that office shall be audited either by the auditor appointed
for the company (herein referred to as the company’s auditor) under this Act or by any other person qualified for
appointment as an auditor of the company under this Act and appointed as such under section 139, or where the
branch office is situated in a country outside India, the accounts of the branch office shall be audited either by the
company’s auditor or by an accountant or by any other person duly qualified to act as an auditor of the accounts of
the branch office in accordance with the laws of that country and the duties and powers of the company’s auditor
with reference to the audit of the branch and the branch auditor, if any, shall be such as prescribed in rule 12 of
chapter X under the Act.
(9) Every auditor shall comply with the auditing standards.
(10) The Central Government may prescribe the standards of auditing or any addendum thereto, as recommended
by the Institute of Chartered Accountants of India, constituted under section 3 of the Chartered Accountants Act,
1949, in consultation with and after examination of the recommendations made by the National Financial Reporting
Authority.
Provided that until any auditing standards are notified, any standard or standards of auditing specified by the
Institute of Chartered Accountants of India shall be deemed to be the auditing standards.
(11) The Central Government may, in consultation with the National Financial Reporting Authority, by general or
special order, direct, in respect of such class or description of companies, as may be specified in the order, that the
auditor’s report shall also include a statement on such matters as may be specified therein.
Provided that until the National Financial Reporting Authority is constituted under section 132, the Central
Government may hold consultation required under this sub- section with the Committee chaired by an officer

of the rank of Joint Secretary or equivalent in the Ministry of corporate Affairs and the committee shall have
the representatives from the Institute of Chartered Accountants of India and Industry Chambers and also special
invitees from the National Advisory Committee on Accounting Standards and the office of the Comptroller and
Auditor-General.
(12) Notwithstanding anything contained in this section, if an auditor of a company in the course of the performance
of his duties as auditor, has reason to believe that an offence of fraud involving such amount or amounts as
prescribed in rule 13 of chapter X under the act, is being or has been committed in the company by its officers or
employees the auditor shall report the matter to the Central Government within such time and in such manner as
prescribed in rule 13 of chapter X under the Act:
Provided that in case of a fraud involving lesser than the specified amount, the auditor shall report the matter to the
audit committee constituted under section 177 or to the Board in other cases within such time and in such manner
as prescribed in rule 13 of chapter X under the Act:
Provided further that the companies, whose auditors have reported frauds under this sub-section to the audit
committee or the Board but not reported to the Central Government, shall disclose the details about such frauds in
the Board’s report in such manner as prescribed in rule 13 of chapter X under the Act.
(13) provides that no duty to which an auditor of a company may be subject to shall be regarded as having been
contravened by reason of his reporting the matter referred to in sub-section (12) if it is done in good faith.
(14) The provisions of this section shall mutatis mutandis apply to— (a) the cost accountant in practice conducting
cost audit under section 148; or (b) the company secretary in practice conducting secretarial audit under section
204.
(15) If any auditor, cost accountant or company secretary in practice do not comply with the provisions of sub-
section (12), he shall –
(a) in case of a listed company, be liable to a penalty of five lakh rupees; and
(b) in case of any other company, be liable to a penalty of one lakh rupees.
Companies Act, 2013 : Strategic Positions

Cost Accountant as a Key Managerial Person
� Section 203 provides for the appointment of Key Managerial Person
– Managing Director or Chief Executive Officer or manager and in their absence, a whole time director;
– Company Secretary; and
– Chief Financial Officer.
By virtue of qualification and experience, a Cost Accountant can become Key Managerial Person in the
company.
Cost Accountant as an Independent Director
� Section 149 (4) provides that every listed public company shall have at least one third of total number of
directors as independent directors.

Cost Auditor
� Rule 5 of the Companies (Appointment and Qualification of Directors) Rules, 2014 prescribes the qualification
of an independent director who shall possess appropriate skills, experience and knowledge in one or more field
of finance, law, management, sales, marketing, administration, research, Corporate Governance, technical
operations or other disciplines related to the companies business.
The Cost Accountant having expertise in most of the above fields can become independent director as
stipulated in the Companies Act, 2013.
� Technical Member of the Tribunal - As per Section 409 (3) , a Cost Accountant in Practice having at
least fifteen years service is eligible to be appointed as a Technical Member of the National Company Law
Tribunal.
� Technical Member of the Appellate Tribunal - As per Section 411(3), a Cost Accountant, either in
employment or in practice, who is having experience of more than 25 years in the prescribed areas is eligible
to be appointed as Technical Member of the National Company Law Appellate Tribunal.
� Company Liquidator - Section 275 (2) provides that the provisional liquidator or the Company Liquidator,
as the case may be, shall be appointed from a panel maintained by the Central Government consisting the
names of Chartered Accountants, Advocates, Company Secretaries, Cost Accountants or firms or bodies
corporate having at least 10 years experience in company affairs.
� Administrator - Section 259 (Chapter XIX dealing with revival of sick companies) of the Companies Act
provides for the appointment of administrator. The said section provides that the interim administrator or the
company administrator, as the case may be, shall be appointed by the Tribunal from a data bank maintained by
the Central Government or any institute or agency authorized by the Central Government in a manner as may
be prescribed consisting of the names of Company Secretaries, Chartered Accountants, Cost Accountants
and such other professionals as may, by notification, be specified by the Central Government.
Cost Accountant as an Expert
� Section 2(38) defines the term ‘expert’ which includes an engineer, a valuer, a Chartered Accountant, a
Company Secretary, a Cost Accountant and any other person who has the power or authority to issue a
certificate in pursuance of any law for the time being in force.
� Section 211 (2) provides that the Serious Fraud Investigation Officer shall be headed by a Director and
consists of such number of experts from the following fields to be appointed by the Central G overnment
from amongst persons of ability, integrity and experience in-
– banking;
– corporate affairs;
– taxation;
– forensic audit;
– capital market;
– information technology;
– law; or
– such other fields as may be prescribed.
� Cost Accountant by virtue of definition in Section 2(38) and having much experience in the above said
field may be appointed as an expert.

Registered Valuers
� Section 247 deals with registered valuers.
� Section 247(1) provides that where a valuation is required to be made in respect of any property, stocks,
shares, debentures, securities or goodwill or any other assets or net worth of a company or its liabilities
under the provision of this Act, it shall be valued by a person having such qualifications and experience and
registered as a valuer ………….. as may be prescribed and appointed by the audit committee or in its absence
by the Board of Directors of that company.
� Rules for this purpose are yet to be notified.
� Cost Accountant, by virtue of its qualification and experience, is likely to be included in the list of qualified
professional for acting as a valuer.
� Appearance before Tribunals - The new Act replaces the Company Law Board and to establish National
Company Law Tribunal and National Company Law Appellate Tribunal. Section 432 of the Act enables
the Practicing Cost Accountant to appear before the Tribunal as well as before the Appellate Tribunal.
The Tribunal to be established will take over the functions of the High Court in the matter of merger,
amalgamations, winding up, revival of sick companies, etc. By this, the practicing area is going to be wide
enough for the Cost Accountant in practice.
� Mediation and Conciliation - Section 442 provides that the Central Government shall maintain a panel of
experts to be called as Mediation and Conciliation panel consisting of such number of experts having such
qualifications as may be prescribed for mediation between the parties during the pendency of any proceedings
before the Central Government or the Tribunal or the Appellate Tribunal under this Act. Rules for this
purpose are yet to be notified. However we may have hope that the role of Cost Accountants will be there.
Liabilities
The duties of a company auditor have been specified in various provisions of the Act. Accordingly, if a company
auditor fails to discharge his specified duties, he will be legally held liable. Moreover, there are a number of
occasions where an auditor may be held liable to his appointing authority, the Government or any other persons.
The liabilities of an auditor may be discussed as follows:
A. Statutory Liabilities
I. Under Companies Act, 2013
� Civil Liabilities: The civil liabilities as per Companies Act, 2013 are stated below:
(a) For Misstatement in the Prospectus: As per Section 35, where a person has subscribed for securities
of a company acting on any statement included in the prospectus, or on the inclusion or omission of any
matter in the prospectus which is misleading and thereby has sustained any loss or damage and where
the auditor as an expert has either made such statement or has given written consent to the issue of the
prospectus, he shall be held liable.
(b) Liability for Misfeasance: Misfeasance implies breach of trust or negligence in the performance of
duties. As per Section 340, a company auditor may be charged with misfeasance only at the time of
liquidation of the company, if it is found that he -
(i) has misapplied, or retained, or become liable or accountable for, any money or property of the
company; or

Cost Auditor
(ii) has been guilty of any misfeasance or breach of trust in relation to the company.
� Criminal Liability: The criminal liabilities of an auditor under the Companies Act, 2013 are as follows:
(a) Criminal Liability for Misstatement in the Prospectus: As per Section 34, where the auditor has
authorised the issue of any prospectus which includes any statement which is untrue or misleading or
where the prospectus has included or omitted any matter which may mislead, the auditor shall be held
liable under Section 447.
Accordingly (i.e., as per Section 447), for any fraud, involving an amount of at least ten lakh rupees or
one per cent of the turnover of the company, whichever is lower, the auditor shall be punishable with
imprisonment for a term which shall not be less than six months but which may extend to ten years and
shall also be liable to fine which shall not be less than the amount involved in the fraud, but which may
extend to three times the amount involved in the fraud. Moreover, where the fraud in question involves
public interest, the term of imprisonment shall not be less than three years.
However, where the fraud involves an amount less than ten lakh rupees or one per cent of the turnover of
the company, whichever is lower, and does not involve public interest, any person guilty of such fraud
shall be punishable with imprisonment for a term which may extend to five years or with fine which may
extend to fifty lakh rupees or with both.
(b) Punishment for Non-compliance with Sections 139, 144 and 145 of the Act: As per Section 147 -
(i) If an auditor contravenes the provisions of Section 139, 144 or 145, he shall be punishable with
fine which shall not be less than `25,000 but which may extend to `5,00,000 or four times the
remuneration of the auditor, whichever is less.
(ii) If an auditor has contravened the above provisions knowingly or wilfully with the intention to
deceive the company or its shareholders or creditors or tax authorities, he shall be punishable
with imprisonment for a term which may extend to 1 year and with fine which shall not be less
than `50,000 but which may extend to `25,00,000 or eight times the remuneration of the auditor,
whichever is less.
(iii) Convicted auditor shall be liable to refund the remuneration received by him from the company and
pay for damages to the company, statutory bodies or authorities or to members or creditors of the
company for loss arising out of incorrect or misleading statements of particulars made in his audit
report.
(iv) In case where the audit of a company is being conducted by an audit firm, if it is proved that the
partner or partners of the audit firm has or have acted in a fraudulent manner or abetted or colluded
in any fraud by, or in relation to, the company or its directors or officers, the partner or partners
concerned of the audit firm as well as the firm itself shall be liable for fine jointly and severally.
However, for criminal liability other than fine, only the partner or partners will be liable.
(c) Punishment for Refusal or Failure to Produce Documents: As per Section 217, if any auditor
fails without reasonable cause or refuses to produce to an inspector or any person authorised by him
in this behalf any book or paper, to furnish any information, to appear before the inspector personally
when required, to answer any question which is put to him by the inspector, or to sign the notes of any
examination referred to in sub-section (7) of Section 217, he shall be punishable with imprisonment for a
term which may extend to six months and with fine ranging from twenty-five thousand rupees to one lakh
rupees, and also with a further fine which may extend to two thousand rupees for every day after the first

during which the failure or refusal continues.

(d) Fraud in Relation to a Company in Winding-up: As per Section 336, if any auditor is engaged in any
fraudulent activities in relation to any company in winding up, he shall be punishable with imprisonment
for a term which shall not be less than three years but which may extend to five years and with fine which
shall not be less than one lakh rupees but which may extend to three lakh rupees.
(e) Punishment for False Statement: As per Section 448, if any auditor deliberately makes any false
statement in any return, report, certificate, financial statement, prospectus, statement or other document
required by the act or deliberately omits any material fact, he shall be liable under Section 447 and shall
be subject to the punishment as stated earlier in point (a).
(f) Punishment for False Evidence: As per Section 449, if the auditor intentionally gives false evidence
upon any examination on oath or solemn affirmation or in any affidavit, deposition or solemn affirmation,
in or about the winding up of any company or about any matter under this Act, he shall be punishable with
imprisonment for a term which shall not be less than three years but which may extend to seven years and
with fine which may extend to ten lakh rupees.
II. Under Other Acts

� Liabilities under Income Tax Act, 1961: As per Section 278 of the Act, if any auditor abets or induces in
any manner another person to make and deliver an account, statement or declaration relating to any income
chargeable to tax which is false and which the auditor either knows or does not believe to be true, the auditor
shall be punished.
� Liabilities under Chartered Accountants Act, 1949: Schedule I and II of the Act contains a list of instances
where a Chartered Accountant shall be held guilty of professional misconduct under Section 22 of the Act.
� Liabilities under Life Insurance Act, 1956: As per Section 104 of the Act, if an auditor makes any false
statement in any return, report or other such forms to be issued under this Act, he shall be sentenced to
imprisonment or fine or both.
� Liabilities under Banking Regulation Act, 1949: As per Section 46 of the Act, if an auditor in any return,
balance sheet, or other document wilfully makes a statement, which is false in any material particulars, knowing
it to be false, or wilfully omits to make a material statement, he shall be held liable.
B. Contractual Liabilities
The scope of any audit work is determined by the written contract entered into between the auditor and the client.
Thus, if any of the terms of the said contract is contravened, the auditor may be held liable under the Indian
Contract Act, 1872.
In case of absence of any written contract between the auditor and the appointing authority, the auditor is expected
to conduct complete audit. Hence, if in such a circumstance, he conducts only partial audit and any error or fraud
is discovered later on, he shall be held liable.
Moreover, an auditor shall also be held liable if he discloses any secret information of the client to any third party.
In the case Wilde and Others vs. Cape and Dalgeish (1897) also, it was held that if the client suffers any loss due to
the auditor not complying with the contract, the auditor will have to compensate the client for such loss.

Cost Auditor
Professional Ethics 3.3

3.2
Code of Professional Ethics
A
s professionals in the field of Cost and Management Accounting, the members of our Institute are bound
by a code of professional ethics. This code stipulates and binds them to the highest level of care, duty and
responsibility to their employers and clients, the public and their fellow professionals.
The objectives of the accountancy profession are to work to the highest standards of professionalism, to attain the
highest levels of performance and generally to meet the public interest requirement. These objectives require four
basic needs to be met:
(a) Credibility in information and information systems;
(b) Professionalism identified by employers, clients and other interested parties;
(c) Quality of service carried out to the highest standards of performance; and
(d) Confidence that there is a framework of professional ethics to govern the provision of services.
In order to achieve the objectives of the accountancy profession, cost accountants have to observe fundamental
principles, which are:
(a) Integrity
A cost accountant should be straightforward and honest in performing his services.
(b) Objectivity
A cost accountant should be fair and should not allow prejudice or bias or the influence of others to override
objectivity.
(c) Competence
A cost accountant must refrain from performing any service which he is not competent to carry out unless
proper advice and assistance is obtained to ensure that the service is performed to the satisfaction.
(d) Confidentiality
A cost accountant must not disclose information acquired during the course of his engagement and should
not use or disclose any such information without proper and specific authority or unless there is a legal or
professional right or duty to disclose.
(e) Professional Behaviour
A cost accountant should act in a manner consistent with the good reputation of the profession.
In addition to the fundamental principles above a cost accountant in practice, should be and appear to be free of
any interest which might be regarded, whatever its actual effect, as being incompatible with integrity, objectivity
and independence.
The
109
Institute of Cost Accountants of India The Institute of Cost Accountants of 109
India
Duties of a Cost Auditor to Report Fraud –

Section 143 of the Companies Act, 2013 3.4
(i) According to Section 143(12) of the Companies Act 2013, if an auditor of a company, in the course of the
performance of his duties as auditor, has reason to believe that an offence involving fraud is being or has
been committed against the company by officers or employees of the company, he shall immediately report
the matter to the Central Government within such time and in such manner as may be prescribed.
(ii) Sub-Section 13 specifies that no duty to which an auditor of a company may be subject to shall be regarded
as having been contravened by reason of his reporting the matter referred to in sub-section (12) if it is done
in good faith.
(iii) Sub-Section 14 makes it clear that the provisions of this section shall mutatis mutandis apply to the cost
accountant in practice conducting cost audit under section 148.
(iv) According to Sub-Section 15 if any auditor, cost accountant or company secretary in practice do not comply
with the provisions of sub-section (12), he shall be punishable with fine which shall not be less than one lakh
rupees but which may extend to twenty-five lakh rupees.
() Matter are required to be reported immediately but not later than 2 days of his knowledge specifying:
(a) Nature of Fraud with description;
(b) Approximate amount involved; and
(c) Parties involved.
(i) Following disclosures are required to be made in Board’s Report:
(a) Nature of Fraud with description;
(b) Approximate Amount involved;
(c) Parties involved, if remedial action not taken; and
(d) Remedial actions taken.
The
110
India
Cost Auditor
Punishment for Fraud (Section 447

of the Companies Act, 2013) 3.5
W
ithout prejudice to any liability including repayment of any debt under this Act or any other law for the
time being in force, any person who is found to be guilty of fraud, shall be punishable with imprisonment
for a term which shall not be less than six months but which may extend to ten years and shall also be
liable to fine which shall not be less than the amount involved in the fraud, but which may extend to three times
the amount involved in the fraud:
Provided that where the fraud in question involves public interest, the term of imprisonment shall not be less than
three years.
Explanation.—For the purposes of this section—
(i) “fraud” in relation to affairs of a company or any body corporate, includes any act, omission, concealment
of any fact or abuse of position committed by any person or any other person with the connivance in any
manner, with intent to deceive, to gain undue advantage from, or to injure the interests of, the company
or its shareholders or its creditors or any other person, whether or not there is any wrongful gain or
wrongful loss;
The
111
India
Punishment for False Statement

(Section 448 of The Companies Act, 2013) 3.6
S
ave as otherwise provided in this Act, if in any return, report, certificate, financial statement, prospectus,
statement or other document required by, or for, the purposes of any of the provisions of this Act or the rules
made thereunder, any person makes a statement,—
(a) which is false in any material particulars, knowing it to be false; or
(b) which omits any material fact, knowing it to be material,
he shall be liable under section 447.
PROFESSIONAL AND OTHER MISCONDUCTS
THE COST AND WORKS ACCOUNTANTS ACT, 1959

It is an Act for the regulation of the profession of Cost Accountants. The regulation is exercised through the
Institute. For the management of the affairs and for discharging the functions assigned to it by the Cost and Works
Accountants Act, there is a Council of the Institute. The Council has been empowered to institute any enquiry into
cases where it is prima facie of the opinion that a member is guilty of professional or other misconduct.
SCHEDULES TO THE ACT
THE FIRST SCHEDULE

PART I
PROFESSIONAL MISCONDUCT IN RELATION TO COST ACCOUNTANTS IN PRACTICE
A cost accountant in practice shall be deemed to be guilty of professional misconduct, if he:-

(1) allows any person to practise in his name as a cost accountant unless such person is also a cost accountant in
practice and is in partnership with or employed by himself;
(2) pays or allows or agrees to pay or allow, directly or indirectly, any share, commission or brokerage in the fees
or profits of his professional work, to any person other than a member of the Institute or a partner or a retired
partner or the legal representative of a deceased partner.
Explanation: In this item, “partner” includes a person residing outside India with whom a cost accountant in
practice has entered into partnership which is not in contravention of item (4) of this part;
The
112
India
Cost Auditor
(3) accepts or agrees to accept any part of the profits of the professional work of a person who is not a member
of the Institute:
Provided that nothing herein contained shall be construed as prohibiting a member from entering into profit
sharing or other similar arrangements, including receiving any share, commission or brokerage in the fees,
with a member of such professional body or other person having qualifications, as is referred to in item (2) of
this Part;
(4) enters into partnership, in or outside India, with any person other than a cost accountant in practice or such
other person who is a member of any other professional body having such qualifications as may be prescribed,
including a resident who but for his residence abroad would be entitled to be registered as a member under
clause (iv) of sub-section (1) of section 4 or whose qualifications are recognised by the Central Government
or the Council for the purpose of permitting such partnerships;
(5) secures, either through the services of a person who is not an employee of such cost accountant or who is not
his partner or by means which are not open to a cost accountant, any professional business:
Provided that nothing herein contained shall be construed as prohibiting any arrangement permitted in terms
of items (2), (3) and (4) of this Part;
(6) solicits clients or professional work, either directly or indirectly, by circular, advertisement, personal
communication or interview or by any other means:
Provided that nothing herein contained shall be construed as preventing or prohibiting-
(i) any cost accountant from applying or requesting for or inviting or securing professional work from
another cost accountant in practice;
(ii) a member from responding to tenders or enquiries issued by various users of professional services or
organisations from time to time and securing professional work as a consequence;
(7) advertises his professional attainments or services, or uses any designation or expressions other than cost
accountant on professional documents, visiting cards, letter heads or sign boards, unless it be a degree
of a University established by law in India or recognised by the Central Government or a title indicating
membership of the [Institute of Cost Accountants of India] or of any other institution that has been recognised
by the Central Government or may be recognised by the Council :
Provided that a member in practice may advertise through a write up, setting out the services provided by him or
his firm and particulars of his firm subject to such guidelines as may be issued by the Council;
PART II
PROFESSIONAL MISCONDUCT IN RELATION TO MEMBERS OF THE INSTITUTE IN SERVICE
A member of the Institute (other than a member in practice) shall be deemed to be guilty of professional misconduct,
if he being an employee of any company, firm or person—
(1) pays or allows or agrees to pay, directly or indirectly, to any person any share in the emoluments of the
employment undertaken by him;
(2) accepts or agrees to accept any part of fees, profit or gains from a lawyer, a cost accountant or broker
engaged by such company, firm or person or agent or customer of such company, firm or person by way of
commission or gratification.

PART III
PROFESSIONAL MISCONDUCT IN RELATION TO MEMBERS OF THE INSTITUTE GENERALLY
A member of the Institute, whether in practice or not, shall be deemed to be guilty of professional misconduct, if
he —
(1) not being a fellow of the Institute acts as a fellow of the Institute;
(2) does not supply the information called for, or does not comply with the requirements asked for by the Institute,
Council or any of its Committees, Director (Discipline), Board of Discipline, Disciplinary Committee,
Quality Review Board or the Appellate Authority;
(3) while inviting professional work from another cost accountant or while responding to tenders or enquiries
or while advertising through a write up, or anything as provided for in items (6) and (7) of Part I of this
Schedule, gives information knowing it to be false.
PART IV
OTHER MISCONDUCT IN RELATION TO MEMBERS OF THE INSTITUTE GENERALLY
A member of the institute, whether in practice or not, shall be deemed to be guilty of other misconduct, if—
(1) he is held guilty by any civil or criminal court for an offence which is punishable with imprisonment for a
term not exceeding six months;
(2) in the opinion of the Council he brings disrepute to the profession or the institute as a result of his action
whether or not related to his professional work.
THE SECOND SCHEDULE

[See sections 21(3), 21B(3) and 22]
PART I
PROFESSIONAL MISCONDUCT IN RELATION TO COST ACCOUNTANTS IN PRACTICE
A cost accountant in practice shall be deemed to be guilty of professional misconduct, if he:—
(1) discloses information acquired in the course of his professional engagement to any person other than his
client so engaging him, without the consent of his client, or otherwise than as required by any law for the time
being in force;
(2) certifies or submits in his name, or in the name of his firm, a report of an examination of cost accounting and
related statements unless the examination of such statements has been made by him or by a partner or an
employee in his firm or by another cost accountant in practice;
(3) permits his name or the name of his firm to be used in connection with an estimate of cost or earnings
contingent upon future transactions in a manner which may lead to the belief that he vouches for the accuracy
of the forecast;
(4) expresses his opinion on cost or pricing statements of any business or enterprise in which he, his firm or a
partner in his firm has a substantial interest;

Cost Auditor
(5) fails to disclose a material fact known to him in a cost or pricing statement, which is not disclosed in a cost or
pricing statement but disclosure of which is necessary in making such statement where he is concerned with
such statement in a professional capacity;
(6) fails to report a material mis-statement known to him to appear in a cost or pricing statement with which he
is concerned in a professional capacity;
(7) does not exercise due diligence, or is grossly negligent in the conduct of his professional duties;
(8) fails to obtain sufficient information which is necessary for expression of an opinion or its exceptions are
sufficiently material to negate the expression of an opinion;
(9) fails to invite attention to any material departure from the generally accepted procedure of costing and pricing
applicable to the circumstances;
(10) fails to keep moneys of his client other than fees or remuneration or money meant to be expended in a
separate banking account or to use such moneys for purposes for which they are intended within a reasonable
time.
PART II
PROFESSIONAL MISCONDUCT IN RELATION TO MEMBERS OF THE INSTITUTE GENERALLY
A member of the Institute, whether in practice or not, shall be deemed to be guilty of professional misconduct, if
he-
(1) contravenes any of the provisions of this Act or the regulations made there-under or any guidelines issued by
the Council;
(2) being an employee of any company, firm or person, discloses confidential information acquired in the course
of his employment, except as and when required by any law for the time being in force or except as permitted
by the employer;
(3) includes in any information, statement, return or form to be submitted to the Institute, Council or any of its
Committees, Director (Discipline), Board of Discipline, Disciplinary Committee, Quality Review Board or
the Appellate Authority any particulars knowing them to be false;
(4) defalcates or embezzles moneys received in his professional capacity.
PART III
OTHER MISCONDUCT IN RELATION TO MEMBERS OF THE INSTITUTE GENERALLY
A member of the Institute, whether in practice or not, shall be deemed to be guilty of other misconduct, if he is held
guilty by any civil or criminal court for an offence which is punishable with imprisonment for a term exceeding
six months.]
CONSTITUTION OF DISCIPLINARY DIRECTORATE, BOARD OF DISCIPLINE AND DISCIPLINARY

COMMITTEE
Section 21 (1) of the Cost and Works Accountants Act, 1959 provides for constitution of the Disciplinary
Directorate, Board of Discipline and Disciplinary Committee. For purposes of provisions of this Act Disciplinary
Directorate, Board of Discipline and Disciplinary Committee, and Director (Discipline) shall have same powers as
are vested in a civil court under the Code of Civil Procedure.

PENALTIES UNDER THE ACT

Section 24 of the Cost and Works Accountants Act, 1959: Penalty for falsely claiming to be a member, etc.
Any person who,-
(i) not being a member of the Institute-
(a) represents that he is a member of the Institute; or
(b) uses the designation cost accountant; or
(ii) being a member of the Institute, but not having a certificate of practice, represents that he is in practice or
practices as a cost accountant, shall be punishable on first conviction with fine which may extend to one
thousand rupees, and on any subsequent conviction with imprisonment which may extend to six months, or
with fine which may extend to five thousand rupees, or with both.
Section 25 of the Cost and Works Accountants Act, 1959: Penalty for using name of the Council, awarding
degrees of cost accountancy, etc.
(1) Save as otherwise provided in this Act, no person shall,-
(i) use a name or a common seal which is identical with the name or the common seal of the Institute or so
nearly resembles it as to deceive or as is likely to deceive the public;
(ii) award any degree, diploma or certificate or bestow any designation which indicates or purports to
indicate the position or attainment of any qualification or competence in cost accountancy similar to
that of a member of the Institute; or
(iii) seek to regulate in any manner whatsoever the profession of [cost accountants.]
(2) Any person contravening the provisions of sub-section (1) shall, without prejudice to any other proceedings
which may be taken against him, be punishable on first conviction with fine which may extend to one thousand
rupees, and on any subsequent conviction with imprisonment which may extend to six months, or with fine
which may extend to five thousand rupees, or with both.
(3) Omitted w.e.f. 8/8/2006
(4) If the Central Government is satisfied that any diploma or certificate or any designation granted or conferred
by any person other than the Institute, which purports to be a qualification in cost accountancy but which,
in the opinion of the Central Government, falls short of the standard of qualifications prescribed for cost
accountants and does not in fact indicate or purport to indicate the position or attainment of any qualification
or competence in cost accountancy similar to that of a member of the Institute, it may, by notification in the
Official Gazette and subject to such conditions as it may think fit to impose, declare that this section shall not
apply to such diploma or certificate or designation.
Section 26 of the Cost and Works Accountants Act, 1959: Companies not to engage in cost accountancy.
(1) No company, whether incorporated in India or elsewhere, shall practice as cost accountants.
(2) Any contravention of the provisions of sub-section (1) shall be punishable on first conviction with fine which
may extend to one thousand rupees, and on any subsequent conviction to five thousand rupees.
[Explanation: For the removal of doubts, it is hereby declared that the ‘‘company’’ shall include any limited
liability partnership which has company as its partner for the purposes of this section.]

Cost Auditor
Section 27 of the Cost and Works Accountants Act, 1959: Unqualified persons not to sign documents.
(1) No person other than a member of the Institute shall sign any document on behalf of a cost accountant in
practice or a firm of such cost accountants in his or its professional capacity.
[(2) Any person who contravenes the provisions of sub-section (1) shall, without prejudice to any other proceedings
which may be taken against him, be punishable on first conviction with a fine not less than five thousand
rupees but which may extend to one lakh rupees, and in the event of a second or subsequent conviction with
imprisonment for a term which may extend to one year or with a fine not less than ten thousand rupees but
which may extend to two lakh rupees or with both.]
Section 28 of the Cost and Works Accountants Act, 1959: Offences by companies.
� If the person committing an offence under this Act is a company, the company as well as every person in
charge of, and responsible to, the company for the conduct of its business at the time of the commission of the
offence shall be deemed to be guilty of the offence and shall be liable to be proceeded against and punished
accordingly : Provided that nothing contained in this sub-section shall render any such person liable to any
punishment if he proves that the offence was committed without his knowledge or that he exercised all due
diligence to prevent the commission of such offence. (2) Notwithstanding anything contained in sub-section
(1), where an offence under this Act has been committed by a company and it is proved that the offence has
been committed with the consent or connivance of, or that the commission of the offence is attributable to any
neglect on the part of, any director, manager, secretary or other officer of the company, such director, manager,
secretary or other officer shall also be deemed to be guilty of that offence and shall be liable to be proceeded
against and punished accordingly.
� Explanation: For the purposes of this section,- (a) “company”, with respect to an offence under section 24,
section 25 or section 27, means any body corporate and includes a firm or other association of individuals; and
with respect to an offence under section 26 means a body corporate; and (b) “director”, in relation to a firm,
means a partner in the firm.
Section 29 of the Cost and Works Accountants Act, 1959: Sanction to prosecute.
� No person shall be prosecuted under this Act except on a complaint made by or under the order of the Council
or of the Central Government.
Solved Case
ABC a public limited company manufacturing productcomes under Non-Regulated Sector and classified products
under CTA. The total Turnover of the Company for the financial year 2021-22 is `159.00 Crores as per details
below.
Sr. No. CTA Heading Additional Details Turnover (`/Crores)

1. 7401 Waste & Scrap 46
2. 7405 PRODUCT(s) 57
Manufactured
3. 7406 By Product 56
TOTAL 159
The company seeks your opinion whether the provisions of maintenance of cost records and audit there of applicable
particularly in view of turnover of all the product group individually is below the ` 100.00 crores.

Solution:
To
The Managing Director
M/s ABC Limited
Dear Sir
This has reference to query vide your letter dated ———— seeking opinion on applicability of the provisions of
maintenance of cost records and audit thereof.
My opinion on your query is as follows.
As the turnover of the main product manufactured by company is more than ` 35.00 crores and the total turnover of
the company is above `100.00 crores, the provisions of maintenance of cost records and audit thereof is applicable
to the companyas per the provisions of The Companies (Cost Records and Audit) Rules, 2014 (as amended).
However, the same is applicable of the main product only i.e CTA code 7405.
Further Waste and scrap are generated out of a manufacturing process. For payment of duty, it gets classified under
a CTA Code. It is not a product and hence cost audit of scrap is meaningless and not applicable. Therefore, the Cost
Audit is not applicable to the Waste and scrap are generated.
Same is the case with By-Product. It is not a product by itself but comes out of a manufacturing process. In case
the By-Product is sold as such without any further processing, the realisable value is usually credited to cost of
production of the main product. In such a case, preparation of a separate cost statement does not arise.
However, where there is further processing of the By-product before being sold, then there would be a separate
cost statement to arrive at a profit/loss arising on such By-product. Such cost statement would form part of the cost
audit report.
Hope you will find the above in order.
Thanking You

Cost Auditor
Exercise
1. The appointment of Cost Auditor is defined under section _________ of the Companies Act, 2013.
(a) Section 148(2)
(b) Section 148(3)
(c) Section 144(3)
(d) Section 139
2. A cost accountant who fails comply with the provisions of sub-section (12) of Sec. 143 of the
Companies Act, 2013, shall be punishable with fine of maximum ` _________.
(a) ` 5.00 lakhs
(b) ` 25.00 lakhs
(c) ` 1.00 lakhs
(d) ` 10.00 lakhs
3. Cost auditor to report fraud under section_________ of Companies Act, 2013.

(a) Section 140(12)
(b) Section 148(2)
(c) Section 144(10)
(d) Section 143(12)

1. Cost audit shall be conducted by a Cost Accountant who shall be appointed by the Board of the
company under section 139 of the Companies Act, 2013.
2. A company can rotate a Cost Auditor as per the provisions of section 139(3) of the Companies Act,
2013.
3. Mr. A who was a cost auditor of a company was convicted by a court for an offence involving fraud
and a period of 5 years have elapsed from the date of such conviction can be re-appointed as cost
auditor of a company.
3. A cost auditor appointed by a company may be removed from his office before the expiry of his term,
by Audit committee of the company after giving a reasonable opportunity of being heard to the Cost
Auditor and recording the reasons.
4. The remuneration recommended by the Audit Committee shall be considered and approved by the
Board of Directors and ratified subsequently by the shareholders.


1. Rights and Duties of a Cost auditor is defined under section ______of the Companies Act, 2013.
2. A Company is prohibited under section_______ of the Cost and Works Accountants Act, 1959 to
practice as Cost Accountants.
3. A Cost Auditor found guilty of deliberately providing false report and certificate will be liable for
punishment under section _____ the Companies Act, 2013.
4. Relatives of any partner of the firm holding any security of or interest in the company of face value
exceeding ` _______ lakh can not be appointed as the Cost Auditor of that company.
5. The casual vacancy caused due to death of cost auditor to filled within _______ days.

1. Write in brief about the procedure for appointment of Cost Auditor.
2. Write a short note on Code of Professional Ethics which need to be followed in the field of Cost and
Management Accounting.
3. Discuss about the fundamental principles to be observed by the Cost Accountants.
Answer:
1. (b) Section 148(3)

2. (b) ` 25.00 lakhs.
3. (d) Section 143(12)
State True or False
1. False-Cost audit shall be conducted by a Cost Accountant who shall be appointed by the Board of the
company under section 148(3) of the Companies Act 2013.
2. False- As per the Companies act, 2013, there is no such statutory provision for rotation of cost auditors
however the individual companies may do so as a part of their policy.
3. False - As per the Companies act, 2013, A person who has been convicted by a court for an offence
involving fraud and a period of ten years has elapsed from the date of such conviction than only can be
re-appointed as cost auditor of a company.
4. False - A cost auditor appointed can be removed from his office before the expiry of his term, only by
Board through a board resolution after giving a reasonable opportunity of being heard to the Cost Auditor
and recording the reasons.
5. True.
Fill in the Blanks
1. Section 143
2. Section 26
3. Section 447
4. 1 (one)
5. 30

Overview of Cost Accounting
Standards and GACAP 4
4.2 Guidance Notes on Cost Accounting Standards
4.3 Generally Accepted Cost Accounting Principles (GACAP)

OVERVIEW OF COST ACCOUNTING

STANDARDS AND GACAP
To develop detail understanding of Cost Accounting Standards to ensure appropriate

This module helps to know about the conceptual frame work of cost accounting standards. Generally
Accepted Cost Accounting Principles (GACAP) contains a summary of the Cost Accounting Principles
currently followed by business entities in India in preparing and presenting cost information in the
context of general purpose cost statements for statutory reporting and covered by Cost Audit. After
studying this module, the students will be able to –
� Learn about the Cost Accounting Standards
� Familiarise with the Guidance Notes on Cost Accounting Standards
� Recognize the Generally Accepted Cost Accounting Principles (GACAP)

Cost Accounting Standards 4.1
C
ost Accounting Standards are guidelines for the companies [for the management] that specify the cost
accounting treatment for various cost elements, minimum disclosure requirements and ensure the
comparability, consistency, and completeness of cost records. These standards are designed to achieve
uniformity and consistency in cost accounting principles and practices.
The Institute of Cost Accountants of India, recognizing the need for structured approach to the measurement of cost
in manufacture or service sector and to provide guidance to the user organizations, government bodies, regulators,
research agencies and academic institutions to achieve uniformity and consistency in classification, measurement
and assignment of cost to product and services, has constituted Cost Accounting Standards Board (CASB) with
the objective of formulating the Cost Accounting Standards. Keeping in view latest legal and contemporary
developments, the Cost Accounting Standards Board develops Cost Accounting Standards.
Utilities of Cost Accounting Standards

The Cost Accounting Standards:
(i) provide a structured approach to measurement of costs in manufacturing process or service industry;
(ii) integrate, harmonize, and standardize cost accounting principles and practices;
(iii) provide guidance to users to achieve uniformity and consistency in classification, measurement, assignment,
and allocation of costs to products and services;
(iv) arrive at the basis of computing the cost of product, activity, or service where required by legal or regulatory
bodies;
(v) enable practicing members to make use of Cost Accounting Standards in the attestation of General Purpose
Cost statements; and
(vi) assist in clear and uniform understanding of all the related issues by various user organizations, Government
Bodies, regulators, research agencies, and academic institutions.
List of Cost Accounting Standards [CASs]

The structure of Cost Accounting Standard consists of Introduction, Objectives of issuing standards, Scope of
standard, Definitions and explanations of the terms used in the standard, Principles of Measurement, Assignment
of Cost, Presentation and Disclosure.
So far, the Institute has released 24 Cost Accounting Standards [CASs].

A list of these standards is tabulated below:

LIST OF COST ACCOUNTING STANDARDS (CAS) AND CORRESPONDING GUIDANCE NOTES
ISSUED AS ON DATE
CAS No. Title Effective Date Guidance Note
(For the period
commencing from)
CAS 1 Classification of 1st April 2015
(Revised Cost
2015)
CAS 2 Capacity 1st April 2016 Guidance Note on Capacity Determination CAS-2
(Revised Determination (Revised 2015)
2015)
CAS 3 Production 1st April 2016
(Revised and Operation
2015) Overheads
CAS 4 Cost of Production/ 1st March 2019
(Revised Acquisition/ Supply
2018) of Goods/ Provision
of Service
CAS 5 Average 1st April 2010
(Equalized) Cost of
Transportation
CAS 6 Material Cost 1st April 2010 Guidance Note on Material Cost (CAS-6)
CAS 7 Employee Cost 1st April 2010 Guidance Note on Employee Cost (CAS-7)
CAS 8 Cost of Utilities 1st April 2010 Guidance Note on Cost of Utilities (CAS-8)
CAS 9 Packing Material 1st April 2010 Guidance Note on Packing Material Cost (CAS-9)
Cost
CAS 10 Direct Expenses 1st April 2010 Guidance Note on Direct Expenses (CAS-10)
CAS 11 Administrative 1st April 2010 Guidance Note on Administrative Overheads (CAS-
Overheads 11)
CAS 12 Repairs and 1st April 2010 Guidance Note on Repairs and Maintenance Cost
Maintenance Cost (CAS-12)
CAS 13 Cost of Service Cost 1st April 2011 Guidance Note on Cost Accounting Standard on
Centre Cost of Service Center (CAS-13)
CAS 14 Pollution Control 1st April 2012
Cost
CAS 15 Selling and 1st April 2013
Distribution
Overheads
CAS 16 Depreciation and 1st April 2014
Amortisation
CAS 17 Interest and 1st April 2014
Financing Charges

Overview of Cost Accounting Standards and GACAP
CAS 18 Research and 1st April 2014

Development Costs
CAS 19 Joint Costs 1st April 2014
CAS 20 Royalty and 1st April 2014
Technical Know-
How Fee
CAS 21 Quality Control 1st April 2014
CAS 22 Manufacturing Cost 1st April 2015
CAS 23 Overburden 1st April 2017
Removal Cost
CAS 24 Treatment of 1st April 2017
Revenue in Cost
Statements
Notes:
1. Introduction of the standard explains as to what the subject matter that the standard deals with.
2. Objective of the standard explains the way of bringing uniformity and consistency in the principles of Cost
for disclosure and presentation in the cost statements of a product or service.
3. Scope of the standard specifies that it shall be applied to cost statements, which require classification,
presentation and disclosure of cost including those requiring attestation.
4. Definitions are the terms that are being used in the standard with their meanings specified.
5. Principles of Measurement specify the way of determining the value of various elements of cost. E.g.
commonly, any element of cost shall not include, abnormal costs, imputed cost etc.
6. Assignment refers to the assignment of any element of cost to the cost of production, commonly, like
“Cause and Effect”, “Benefits received” etc. Costs shall be directly traced to a Cost object to the extent it is
economically feasible any if not, shall be assigned to the cost object on appropriate basis.
7. Presentation refers to the principle of whether an element of cost shall be presented as separate cost head or
as a part of a class or group of costs, mostly indirect. This depends on the classification of the specific element
of cost as direct or indirect.
8. Disclosures specify the details of the disclosures to be made in the cost statements in respect of the specific
elements of cost.
9. Effective date for all the standards, commonly, will be given at the end, which is the specific date of its
commencement / enforcement.
Students are advised to thoroughly go through all the standards, along with the guidance notes, on specific
standards, issued by the Institute, for a comprehensive understanding. In view of the mandatory application of
these standards, in conducting cost audits, it is essential to ensure that in the preparation and presentation of
the cost statements, annexures to the cost audit report are in full compliance of these standards.

COST ACCOUNTING STANDARDS AND GACAP
CAS –1
(REVISED 2015)
COST ACCOUNTING STANDARD ON
“CLASSIFICATION OF COST
The following is the COST ACCOUNTING STANDARD - 1 (CAS - 1) (Revised 2015) issued by the Council
of the Institute of Cost Accountants of India for determination of “CLASSIFICATION OF COST”. In this
Standard, the standard portions have been set in bold italic type. This standard should be read in the context of the
background material which has been set in normal type.
1. Introduction
This standard deals with the principles of Classification of Cost for determining the cost of product or service.
2. Objective
The objective of this standard is to bring uniformity and consistency in the principles of Classification of
Cost for disclosure and presentation in the cost statements of a product or service.
3. Scope
This standard shall be applied to cost statements, which require classification, presentation and disclosure
of cost including those requiring attestation.
4. Definitions
The following terms are being used in this standard with the meaning specified.
4.1 Abnormal Cost: An unusual or atypical cost whose occurrence is usually irregular and unexpected
and/ or due to some abnormal situation of the production or operation.
4.2 Administrative Overheads: Cost of all activities relating to general management and administration
of an entity.
Administrative overheads shall exclude production overheads, marketing overheads and interest and
finance charges. Administrative overheads do not include administration cost relating to production,
factory, works or manufacturing.
4.3 Classification of cost: Classification of cost is the arrangement of items of costs in logical groups
having regard to their nature (subjective classification) and purpose (objective classification).
4.4 Conversion cost: Conversion cost is the production cost excluding the cost of direct materials.
4.5 Cost: Cost is a measurement, in monetary terms, of the amount of resources used for the purpose of
production of goods or rendering services.
Manufacturing of goods or rendering services involves consumption of resources. The type of cost
often referred to in the costing system depends on the purpose for which cost is incurred. For example,
material cost is the price of materials consumed for manufacturing a product or for rendering a service.

4.6 Cost Centre: Any unit of an entity selected with a view to accumulating all cost under that unit.
The unit can be division, department, section, group of plant and machinery, group of employees or
combination of several units.
Cost Centre is the logical unit for accumulation of cost. Cost Centre may be of two types –personal and
impersonal cost centres. Personal cost centre consists of a person or a group ofpersons. Cost centres
which are not personal cost centres are impersonal cost centres. Cost centres may also be classified into
broad types i.e. Operating Cost Centres and Support- Service Cost Centres. Operating Cost Centres are
those which are in the chain of operations like machine shop, welding shop, assembly shop, operation
theatre, callcentre and so on. Support-service Cost centres are for rendering services to operating cost
centre like power house, maintenance, stores, help desk, transport for call centre staff and so on.
4.7 Cost Object: An activity, contract, cost centre, customer, process, product, project, service or any
other object for which costs are ascertained.
4.8 Cost of Production: Cost of production of a product or a service consists of cost of materials consumed,
direct employee costs, direct expenses, production overheads, quality control costs, packing costs,
research and development costs and administrative overheads relating to production.
Cost of production of a service means cost of the service rendered. To arrive at cost of production of
goods, including those dispatched for captive consumption, adjustment for stock of work-in-process,
finished goods, recoveries for sales of scrap, wastage and the like, shall be made.
4.9 Cost of Transportation: Cost of Transportation comprises of the cost of freight, cartage, transit
insurance and cost of operating fleet and other incidental charges whether incurred internally or
paid to an outside agency for transportation of goods but does not include detention and demurrage
charges.
Cost of transportation is classified as inward transportation cost and outward transportation cost.
4.10 Cost Unit: Cost Unit is a form of measurement of volume of production of a product or a service.
Cost Unit is generally adopted on the basis of convenience and practice in the industry concerned.
Examples:
• Power - MW
• Cement - MT
• Automobile - Number
• Transportation - Tonne- Kilometre
4.11 Development Cost: Development cost is the cost for application of research findings or other
knowledge to a plan or design for the production of new or substantially improved materials, devices,
products, processes, systems or services before the start of commercial production or use.
4.12 Direct Employee Cost: Employee costs, which can be attributed to a cost object in an economically
feasible way.
4.13 Direct Expenses: Expenses relating to manufacture of a product or rendering a service, which can
be identified or linked with the cost object other than direct material cost and direct employee cost.

Examples:
• Royalties charged on production
• Job charges
• Hire charges for use of specific equipment for a specific job
• Software services specifically required for a job
4.14 Direct Materials: Materials, the costs of which can be attributed to a cost object in an economically
feasible way.
4.15 Distribution Overheads: Distribution overheads, also known as distribution costs, are the costs
incurred in handling a product or service from the time it is ready for despatch or delivery until it
reaches the ultimate consumer including the units receiving the product or service in an inter-unit
transfer.
The cost of any non manufacturing operations such as packing, repacking and labelling at an intermediate
storage location will be part of distribution cost.
Examples:
• Secondary packing
• Outward transportation cost
• Warehousing cost
• Cost of delivering the products to customers
• Clearing and forwarding charges
• Cost of mending or replacing packing materials at distribution point.
4.16 Employee Cost: Benefits paid or payable for the services rendered by employees (including temporary,
part time and contract employees) of an entity.
Explanation:
1 Contract employees include employees engaged by the employer on contract basis; either directly
or through a contractor but does not include employees of any contractor engaged in the entity for
a contractual job.
2 Compensation paid to employees for the past period on account of any dispute / court orders in the
current period shall form part of employee cost, but not a part of production cost.
3 Short provisions of prior period employee cost in current period shall form part of the employee
cost in the current period, but not a part of production cost.
Employee cost includes payment made in cash or kind.
4.17 Fixed Costs: Fixed costs are costs which do not vary with the change in the volume of activity. Fixed
indirect costs are termed fixed overheads.

4.18 Indirect Employee Cost: Employee cost, which cannot be directly attributed to a particular cost
object.
4.19 Indirect Expenses: Expenses, which cannot be directly attributed to a particular cost object.
4.20 Indirect Materials: Materials, the costs of which cannot be directly attributed to a particular cost
object.
4.21 Marketing overheads: Marketing Overheads comprise of selling overheads and distribution
overheads.
4.22 Material Cost: The cost of material used for the purpose of production of a product or rendering a
service.
4.23 Normal capacity: Normal Capacity is the production achieved or achievable on an average over a
number of periods or seasons under normal circumstances taking into account the loss of capacity
resulting from planned maintenance.
The above definition is also applicable for normal capacity in relation to a service being rendered.
4.24 Overheads: Overheads comprise costs of indirect materials, indirect employees and indirect expenses.
4.25 Packing Material Cost: The cost of material of any nature used for the purpose of packing of a
product.
Packing material can be classified into primary packing material and secondary packing material.
Primary packing material is essential to hold and preserve the product for its use by the customer and
secondary packing material enables to store, transport, inform the customer, promote and otherwise
make the product marketable.
4.26 Prime cost: Prime cost is the aggregate of direct material cost, direct Employee cost and direct
expenses.
4.27 Production Overheads: Indirect costs involved in the production of a product or in rendering service.
The terms Production Overheads, Factory Overheads, Works Overheads and Manufacturing Overheads
denote the same meaning. Production overheads include administration costs relating to production,
factory, works or manufacturing.
4.28 Research Cost: Research cost is the cost of original and planned investigation undertaken with the
prospect of gaining new scientific or technical knowledge and understanding.
4.29 Selling Overheads: Selling overheads are the expenses related to sale of products or services and
include all indirect expenses incurred in selling the products or services.
Selling overheads are also known as selling costs.
4.30 Semi Variable Costs: Semi Variable Costs are the costs that contain both fixed and variable elements.
They partly change with the change in the level of activity.
4.31 Support-Service Cost Centre: The cost centre which primarily provides auxiliary services across the
entity.
The cost centre which provides services to production, operation or other service cost centre but not

directly engaged in manufacturing process or operation or in rendering a service is a support-service

cost centre. A support-service cost centre renders services to other cost centre’s/other units and in some
cases to outside parties.
Examples:
• Engineering
• Workshop
• Quality control
• Quality assurance
• Designing
• Laboratory
• Help desk
• Transport for call centre staff
4.32 Standard Cost: A predetermined cost of a product or service based on technical specifications and
efficient operating conditions.
Standard costs are used as scale of reference to compare the actual cost with the standard cost with a
view to determine the variances, if any, and analyse the causes of variances and take proper measure to
control them.
4.33 Variable Costs: Variable costs are the cost which tends to directly vary with the volume of activity.
Variable indirect costs are termed as variable overheads.
5. Principles of Classification of Costs
5.1 Costs shall be classified by the process of grouping the components of cost under a common
designation on the basis of similarities of nature, attributes or relations. Items grouped together
under common heads shall be further classified according to their fundamental differences.
It is the process of identification of each item and the systematic placement of like items together
according to their common features. The same costs may appear in several different classifications
depending on the purpose of classification.
Cost is classified normally in terms of managerial objective. Its presentation normally requires sub-
classification. Such sub-classification may be according to nature of the cost elements, functional lines,
areas of responsibility, or some other useful break-up. The appropriate sub-classification depends upon
the uses to be made of the cost report.
Cost may be classified with reference to the nature of expense, its traceability to a cost object (direct/
indirect), its relation to functions /activities, its behaviour (fixed, semi-variable or variable)and its
relationship to production process.
5.2 Scheme of classification shall be such that every item of cost is classified.

6. Classification of Costs
6.1 By Nature of expenses
6.1.1 Items of costs differ on the basis of their nature. Costs shall be gathered together in their
natural groupings such as material, employee and expenses. The elements of cost can be
classified in the following three categories :
i) Material
ii) Employee
iii) Expenses
6.1.2 Material Costs are cost of materials used for the purpose of production of a product or
rendering of a service, net of trade discounts, rebates, taxes and duties refundable that can be
quantified with reasonable accuracy.
6.1.3 Employee Costs are consideration, including benefits paid or payable to employees, permanent
or temporary, for the purpose of production of a product or rendering of a service.
It is the aggregate of all kinds of consideration paid and payable for the services rendered by
employees of an entity (including temporary, part time and contract employees). Consideration
includes wages, salaries, and other payments, including benefits, as applicable.
6.1.4 Expenses are costs other than material cost and employee cost for the purpose of production
of a product or rendering of a service.
Examples:
• Cost of utilities
• Payment for bought out services
• Job processing charges
6.2 By nature of traceability to a cost object
6.2.1 Classification shall be on the basis of method of assigning cost to a cost object. If a cost can
be assigned to a cost object in an economically feasible way, it shall be termed as direct to
that cost object. A cost that cannot be assigned directly shall be indirect cost.
6.2.2 Direct Material Costs are the cost of materials which can be assigned to a cost object in an
economically feasible way.
Raw materials consumed for production of a product or rendering of a service which are
identifiable to the product or service form the direct material cost. Direct material cost includes
cost of procurement, freight inward, taxes & duties and insurance directly attributable to the
acquisition of the material. Trade discounts, rebates, duty drawbacks, refunds of duties/taxes and
other similar items are deducted in determining the costs of direct material.
6.2.3 Direct Employee Cost are employee costs, which can be assigned to a cost object in an

Example :
The cost of wages of those workers who are readily identified or linked with a cost centre or cost
object, including the fringe benefits like provident fund contribution, gratuity, ESI, overtime,
incentives, bonus, ex-gratia, leave encashment and wages for holidays and idle time.
6.2.4 Direct Expenses are expenses, which can be assigned to a cost object.
Examples:
• Expenses for special moulds required in a particular cost centre
• Hiring charges for tools and equipments for a cost centre
• Royalties in connection to a product
• Job processing charges
6.2.5 Indirect Material Costs are cost of materials, which cannot be directly assigned to a particular
cost object in an economically feasible way.
Examples:
• Consumable spares and parts
• Lubricants
• Cost of computer stationary for administrative function
6.2.6 Indirect Employee costs are employee costs, which cannot be directly assigned to a particular
cost object in an economically feasible way.
Examples:
• Salaries of security staff
• Operating manager’s salary
6.2.7 Indirect Expenses are expenses, which cannot be directly assigned to a particular cost object
in an economically feasible way.
Examples:
• Insurance
• Rates and Taxes
6.3 By function
6.3.1 Costs shall be classified according to major functions viz:
• Production/ Project;
• Administration;
• Selling;

• Distribution;
• Research;
• Development;
6.4 By nature of behaviour

6.4.1 Costs shall be classified based on behaviour in response to the changes in the activity levels
such as, fixed cost, variable cost and semi-variable cost.
6.5 By nature of production or operation process
6.5.1 Costs shall also be classified on the basis of nature of production or operation process.
6.5.2 Batch Cost shall be the aggregate cost related to a cost unit which consist of a group of similar
articles or services which maintain its identity throughout one or more stages of production or
operation.
6.5.3 Process cost shall be the cost of production or operation process where goods are produced or
services rendered from a sequence of continuous or repetitive operations or processes during
a period.
6.5.4 Operation Cost shall be the cost a specific operation involved in production of goods or
rendering of services.
6.5.5 Contract cost shall be the cost of a contract agreed upon between the contractee and the
contractor.
6.5.6 Joint costs are the costs of common resources used for producing two or more products or
rendering two or more services simultaneously.
7. Presentation
7.1 The cost items in the cost statement shall be presented on ‘basis of relevant classification’.
7.2 The classification of cost items shall be followed consistently from period to period.
8. Disclosure
8.1 Any change in classification of cost shall be made only if it is required by law or for compliance
with a Cost Accounting Standard or such change would result in a more appropriate preparation or
presentation of cost statements of an entity.
8.2 Any change in classification of cost which has a material effect on the cost of the product shall
be disclosed in the cost statements. Where the effect of such change is not ascertainable wholly or
partly, the fact shall be indicated in the cost statement.

CAS – 2
(REVISED 2015)
COST ACCOUNTING STANDARD ON CAPACITY DETERMINATION
The following is the Cost Accounting Standard - 2 (Revised 2015) on “CAPACITY DETERMINATION” issued
by the Council of the Institute of Cost Accountants of India. This standard replaces CAS-2 (Revised 2012) on
Capacity Determination. In this Standard, the standard portions have been set in bold italic type. These are to be
read in the context of the background material, which has been set in normal type.
1. Introduction
1.1 This standard deals with the principles and methods of determining the capacity of a facility for
producing goods or providing services by an entity.
1.2 This standard deals with the principles and methods of classification and determination of capacity
of an entity for ascertainment of the cost of product or service, and the presentation and disclosure
in cost statements.
2. Objective
The objective of this standard is to bring uniformity and consistency in the principles and methods of
determination of capacity with reasonable accuracy.
3. Scope
This standard shall be applied to the cost statements, including those requiring attestation, which require
determination of capacity for assignment of overheads.
4. Definitions
4.1 Abnormal Idle Capacity: Abnormal idle capacity is the difference between normal capacity and
actual capacity utilization where the actual capacity is lower than the normal capacity.
4.2 Actual capacity utilization: Actual capacity utilization is measured in terms of volume of production
achieved or service provided in a specified period.
Volume may be measured in terms of units produced or services provided or equivalent machine or
man hours, as applicable.
Actual capacity utilization is usually expressed as a percentage of installed capacity.
4.3 Cost Object: An activity, contract, cost Centre, customer, process, product, project, service or any

4.4 Installed capacity: Installed capacity is the maximum capacity of producing goods or providing
services, determined either based on technical specification of the facility or through a technical
evaluation.
4.5 Normal Capacity: Normal capacity is the volume of production or services achieved or achievable on
an average over a period under normal circumstances taking into account the reduction in capacity
4.6 Normal Idle Capacity: Normal idle capacity is the difference between installed and normal capacity.
5. Determination of Capacity:
5.1 Capacity shall be determined in terms of units of production or services or equivalent machine or
man hours.
5.2 Installed capacity
Installed capacity is usually determined based on:
i) Technical specifications of facility.
ii) Technical evaluation.
iii) Capacities of individual or interrelated production or operation Centres.
iv) Operational constraints or capacity of critical machines or equipment.
v) Number of shifts or machine hours or man hours.
In case technical specifications of facility are not available, the estimates by technical experts on
capacity under ideal conditions shall be considered for determination of installed capacity.
In case the installed capacity is assessed as per direction of the Government or regulator it shall be in
accordance with the said directives.
5.3 Reassessment of Installed Capacity:
Installed capacity shall be reassessed in case of any change due to addition, deletion, modification or
for any other reason from the date of such change.
In case the installed capacity is reassessed as per direction of the Government or regulator it shall be in
accordance with the said directives.
5.4 Normal Capacity:
Normal capacity is determined after suitable adjustments to the Installed Capacity.
The adjustments may be of the following nature:
(i) Time lost due to scheduled preventive or planned maintenance

(ii) Number of shifts or machine hours or man hours.
(iii) Holidays, normal shut down days, normal idle time,
(iv) Normal time lost in batch change over
6. Presentation
6.1 Cost Statements shall present Installed capacity, normal capacity and actual production of goods or
services provided, in absolute terms.
6.2 Actual Capacity utilization shall be presented as a percentage of installed capacity.
7. Disclosures:
7.1 The cost statements shall disclose the following:
a. Basis for arriving at different types of capacity.
b. Changes in the installed capacity or normal capacity with reason thereof.
c. Capacity enhanced through outsourcing.
d. Capacity outsourced to others.
e. Details of actual production of goods or services provided.
a) Self-Manufactured goods or services provided through in-house facility
b) Goods Produced or services provided through outsourcing
f. Reasons for low capacity utilization.
g. Abnormal cost due to under-utilization of capacity.
7.2 Disclosures shall be made only where material, significant and quantifiable.
7.3 Disclosures shall be made in the body of the Cost Statement or as a foot note or as a separate
schedule.
8. Effective date
This Cost Accounting Standard shall be effective from the period commencing on or after 1st April 2016 for
being applied for the preparation and certification of General Purpose Cost Accounting Statement.

CAS-3 (REVISED 2015)

COST ACCOUNTING STANDARD ON “PRODUCTION AND OPERATION OVERHEADS”
The following is the Cost Accounting Standard on PRODUCTION AND OPERATION OVERHEADS (CAS-
3) (Revised 2015) issued by the Council of the Institute of Cost Accountants of India. This standard replaces
CAS-3 (Revised 2011) on Overheads. In this Standard, the standard portions have been set in bold italic type. This
standard shall be read in the context of the background material, which has been set in normal type.
1. Introduction
1.1 This standard deals with the principles and methods of determining the Production or Operation
Overheads.
1.2 This standard deals with the principles and methods of classification, measurement and assignment
of Production or Operation Overheads, for determination of the cost of goods produced or services
provided and for the presentation and disclosure in cost statements.
2. Objective
determining the Production or Operation Overheads with reasonable accuracy.
3. Scope
This standard shall be applied to cost statements, which require classification, measurement, assignment,
presentation and disclosure of Production or Operation Overheads including those requiring attestation.
4. Definitions
4.1 Abnormal cost: An unusual or atypical cost whose occurrence is usually irregular and unexpected
or due to some abnormal situation of the production or operation.
4.2 Absorption of Production or Operation Overheads: Assigning of Production or Operation
Overheads to cost objects by means of appropriate absorption rate.
Overhead Absorption Rate = Production or Operation Overheads of the Activity divided by the volume
of activity.
For example the rate obtained by dividing the overheads of a Machine Shop by machine hours.
of an entity.
Administrative overheads shall exclude production overheads, marketing overheads and finance
cost. Production overheads includes administration cost relating to production, factory, works or
manufacturing.
4.4 Cost Centre: Any unit of an entity selected with a view to accumulating all costs under that unit.
The unit can be division, department, section, group of plant and machinery, group of employees or
combination of several units.
A cost centre includes a process, function, activity, location, item of equipment, group of persons or any
other unit in relation to which costs are accumulated.

4.6 Fixed costs: Fixed costs are costs which do not vary with the change in the volume of activity. Fixed
indirect costs are termed fixed overheads.
4.7 Imputed Cost: Notional cost, not involving cash outlay, computed for any purpose.
4.8 Indirect Employee Cost: Employee cost, which cannot be directly attributed to a particular cost
object.
4.9 Indirect Expenses: Expenses, which cannot be directly attributed to a particular cost object.
4.10 Indirect Material Cost: Material cost that cannot be directly attributed to a particular cost object.
4.11 Normal capacity: Normal capacity is the volume of production or services achieved or achievable on
an average over a period under normal circumstances taking into account the reduction in capacity
resulting from planned maintenance (In line with paragraph 4.5 of CAS – 2 (Revised 2015)).
4.12 Production or Operation Overheads: Indirect costs involved in the production of a product or in
providing service.
The terms Production Overheads, Operation Overheads, Factory Overheads, Works Overheads and
Manufacturing Overheads denote the same meaning and are used interchangeably.
Production or Operation Overheads include administration cost relating to production, factory, works
or manufacturing and providing of services.
In addition Production or Operation Overheads shall also be classified on the basis of behaviour such
as variable Production or Operation Overheads, semi-variable Production or Operation Overheads and
fixed Production or Operation Overheads.
• Variable Production or Operation Overheads comprise of expenses which vary in proportion to
the change of volume of production or activity or services provided.
• Semi Variable Costs are the costs that contain both fixed and variable elements. They partly
change with the change in the level of activity.
• Fixed overhead are indirect costs which do not vary with the change in the volume of production
or activity or service provided.
Standard costs are used as scale of reference to compare the actual cost with the standard cost with a
control them. Standard costs are also used for estimation.
4.14 Variable costs: Variable costs are the cost which tends to directly vary with the volume of activity.
5. Principles of Measurement:
5.1 Production or Operation Overheads representing procurement of resources shall be determined at
invoice or agreed price including duties and taxes, and other expenditure directly attributable thereto
net of discounts (other than cash discounts), taxes and duties refundable or to be credited.

5.2 Production or Operation Overheads other than those referred to in paragraph 5.1 shall be determined
on the basis of cost incurred in connection therewith.
In case of machinery spare fabricated internally or a repair job carried out internally, it will include cost
incurred on material, employees and expenses.
5.3 Any abnormal cost where it is material and quantifiable shall not form part of the Production or
Operation Overheads.
5.4 Production or Operation Overheads shall not include imputed cost.
5.5 Production or Operation Overhead variances attributable to normal reasons shall be treated as part
of Production or Operation Overheads. Overhead variances attributable to abnormal reasons shall
be excluded from Production or Operation Overheads.
5.6 Any subsidy, Grant, Incentive or amount of similar nature received or receivable with respect to
Production or Operation Overheads shall be reduced for ascertainment of the cost of the cost object
to which such amounts are related.
5.7 Fines, penalties, damages and similar levies paid or payable to statutory authorities or other third
parties shall not form part of the Production or Operation Overheads.
5.8 Credits or recoveries relating to the Production or Operation Overheads, material and quantifiable,
shall be deducted from the total Production or Operation overheads to arrive at the net Production
or Operation Overheads. Where the recovery exceeds the total Production or Operation Overheads,
the balance recovery shall be treated as other income.
5.9 Any change in the cost accounting principles applied for the measurement of the Production
or Operation Overheads shall be made only if, it is required by law or for compliance with the
requirements of a cost accounting standard, or a change would result in a more appropriate
preparation or presentation of cost statements of an entity.
6. Assignment
6.1 While assigning Production or Operation Overheads, traceability to a cost object in an economically
feasible manner shall be the guiding principle. The cost which can be traced directly to a cost object
shall be directly assigned.
6.2 Assignment of Production or Operation Overheads to the cost objects shall be based on either of the
following two principles;
i) Cause and Effect - Cause is the process or operation or activity and effect is the incurrence of
cost.
ii) Benefits received – Production Overheads are to be apportioned to the various cost objects in
proportion to the benefits received by them.
In case of facilities created on a standby or ready to serve basis, the cost shall be assigned on the basis
of expected benefits instead of actual.
6.3 Absorption of Production or Operation Overheads shall be as follows:
6.3.1 The variable Production or Operation Overheads shall be absorbed to products or services
based on actual production.

6.3.2 The fixed Production or Operation Overheads shall be absorbed based on the normal
capacity.
7. Presentation
7.1 Production or Operation Overheads shall be presented as separate cost head.
7.2 If material, element wise and behaviour wise details of the Production or Operation Overheads shall
be presented.
7.3 Any under-absorption or over-absorption of Production or Operation Overheads shall be presented
in the reconciliation statement.
8. Disclosures
1. The basis of assignment of Production or Operation Overheads to the cost objects.
2. Production or Operation Overheads incurred in foreign exchange.
3. Production or Operation Overheads relating to resources received from or supplied to related
parties (Related party as per the applicable legal requirements relating to the cost statement as
on the date of the statement).
4. Any Subsidy, Grant, Incentive or any amount of similar nature received or receivable reduced
from Production or Operation Overheads.
5. Credits or recoveries relating to the Production or Operation Overheads.
6. Any abnormal cost not forming part of the Production or Operation Overheads.
7. Any unabsorbed Production or Operation Overheads.
schedule.
8.4 Any change in the cost accounting principles and methods applied for the measurement and
assignment of the Production or Operation Overheads during the period covered by the cost statement
which has a material effect on the Production or Operation Overheads shall be disclosed. Where the
effect of such change is not ascertainable wholly or partly the fact shall be indicated.
9. Effective date
being applied for the preparation and certification of General Purpose Cost Accounting Statement.

CAS-4 (REVISED 2018)

COST ACCOUNTING STANDARD ON COST OF PRODUCTION / ACQUISITION / SUPPLY OF
GOODS / PROVISION OF SERVICES
The following is the Cost Accounting Standard (CAS-4) (Revised 2018) on “COST OF PRODUCTION/
ACQUISITION/ SUPPLY OF GOODS / PROVISION OF SERVICES” issued by the Council of the Institute
of Cost Accountants of India (ICAI). This Standard replaces CAS-4 on Cost of Production for Captive Consumption
issued earlier. The CAS-4 (Revised 2018) deals with the determination of cost of production or acquisition or
supply of goods or provision of services or both. In this Standard, the standard portions have been set in bold italic
type. These should be read in the context of the background material which has been set in normal type.
1. Introduction
1.1. Cost Accounting Standard 4 (CAS-4) was issued to specify the principles for determination of cost
of production for valuation of goods meant for captive consumption, as required under the Central
Excise Valuation (Determination of Price of Excisable Goods) Rules 2000. CBEC, vide circular No.
692/8/2003-CX dated 13-2-2003 had clarified that in case of captive consumption, cost calculation
should be as per CAS-4 only.
1.2. With the introduction of Goods and Services Tax [GST] with effect from July 1, 2017, the concept of
‘captive consumption’ is no more relevant for computing the tax incidence. However, the concept of
cost of production or manufacture is relevant under the GST laws where the value of supply of goods
or services or both are determined based on cost.
1.2.1. As per section 15(1) of the CGST Act, where the supplier and the recipient of the supply are
not related and price is the sole consideration for the supply, the value of supply of goods or
services or both shall be the transaction value. Section 15(4) provides that where the value of
the supply of goods or services or both cannot be determined under sub-section (1), the same
shall be determined in such manner as may be prescribed. These have been prescribed under
Chapter IV of the CGST Rules, 2017.
1.2.2. Rules 27, 28, & 29 of the CGST Rules provide for methodologies for determination of value
of supply under certain situations.
As per Rule 27, where the supply of goods or services is for a consideration not wholly in
money, the value of the supply shall be the open market value of such supply; or the sum total
of consideration in money and equivalent; or the value of supply of goods or services or both
of like kind and quality.
As per Rule 28, value of the supply of goods or services or both between distinct or related
persons other than where the supply is made through an agent, shall be the open market value
of such supply; or the value of supply of goods or services of like kind and quality.
Proviso to Rule 28 provides that where goods are intended for further supply as such by the
recipient, the value shall be an amount equivalent to 90% of the price charged for the supply of
goods of like kind and quality by the recipient to his customer not being a related person.
Where a recipient is eligible for input tax credit, the value declared in the invoice shall be
deemed to be the open market value of the goods or services.
As per Rule 29, value of supply of goods between the principal and his agent shall be the open
market value of the goods being supplied, or at the option of the supplier, be 90% of the price

charged for the supply of goods of like kind and quality by the recipient to his customer not
being a related person, where the goods are intended for further supply by the said recipient.
1.2.3. Rules 27, 28, & 29, however, further provide that if the value of supply is not determinable
under the said Rules, the same shall be determined by the application of Rule 30 or Rule 31 in
that order.
As per Rule 30, the value shall be one hundred and ten percent of the cost of production or the
cost of acquisition of such goods or the cost of provision of such services.
Rule 31 specifies residual method for determination of value of supply of goods or services or
both. Where the value of supply of goods or services or both cannot be determined under Rule
27 to 30, the same shall be determined using reasonable means consistent with the principles
and the general provisions of section 15 and the provisions of Chapter-IV of CGST Rules.
In the case of supply of services, the supplier may opt directly for Rule 31, ignoring Rule 30.
1.3. This Standard deals with the principles and methods of classification, measurement and assignment
for the determination of cost of production or acquisition or supply of goods or provision of services
as required under the provisions of GST Acts/Rules.
2. Objective
The objective of this Standard is to bring uniformity and consistency in the principles and methods of
determining the cost of production or acquisition or supply of goods or provision of services as required
under the provisions of GST Acts/Rules.
The cost statements prepared based on this Standard will be used for determination of value of supply of
goods or services or both. This Standard and its disclosure requirement will provide transparency in the
valuation of goods and services.
This standard shall further ensure adequate accuracy in computing Transaction Value of supply for goods or
services or both, where the open market value of supply of goods and services or value of supply of goods or
services of like kind and quality are not available or same is not verifiable.
3. Scope
This standard should be applied to cost statements which require classification, measurement, assignment,
presentation, and disclosure of related costs for determination of the following under the relevant
provisions of GST Acts/Rules.
(i) Determination of cost of production of goods;
(ii) Determination of cost of acquisition of goods;
(iii) Determination of cost of supply of goods;
(iv) Determination of cost of provision/supply of services ; and
(v) Determination of value of supply of goods or services as per open market value or as per goods or
services of like kind and quality.
4. Definitions

4.1. Abnormal cost: An unusual or atypical cost whose occurrence is usually irregular and unexpected
and/or due to some abnormal situation of the production or operation.
4.2. Actual Capacity Utilization: Actual capacity utilization is the volume of production achieved or
services provided in a specified period, expressed as a percentage of installed capacity.
Volume may be measured in terms of units produced or services provided or equivalent machine or
man hours, as applicable.
Actual capacity utilization is usually expressed as a percentage of installed capacity.
4.3. Administrative Overheads: Cost of all activities relating to general management and administration
of an entity.
Administrative overheads shall exclude production overheads, marketing overheads and finance cost.
Production overheads include administration cost relating to production, factory, work or manufacturing.
4.4. Allocation of Overheads: Allocation of overheads is assigning total amount of an item of cost directly
to a cost object.
4.5. Amortization: Amortisation is the systematic allocation of the depreciable amount of an intangible
asset over its useful life.
4.6. Apportionment of Overheads: Distribution of overheads to more than one cost objects on some
equitable basis.
4.7. By-product: Product with relatively low value produced incidentally in the manufacturing of the
product or service.
4.8. Cost: Cost is a measurement, in monetary terms, of the amount of resources used for the purpose of
production of goods or rendering services.
4.9. Cost of Purchase/ Acquisition: The costs of purchase/ acquisition of Goods comprise the purchase
price, import duties and other taxes (net of trade discounts, rebate, taxes and duties), and transport,
handling, storage and other costs directly attributable to the acquisition of goods and services.
Cost of acquisition of goods or services is conceptually synonymous to cost of purchase of goods.
4.10. Cost of Production of goods: Cost of production of a product consists of materials consumed,
Direct Wages and Salaries, direct expenses, works overheads, quality control costs, research and
development costs, packing costs, administrative overheads relating to production.
To arrive at cost of production of goods dispatched for captive consumption, adjustment for stock of
Work-in-progress, finished goods, recoveries for sales of scrap, wastages etc. shall be made.
The terms Cost of Production or Cost of Manufacturing or Cost or Processing denote the same meaning
and are used interchangeably.
4.11. Cost of Provision of Service: Cost of provision of services consists of cost of materials consumed,
direct employee costs, direct expenses, quality control costs, research and development costs,
operation overheads and administrative overheads relating to provision of services.
4.12. Defectives: Materials Product or intermediate products that do not meet quality standards. This may
include reworks or rejects.

An intermediate product is a product that might require further processing before it is saleable to the
ultimate consumer.
4.12.1. Reworks: Defectives which can be brought up to the standards by putting in additional
resources.
Rework includes repairs, reconditioning, retro-fitment and refurbishing.
4.12.2. Rejects: Defectives which cannot meet the quality standards even after putting in additional
resources.
Rejects may be disposed off as waste or sold for salvage value or recycled in the production
process.
4.13. Depreciation: Depreciation is the systematic allocation of the depreciable amount of an asset over its
useful life.
4.13.1 Depreciable amount: The cost of an asset, or other amount substituted for cost in the
financial statement, less its residual value.
4.13.2 Depreciable property, plant and equipment are tangible assets that:
(a) are held for use in the production of goods or supply of services, for rental to other,
for administrative, selling or distribution purposes; and
(b) are expected to be used during more than one accounting period.
Land is not a depreciable asset as it does not have a defined useful life.
4.13.3 Useful life of asset: Useful life of asset is either:
(a) the period over which a asset is expected to be available for use by an entity: or
(b) the number of production or similar units expected to be obtained from use of the
asset by the entity.
4.14. Development Cost: Development cost Development cost is the cost for application of research
findings or other knowledge to a plan or design for the production of new or substantially improved
materials, devices, products, processes, systems or services before the start of commercial production
or use.
4.15. Direct Expenses: Expenses relating to manufacture of a product or rendering a service, which can
4.16. Employee Cost: Employee Benefits paid or payable in all forms of consideration given for the service
rendered by employees (including temporary, part time and contract employees) of an entity.
Explanation:
1. Contract employees include employees directly engaged by the employer on contract basis but does
not include employees of any contractor engaged in the organisation.
2. Compensation paid to employees for the past period on account of any dispute / court orders shall
not form part of Employee Cost.
3. Short provisions of prior period made up in current period shall not form part of the employee cost
in the current period. Employee cost includes payment made in cash or kind.

4.16.1. Direct Employee Cost: Employee cost, which can be attributed to a Cost object in an
4.16.2. Indirect Employee Cost: Employee cost, which cannot be directly attributed to a particular
cost object.
4.17. Excess Capacity Utilization: Excess capacity utilization is the difference between installed capacity
and the actual capacity utilization when actual capacity utilization is more than installed capacity.
4.18. Idle Capacity: Idle capacity is the difference between installed capacity and the actual capacity
utilization when actual capacity utilization is less than installed capacity.
4.18.1. Abnormal Idle Capacity: Abnormal idle capacity is the difference between normal capacity
and actual capacity utilization where the actual capacity is lower than the normal capacity.
4.18.2. Normal Idle Capacity: Normal idle capacity is the difference between installed capacity
and normal capacity.
4.19. Installed Capacity: Installed capacity is the maximum capacity of producing goods or providing
services, according to the manufacturer’s specifications or determined through an expert study.
4.20. Interest and Finance Costs: Interest and Financing Charges are interest and other costs incurred by
an entity in connection with the arrangements.
Examples are:
1. Interest and commitments charges on bank borrowings, other short term and long term borrowings:
2. Financing charges in respect of finance leases and other similar arrangements: and
3. Exchange difference arising out from foreign currency borrowings to the extent they are regarded
as an adjustment to the interest costs.
The terms interest and financing charges, finance costs and borrowing costs are used interchangeably.
4.21. Joint Costs: Joint costs are the cost of common resources used to produce two or more products or
services simultaneously.
4.22. Joint Product: Products or services that are produced simultaneously, by the same process, identifiable
at the end of the process and recognised as main products or services having sufficient value.
4.23. Material Consumed: Material Consumed includes materials directly identified for production of
goods or provision of Services such as:
(a) Indigenous materials;
(b) Imported materials;
(c) Bought out items;
(d) Self-manufactured items;
(e) Process materials and other items;
(f) Materials received free of cost or at concessional value from the buyer;
(g) Accessories which are supplied along with the final product.

Cost of material consumed consists of cost of material, freight inwards, insurance and other expenditure
directly attributable to procurement and goods used for providing free warranty. (Net off duties and
taxes, Trade discount, rebates, subsidies and other similar items)
4.24. Materials Cost: The cost of material used for the purpose of production of a product or rendering a
service.
4.24.1. Direct Materials: Materials, the costs of which can be attributed to a cost object in an
4.24.2. Indirect Materials: Materials, the costs of which cannot be directly attributed to a particular
cost object.
4.25. Normal Capacity: Normal Capacity is the production achieved or achievable on an average over a
numbers of period or season under normal circumstances taking into account the loss of capacity
4.26. Overheads: Overheads comprise costs of indirect materials, indirect employees and indirect expenses.
4.27. Packing Materials: Materials used to hold, identify, describe, store, protect, display, transport,
promote and make the product marketable.
4.28. Packing Material Cost: The cost of material of any nature used for the purpose of packing of product.
4.29. Production or Operation Overheads: Indirect costs involved in the production of a product or in
providing service.
The terms Production Overheads, Operation Overheads, Factory Overheads, Works Overheads and
Manufacturing Overheads denotes the same meaning and are used interchangeably.
Production or Operation Overheads shall include administration cost relating to production, factory,
works or manufacturing and providing of services.
In addition, Production or Operation Overheads shall be classified on the basis of behaviour such as
variable Production or Operation Overheads, semi-variable Production or Operation Overheads and
fixed Production or Operation Overheads.
• Variable Production or Operation Overheads comprise of expenses which vary in proportion to the
change of volume of production or activity or services provided.
• Semi-variable Costs are the costs that contain both fixed and variable elements. They partly change
with the change in the level of activity.
• Fixed Overheads are the costs which do not vary with the change in volume of production or
activity or service provided.
4.30. Quality Control Cost: Cost of resources consumed towards quality control procedures.
4.31. Repairs & Maintenance Cost: Cost of all activities which have the objective of maintaining or
restoring an asset in or to a state in which it can perform its required function at intended capacity
and efficiency.
4.32. Research cost: Research cost is the cost of original and planned investigation undertaken with the
prospect of gaining new scientific or technical knowledge and understanding.

4.33. Royalty: Royalty is any consideration for the use of asset (tangible and/or intangible) to the owner.
4.34. Scrap: Discarded material having no or insignificant value and which is usually either disposed of
without further treatment (other than reclamation and handling) or reintroduced in place of raw
material.
4.35. Selling Overheads: Selling overheads are the expenses related to sale of products or services and
4.36. Standard Cost: A predetermined cost of a product or service based on technical specifications and
4.37. Support Service Cost Centre: The cost centre which primarily provides auxiliary services across the
entity.
4.38. Technical Know-how Fee: Technical Know-how Fee is a lump sum or periodical amount payable to
provider of Technical Know-how in the form of design, drawings, training of personnel, or practical
knowledge, skills or experience.
4.39. Waste and Spoilage:
4.39.1. Waste: Material lost during production or storage and discarded material which may or
may not have any value.
4.39.2. Spoilage: Production that does not meet the quality requirements or specification cannot
be rectified economically
5. Principles of Measurement
5.1. Cost of production or acquisition of goods or provision of services shall be measured for each type of
goods or services separately.
5.2. Cost of production or acquisition or supply of each type of goods shall be the aggregate of direct and
indirect costs relating to the production or acquisition or supply activity of those goods.
5.3. Cost of provision of each type of service shall be the aggregate of direct and indirect cost relating to
that service activity.
5.4. Material cost shall be measured separately for each type of material, that is, for indigenous material,
imported material, bought out components, process materials, self-manufactured items, and
accessories for each type of goods or services.
5.5. The material cost of normal scrap/defectives which are rejects shall be included in the material cost
of goods produced or services provided. The material cost of actual scrap/ defectives, not exceeding
the normal quantity shall be adjusted in the material cost of good production. Realized or realizable
value of scrap or waste shall be deducted for determination of cost of production or acquisition of
goods or provision of services. Material Cost of abnormal scrap /defectives should not be included in
material cost but treated as loss after deducting the realisable value of such scrap / defectives.
5.6. Employee Cost for each type of goods or services shall be measured separately.
5.7. The cost of utilities consumed for the production or acquisition or supply of each type of goods or
provision of services shall be measured for each type of utility separately i.e. power, electricity, water,
steam & gas.

5.8. Cost of packing material used for the production or acquisition or supply of goods or provision of
services shall be measured for each type of goods or services separately.
If goods are transferred / dispatched or supplied duly packed, the cost of such packing shall be included
in the cost of goods transferred/dispatched or supplied.
5.9. Direct Expenses for the production or acquisition or supply of goods or provision of services shall be
measured for each type of goods or services separately.
5.10. High value spare shall be recognised as property, plant and equipment when they meet the definition
of property, plant and equipment and depreciated accordingly. Otherwise, such items are classified
as inventory and recognised in cost as and when they are consumed.
5.11. Repairs and maintenance cost for the production or acquisition or supply of goods or provision of
5.12. Depreciation and Amortisation cost for the production or acquisition or supply of goods or provision
of services shall be measured for each type of goods or services separately.
Depreciation of an asset begins when it is available for use, i.e. when it is in the location and condition
necessary for it to be capable of operating in the manner intended by management.
5.13. Research & Development cost for the production or acquisition or supply of goods or provision of
5.14. Cost incurred for the production or acquisition or supply of goods or provision of services after split-
off point shall be measured for each type of Joint/By-Product or service for the resources consumed.
In case the production process generates scrap or waste, realized or realizable value net of cost of
disposal, of such scrap and waste shall be deducted from the cost of Joint Product.
5.15. Royalty and Technical Know-how Fee for production or acquisition or supply of goods or provision
of services paid or incurred in lump-sum or which are in the nature of ‘one-time’ payment, shall be
amortised on the basis of the estimated output or benefit to be derived from the related Technical
Know-how.
5.16. Royalty paid as a consideration for use of asset or on technology transfer, in any form, will form part
of cost, however royalty paid on brand usage shall not form part of cost of production.
5.17. Quality Control cost incurred in-house for the production or acquisition or supply of goods or
provision of services shall be the aggregate of the cost of resources used in the Quality Control
activities in relation to each type of goods or service. The cost of resources procured from outside
shall be determined at invoice or agreed price including duties and taxes, and other expenditure
directly attributable thereto net of discounts, taxes and duties refundable or to be credited as input
tax credit.
5.18. Production or Operation Overheads representing procurement of resources shall be determined at

net of discounts; taxes and duties refundable or to be credited as input tax credit. Production or
Operation Overheads other than those referred to above shall be determined on the basis of cost
incurred in connection therewith.

Industry Specific Operating Expenses: In case of process peculiarity of a particular industry, it may
not be easily practicable to determine element- wise conversion cost of a product. In such situation,
the company may calculate cost center/cost object-wise conversion cost. It may be summarized under
‘industry specific operating expenses’, instead of element-wise conversion cost e.g. Textile industry-
spinning, weaving, processing.
5.19. Any abnormal cost, where it is material and quantifiable, shall not form part of the cost of production
or acquisition or supply of goods or provision of service.
5.20. Interest and other Finance costs shall not form part of cost of production or acquisition of goods or
provision of services.
5.21. Impairment loss on assets shall not form part of cost of production or acquisition or supply of goods
or provision of services.
5.22. Imputed costs shall not form part of cost of production or acquisition or supply of goods or provision
of services.
5.23. Cost of production or acquisition or supply of goods or provision of services shall include cost of
inputs received free of cost or at concessional value, net of input tax credit, from the recipient of goods
or services and amortisation cost of free tools, pattern, dies, drawings, blue prints, technical maps,
charts, engineering, development, art work, design work, plans, sketches, and the like necessary for
the production or acquisition or supply of goods or provision of services.
5.24. Cost of production or acquisition or supply of goods or provision of services shall also include cost
of rework, reconditioning, retro-fitment, production or operation overheads and other costs allocable
to such activity, adjustment for stock of work-in-process and recoveries from sales of scrap and
wastages and the like necessary for the production or acquisition or supply of goods or provision of
services.
5.25. Subsidy or Grant or Incentive or any such payment received or receivable, from any entity other
than the recipient of goods or service, with respect to any element of cost shall be deducted for
ascertainment of the cost of production or acquisition or supply of goods or provision of services to
which such amounts are related.
5.26. Any Grants recognized as deferred income in the financial statements shall also be reduced from the
relevant element of cost of production or acquisition or supply of goods or provision of services.
5.27. The cost of production or acquisition or supply of goods or provision of services shall be determined
based on the normal capacity or actual capacity utilization whichever is higher and unabsorbed cost,
if any, shall be treated as abnormal cost.
5.28. Fines, penalties, damages, demurrage and similar levies paid to statutory authorities or other third
parties shall not form part of the cost of production or acquisition or supply of goods or provision of
services.
5.29. The forex component of imported material or other element of cost shall be converted at the rate on
the date of the transaction. Any subsequent change in the exchange rate till payment or otherwise
shall not form part of the cost of production or acquisition or supply of goods or provision of services.
5.30. Credits or recoveries relating to any element of cost including the facilities provided to outside
parties, which are material and quantifiable, shall be deducted from the total cost of production or
acquisition or supply of goods or provision of services.

5.31. Work in process/progress stock shall be measured at cost computed for different stages of completion.
Stock of work-in-process/progress shall be valued at cost on the basis of stages of completion as per
cost accounting principles. Opening and closing stock of work-in-process/progress shall be adjusted for
computation of cost of production or acquisition of goods or provision of services.
6. Assignment of Cost
6.1. Cost of production or acquisition or supply of goods or provision of services shall be determined
on ‘normal cost’ basis. For this purpose, any abnormal and non-recurring costs, abnormally low
plant utilization, abnormal rejections, accidents, strikes, fires, unexpected Court orders etc. shall be
ignored.
6.2. While assigning various elements of cost, traceability to goods or services in an economically feasible
manner shall be the guiding principle. The cost which can be traced directly to each type of goods or
services shall be directly assigned.
6.3. Assignment of cost of producing or acquisition or supply of goods or providing services, which are
not directly traceable to the goods or services shall be based on either of the following two principles;
6.3.1. Cause and Effect – Cause is the process or operation or activity and effect is the incurrence
of cost.
6.3.2. Benefits received – to be apportioned to various cost objects in proportion to the benefits
received by them.
6.4. The variable production or operation overheads shall be absorbed based on actual production.
6.5. The fixed production or operation overheads and other similar item of fixed costs such as quality
control cost, research and development costs and administrative overheads relating to manufacturing
shall be absorbed in the cost of production or acquisition or supply of goods or provision of services
on the basis of the normal capacity or actual capacity utilization of the plant or service centre,
whichever is higher.
6.6. In case a production process results in more than one product being produced simultaneously,
treatment of joint products and by-products shall be as under:
6.6.1. In case joint products are produced, joint costs incurred upto the split off point are allocated
between the products on a rational, equitable, and consistent basis.
Joint cost incurred shall be assigned to the joint products based on benefits received
measured by using the physical unit method or equivalent cost or net realisable value at
split off point. Net realisable value for this purpose means the net selling price per unit
multiplied by quantity sold, adjusted for the post-split off costs.
6.6.2. In case by-products are produced, the net realisable value of by-products is credited to the
manufacturing cost of the main product.
6.7. In case a process results in more than one service being produced simultaneously, joint costs incurred
upto the split off point are allocated between the services on a rational, equitable, and consistent
basis.
6.8. Miscellaneous Income relating to production or operations shall be adjusted in the determination of
cost of production or acquisition or supply of goods or of cost of providing a service.

For example, income from sale of empty containers used for procurement of raw material shall be
deducted in determination of manufacturing cost.
7. Presentation
7.1. Cost Statements should be prepared as per the applicable format given in the Appendix to this
Standard or as near thereto as possible, as listed below:
7.1.1. Appendix-1: Statement of Cost of Production of the taxable goods
7.1.2. Appendix-2: Statement of Cost of Provision/Supply of the taxable Services
7.1.3. Appendix-3: Statement of Cost of Acquisition of taxable goods
7.1.4. Appendix-4: Statement of Open Market Value / Value as per Goods or Services of like kind
and quality
7.2. Companies covered under the Companies (Cost Records and Audit) Rules, 2014 issued under section
148 of the Companies Act 2013 shall prepare and present the cost records and cost statements in
compliance with the said Rules, applicable Cost Accounting Standards, and Generally Accepted Cost
Accounting Principles issued by the Institute.
7.3. Companies not covered under these Rules and all other entities shall prepare and present the cost
records and cost statements in compliance with the applicable Cost Accounting Standards and
Generally Accepted Cost Accounting Principles issued by the Institute.
7.4. Cost Statements as certified by the Cost Accountant in practice should enable the business entity to
determine value of taxable goods or services at the time of supply and issue of tax invoice as required
under section 31 of the CGST Act.
7.5. In cases where it may not be possible to determine true and fair cost of goods or services at the time
of supply of such goods or services or both, the company should compute the cost on budgeted/
estimated/standard cost basis and the Cost Accountant may issue provisional Cost certificate on such
basis. In such cases, final certificate shall be issued after costs are finalized. In case of any variations
in the costs and hence the value of goods or services, the supplier shall issue a Debit or Credit Note
as per provisions of section 34 of the CGST Act.
Examples of such cases are – Input costs or prices based on the LME prices; existence of cost escalation
clauses in the supply contract; or where future costs of inputs and input services are unpredictable,
uncertain and volatile, etc.
7.6. Certified Cost Statements shall be presented with the following periodicity:
7.6.1. In case of registered person, whose aggregate turnover in the preceding financial year did
not exceed the limits prescribed in Section 10 (1) of the CGST Act 2017, the Certified Cost
Statement shall be issued for a six month period. For example costs for April to September
shall be certified in March of the same year.
7.6.2. In case of registered person, whose aggregate turnover in the preceding financial year
exceeds the limits prescribed in Section 10 (1) of the CGST Act 2017, Certified Cost
Statement shall be issued on quarterly basis e.g. costs for July to September shall be
certified in June of the same year.

7.6.3. Certified Cost Statement shall also be issued for the completed financial year, annually
based on audited accounts on or before 31st December of the next financial year.
7.7. The cost statements shall be prepared by the Management and authenticated & signed by any Key
Management Personnel in case of company, partner in case of partnership firm and proprietor in
case of proprietary firm.
7.8. The statement shall be certified by a Cost Accountant in practice after the same is duly authenticated
as above. The certificate may contain any qualification or disclosures as required.
8. Disclosures
8.1. Disclosure shall be made only where material, significant, and quantifiable.
8.2. If there is any change in cost accounting principles and practices during the period under review
which may materially affect the cost of production or acquisition of goods or provision services in
terms of comparability with previous period(s), the same shall be disclosed.
8.3. If opening stock and closing stock of work-in-progress are not readily available for certification
purpose, the same should be disclosed.
8.4. Any fact which may have material impact on the costs as certified should be disclosed.
9. Effective date
This Cost Accounting Standard shall be effective from 1st March 2019 and will apply for preparation and
certification of Cost Statements for determining the Cost of Production / Acquisition / Supply of Goods /
Provision of Services as required under the provisions of GST Act/Rules, from the financial year 2018-19.
Let us give an example:
A production process has three stages.
Stage Input material cost Processing cost Total
(` / MT) (` / MT) (` / MT)
1 2000 500 2500
2 2500 1000 3500
3 3500 1000 4500
If during the production process at stage, the scrap is produced and the same is recycled at stage 2 after making
an expenditure of ` 200 per MT to make it suitable for re-processing at stage 2, then scrap will be valued
@ ` (2500 – 200 ) i.e ` 2300. If no expenditure is involved to make scrap re-usable, the scrap value will be
@ ` 2500. The scrap value for the scrap produced during a period calculated at the rate as explained above
may be deducted to find out the cost of production for the period.

Appendix-I
Statement of Cost of Production of the taxable goods

(refer Rule 30 of the CGST Rules, 2017)
A General Information
1 Name of the Manufacturer
2 Address of the Manufacturer
3 GSTIN of the Manufacturer
4 Description of the Product
5 HSN Code of the Product
6 Period of validity of Cost Statement
B Quantitative Information Unit Quantity
1 Quantity produced
C Cost Information Unit Quantity Rate Amount Cost per
Unit
1 Cost of Material (Specify)
A.
B.
C.
Others
2 Process Materials/Chemicals
3 Cost of Utilities (Specify)
A.
B.
C.
4 Direct Employee Cost
5 Direct Expenses
7 Repairs and Maintenance Cost
8 Quality Control Cost
9 Reserach & Development Cost
10 Technical Know-how Fee/Royalty, if any
11 Depreciation / Amortization
12 Other Production Overheads
13 Administrative Overheads relating to cost
of Production

14 Industry specific Operating Expenses

15 Total(1 to 14)
16 Work-in-Progress Adjustments
17 Less: Credit for Recoveries, if any
18 Net Amount (15+/-16-17)
19 Packing Cost
20 Cost of Inputs received free or at concessional
value from or on behalf the recipient of the
taxable goods (net of input tax credit)
21 Amortised cost of moulds, tools, dies and
patterns, etc. received free of cost from or on
behalf of the recipient of the taxable goods.
22 Cost of Production (18 to 21)
We hereby affirm as follows –
1. We have maintained the cost records as required.
2. The cost statement has been prepared in compliance with the applicable Cost Accounting Standards and
generally accepted cost accounting principles.
Date: Seal & Signature of the Company’s Authorised

Representative
I/We have verified the aforesaid cost data on test check basis with reference to the books of account, cost accounting
records and other records.
Based on the information and explanations given to me/us, and our test checks performed and on the basis of Cost
Accounting Standards and generally accepted cost accounting principles and practices followed by the Industry,
I/we certify that the above cost data reflects true and fair view of the cost of production or manufacture of the
above good.
Date: Seal & Signature of the Cost Accountant

Place: Membership No.: Firm Reg. No.:
Note:
1. Separate Cost Statement(s) shall be prepared for each type of goods.
2. Any other material and significant fact in relation to compilation of the cost statement (s) should be
disclosed by way of Notes.

Appendix-II
Statement of Cost of Production of the taxable Service
1 Name of the Supplier of Service
2 Address of the Supplier of Service
3 GSTIN of the Supplier of Service
4 Description of the Service
5 Service Code
6 Period of validity of Cost Statement
B Quantitative Information (if applicable) Unit Quantity
Quantum of Service Provided
C Cost Information Unit Quantity Rate Amount Cost per Unit
(`) (`) (`)
1 Materials consumed (Specify major items)
A.
B.
C.
Others
2 Utilities (Specify)
A.
B.
C.
4 Direct Expenses
6 Repairs and Maintenance
8 Reserach & Development Expenses
9 Technical Know-how Fee/Royalty
10 Depreciation / Amortization
11 Operation Overheads relating to provision
of services
12 Administrative Overheads relating to Supply
of Service
13 Industry specific Operating Expenses

14 Free supplies received from recipient or

supplied on behalf of recipient, if any (net
of input tax credit)
15 Total (1 to 14)
16 Less Credit for Recoveries, if any
17 Cost of Services Provided (15-16)
We hereby affirm as follows –
1. We have maintained the cost records as required.
2. The cost statement has been prepared in compliance with the applicable Cost Accounting Standards and
generally accepted cost accounting principles.
Date: Seal & Signature of the Company’s Authorised

Representative
Accounting Standards and generally accepted cost accounting principles and practices followed by the Industry,
I/we certify that the above cost data reflects true and fair view of the cost of providing the above taxable service.

Note:
1. Separate Cost Statement(s) shall be prepared for each service.
disclosed by way of Notes

Appendix -III
Statement showing Cost of Acquisition of the taxable Goods

1 Name of the Acquirer
2 Address of the Acquirer
3 GSTIN of the Acquirer
4 Description of the Product acquired
5 HSN Code of the Product
6 Period during which the goods were
acquired
7 Source by which acquired Indigenous / Imported
B Quantitative Information Unit Quantity
1 Opening Stock of acquired Goods
2 Goods acquired during the period
3 Closing Stock of acquired goods
4 Quantity of acquired goods sold
C Cost Information (when acquired from Unit Quantity Rate Amount Cost per
Indigenous sources) (`) (`) Unit
(`)
1 Purchase Cost of the Goods acquired
2 Inward Freight
3 Inward Insurance
4 Packing cost charged by the Supplier
5 Incidental Expenses charged by the Supplier
6 Commission charged by the Supplier
7 Taxes, duties, cesses, fees and charges levied
under any law other than the GST Laws
8 Interest or late fee or penalty for delayed
payment charged by the Supplier
9 Less : Subsidy/Grants etc. received from the
Government

10 Storage Charges
11 Administrative Overheads relating to
acquisition of goods
12 L/C Commission and other expenses directly
connected with acquisition of goods
13 Total (1 to 12)
14 Less: Trade Discount or Rebate given by
the Supplier
16 Less: Input Tax Credit availed
17 Cost of Acquisition (13 to 17)
D Cost Information (when acquired from Unit Quantity Rate Amount Cost per
Foreign sources) (`) (`) Unit (`)
1 Purchase Cost of the Goods acquired
2 Inward Ocean/sea Freight from out of India
to customs port
3 Maritime Insurance
4 Clearing & Forwarding Charges
5 Inland Inward Freight
6 Inward Insurance within India
7 Packing cost charged by the Supplier
8 Incidental Expenses charged by the Supplier
9 Commission charged by the Supplier
10 Taxes, duties, cesses, fees and charges levied
under any law other than the GST Laws,
where Input Tax Credit is not available
11 Interest or late fee or penalty for delayed
payment charged by the Supplier
12 Subsidy/Grant etc. paid by person other than
Government
13 Storage Charges
14 Administrative Overheads relating to
acquisition of goods
15 L/C Commission Charged

16 Total (1 to 15)
17 Less: Trade Discount or Rebate given by
the Supplier
19 Less: Input Tax Credit availed
20 Cost of Acquisition (16 to 19)
We hereby affirm that we have maintained the cost records as required.
Date: Seal & Signature of the Company’s Authorised Representative

Accounting Standards and generally accepted cost accounting principles and practices followed by the Industry, I/
we certify that the above cost data reflects true and fair view of the cost of acquisition of the above taxable good.

Note:
1. Separate Cost Statement(s) shall be prepared for each type of goods.
2. Any other material and significant fact in relation to compilation of the cost statement (s) should be disclosed
by way of Notes.

Appendix-IV
Statement of Open Market Value / Value as per Goods or Services of like kind and quality
(refer Rules 27 to 29 of the CGST Rules, 2017)
1 Name of the Supplier of goods or services or both*
2 Address of the Supplier of goods or services or both*
3 GSTIN of the Supplier of goods or services or both*
4 Description of the Product / Service*
5 HSN Code of the Product / Service Code*
6 Period of validity of the Cost Statement
7 List of Documents Verified
On the basis of aforesaid documents and other details available with us, we hereby affirm that the open market
value / value as per goods or services or both of the like kind and quality as stated above is ` ______________ .
Date: Seal & Signature of the Company’s Authorised Representative
I/We have verified the aforesaid documents on test check basis.

Based on the information and explanations given to me/us, and our test checks performed, I/we certify that the
above value reflects true and fair value of the above taxable goods or services or both.

Note:
1. Separate Statement(s) shall be prepared for each goods or for each service.
disclosed by way of Notes
*strike off whatever not relevant

CAS -5
COST ACCOUNTING STANDARD
ON DETERMINATION OF
AVERAGE (EQUALIZED) COST OF TRANSPORTATION
The following is the text of the Cost Accounting Standard 5 (CAS-5) issued by the Council of the Institute of
Cost & Works Accountants of India on “DETERMINATION OF AVERAGE (EQUALIZED) COST OF
TRANSPORTATION”. This standard deals with the determination of average transportation cost of a product.
In this standard the standard portions have been set in bold italic type. These are to be read in the context of the
background material which has been set in the normal type.
1. Introduction:
1.1 The cost accounting principles for tracing/identifying an element of cost, its allocation/apportionment
to a product or service are well established. Transportation cost is an important element of cost for
procurement of materials for production and for distribution of product for sale. Therefore, Cost
Accounting Records should present transportation cost separately from the other cost of inward materials
or cost of sales of finished goods. The Finance Act, 2003 also specifies the certification requirement
of transportation cost for claiming deduction while arriving at the assessable value of excisable goods
cleared for home consumption/ export. There is a need to standardize the record keeping of expenses
relating to transportation and computation of transportation cost.
2. Objective
2.1 To bring uniformity in the application of principles and methods used in the determination of averaged/
equalized transportation cost.
2.2 To prescribe the system to be followed for maintenance of records for collection of cost of transportation,
its allocation/apportionment to cost centres, locations or products.
For example, transportation cost needs to be apportioned among excisable, exempted, non-excisable
and other goods for arriving at the average of transportation cost of each class of goods.
2.3 To provide transparency in the determination of cost of transportation.
3. Scope
3.1 This standard should be applied for calculation of cost of transportation required under any statute or
regulations or for any other purpose. For example, this standard can be used for :
(a) determination of average transportation cost for claiming the deduction for arriving at the
assessable value of excisable goods
(b) Insurance claim valuation
(c) Working out claim for freight subsidy under Fertilizer Industry Coordination Committee
(d) Administered price mechanism of freight cost element
(e) Determination of inward freight costs included or to be included in the cost of purchases
attributable to the acquisition.
(f) Computation of freight included in the value of inventory for accounting on inventory or valuation
of stock hypothecated with Banks / Financial Institution, etc.

4. Definitions
The following terms are used in this standard with the meaning specified :
4.1 Cost of Transportation comprises of the cost of freight, cartage, transit insurance and cost of
operating fleet and other incidental charges whether incurred internally or paid to an outside agency
for transportation of goods but does not include detention and demurrage charges.
Explanation :
Cost of transportation is classified as inward transportation cost and outward transportation Cost.
4.2 Inward Transportation cost is the transportation expenses incurred in connection with materials /
goods received at factory or place of use or sale/removal.
4.3 Outward Transportation cost is the transportation expenses incurred in connection with the sale or
delivery of materials or goods from factory or depot or any other place from where goods are sold /
removed
4.4 Freight is the charges paid or payable for transporting materials/ goods from one location to another.
4.5 Cartage is the expenses incurred for movement of goods covering short distance for further
transportation for delivery to customer or storage.
4.6 Transit insurance cost is the amount of premium to be paid to cover the risk of loss /damage to the
goods in transit.
4.7 Depot is the bounded premises / place managed internally or by an agent, including consignment
agent and C&F agent, franchisee for storing of materials/goods for further dispatch including the
premises of Consignment Agent and C&F Agent for the purpose.
Depot includes warehouses, godowns, storage yards, stock yards etc.
4.8 Equalized transportation cost means average transportation cost incurred during a specified period.
4.9 Equalized freight means average freight.
5. Maintenance of records for ascertaining Transportation Cost
5.1 Proper records shall be maintained for recording the actual cost of transportation showing each
element of cost such as freight, cartage, transit insurance and others after adjustment for recovery
of transportation cost. Abnormal costs relating to transportation, if any, are to be identified and
recorded for exclusion of computation of average transportation cost.
5.2 In case of a manufacturer having his own transport fleet, proper records shall be maintained to
determine the actual operating cost of vehicles showing details of various elements of cost, such as
salaries and wages of driver, cleaners and others, cost of fuel, lubricant grease, amortized cost of
tyres and battery, repairs and maintenance, depreciation of the vehicles, distance covered and trips
made, goods hauled and transported to the depot.
5.3 In case of hired transport charges incurred for despatch of goods, complete details shall be recorded
as to date of despatch, type of transport used, description of the goods, destination of buyer, name
of consignee, challan number, quantity of goods in terms of weight or volume, distance involved,
amount paid, etc.
5.4 Records shall be maintained separately for inward and outward transportation cost specifying the
details particulars of goods despatched, name of supplier / recipient, amount of freight etc.

5.5 Separate records shall be maintained for identification of transportation cost towards inward
movement of material (procurement) and transportation cost of outward movement of goods removed
/sold for both home consumption and export.
5.6 Records for transportation cost from factory to depot and thereafter shall be maintained separately.
5.7 Records for transportation cost for carrying any material / product to job-workers place and back
should be maintained separately so as include the same in the transaction value of the product.
5.8 Records for transportation cost for goods involved exclusively for trading activities shall be
maintained separately and the same will not be included for claiming any deduction for calculating
assessable value excisable goods cleared for home consumption.
5.9 Records of transportation cost directly allocable to a particular category of products should be
maintained separately so that allocation in appendix –3 can be made.
5.10 For common transportation cost, both for own fleet or hired ones, proper records for basis of
apportionment should be maintained.
5.11 Records for transportation cost for exempted goods, excisable goods cleared for export shall be
maintained separately.
5.12 Separate records of cost for mode of transportation other than road like ship, air etc are to be
maintained in appendix –2 which will be included in total cost of transportation.
6. Treatment of cost:
6.1 Inward transportation costs shall form the part of the cost of procurement of materials which are to
be identified for proper allocation/ apportionment to the materials / products.
6.2 Outward transportation cost shall form the part of the cost of sale and shall be allocated / apportioned
to the materials and goods on a suitable basis.
Explanation :
Outward transportation cost of a product from factory to depot or any location of sale shall be included
in the cost of sale of the goods available for sale.
6.3 The following basis may be used, in order of priority, for apportionment of outward transportation
cost depending upon the nature of products, unit of measurement followed and type of transport
used:
(i) Weight
(ii) Volume of goods
(iii) Tonne-Km
(iv) Unit / Equivalent unit
(v) Value of goods
(vi) Percentage of usage of space
Once a basis of apportionment is adopted, the same should be followed consistently.
6.4 For determining the transportation cost per unit, distance shall be factored in to arrive at weighted
average cost.

6.5 Abnormal and non recurringcost shall not be a part of transportation cost.
Explanation
Penalty, detention charges, demurrage and cost related to abnormal break down will not be included in
transportation cost.
7. Cost Sheet
The cost sheets shall be prepared and presented in a form as per Appendices 1,2 and 3 or as near thereto.
Appendix 1 and Appendix 2 show the details of information to be maintained for compilation of transport
cost for own fleet and hired transportation charges respectively. Appendix 1 is applicable where the
organization is having its own fleet.
The directly allocable cost of own fleet (outward) shall be identified against different categories of products
as shown in Appendix 3 and same shall be indicated there. Similarly, total common cost of own fleet
(outward) shall be apportioned to different categories of products as shown in Appendix 3 on a basis which
should be specified. The basis of apportionment may be adopted depending on the nature of product as
indicated in para 6.3. Similar approach shall also be applied for hired outward transport charges.
More columns may be required to be shown in Appendix 3 specifying different types of transactions. For
example : Sale on specific rate basis, sale of waste, scrap, return from customer, goods sent for job work,
goods received after job work etc.
Unit of Measurement (UM) may vary depending upon the nature of the product. For example, Number,
MT, Meter, Litre etc.
Proper records shall be maintained to show separately the Transportation Cost relating to sending of jobs
to job contractors/convertors and receipt back of processed jobs/converted materials.
An enterprise shall be required to maintain cost records and other books of account in a manner which
would facilitate preparation and verification of cost of transportation and other related charges and its
apportioning to various products.
8. Transaction value :
‘Transaction value’ shall have the meaning assigned to it in Section 4 of The Central Excise Act, 1944 or
Section 14 of The Customs Act , 1962 or as defined in any other Act or Regulations as the case may be.
9. The standard will be operative from the date of issue.


Appendix-I
Name of the Manufacturer:
Address of the Manufacturer:
Statement of Operating Cost of own Fleet for the period…….
Sl No
A QUANTITATIVE INFORMATION
A1 Number of Vehicles
A2 Number of trips
A3 Goods Transported – inward (UM)
A4 Goods transported – outward (UM)
A5 Goods transported – inward – Km
A6 Goods transported – outward – Km
A7 Total Goods transported inward – basis of apportionment ( Specify)
A8 Total Goods transported outward – basis of apportionment ( Specify)
A9 Total ( A7+A8)
B COST INFORMATION (`)
Cost of Operation
Variable Cost
B1. Salaries & Wages of Drivers, Cleaners and others
B2. Fuel & Lubricants
B3. Consumables
B4. Amortized cost of Tyre, Tube & Battery
B5. Spares
B6. Repair & Maintenance
B7. Other Variable Cost ( specify)
B8. Total Variable Cost (B1 to B7)
Fixed Cost
B9. Insurance
B10. Licence Fee, Permit Fee and Taxes
B11. Depreciation
B12. Other Fixed Costs ( Specify)
B13. Total Fixed Cost ( B9 to B12)
B14. Total Operating Cost (B8+B13)
C APPORTIONMENT (Basis to be specified) - usage
C1. Inward Transport Cost (B14 × A7/ A9)
C2. Outward Transport Cost (B14 × A8/A9)
C3. Transit insurance for inward movement
C4. Transit insurance for outward movement
C5. Total transportation cost for inward movement (C1 + C3)
C6. Total transportation cost for outward movement (C2 + C4)
Note :
1. Cost of Battery, and Tyres and Tubes shall to be amortised over its useful life.
2. Asset Register shall be maintained for determination of depreciation and amortization cost.
3. Separate Cost Sheet shall be prepared for different types of vehicles

Appendix-II
Statement of Hired Outward Transportation Cost for the period ending…….
A Quantitative Information
A1 Quantity of goods transported – outward (UM)
B (COST INFORMATION) (`)
B1 Hired Transport Charges
B2 Transit Insurance
B3 Other ( specify)
B4 Total Transportation cost ( B1 to B3)
Appendix -3
Statement of apportionment of Outward Transportation Cost to different goods and Determination of
Averaged Outward Transport Cost for the period ending…….
A Quantitative Total Excisable goods Specific Goods Exempted Goods Goods Goods Others
Information Rated Cleared Goods Cleared Cleared Cleared
Goods for On from from
Export MRP Factory to Depot to
Basis Customer Customer
Product- Product- Product-
Group 1 Group 2 Group 3
A1 Goods
transported
Outwards
(UM *)
A2 Goods
Transported
Outward
(KM)
B Outward
Transport
Cost (`)
B1 Directly
allocated
own fleet
transportation
cost (`)

B2 Basis of Ap-
portionment
of own fleet
Cost (Spec-
ify)
B3 Common own
fleet transport
cost to be
apportioned
B4 Directly
allocated
hired
transportation
charges (`)
B5 Basis of
Apportion-
ment of hired
transportation
cost (Specify)
B6 Common
hired transport
charges to be
apportioned
B7 Total
Transport Cost
(B1+ B3+ B4
+ B6)
B8 Averaged
transport cost
per unit (B7/
A1)
(`)
* UM is the Unit of measurement
Seal and signature of Company’s authorized representative
I /We, have verified above data and calculation in the appendix 1, 2 and 3 on test check basis with reference to the
books of account, cost accounting records and other records. Based on the information and explanations given to
me/us, and on the basis of generally accepted cost accounting principles and practices followed by the industry, I /
We certify that the above cost data reflect true and fair view of averaged transport cost.
Date: Seal & Signature of Cost Accountant

Place: Membership No. ..................................

CAS-6
COST ACCOUNTING STANDARD ON MATERIAL COST
(Revised 2017)
The following is the COST ACCOUNTING STANDARD 6 (CAS 6) issued by the Council of The Institute of Cost
Accountants of India on “MATERIAL COST”. In this Standard, the standard portions have been set in bold italic
type. This standard should be read in the context of the background material, which has been set in normal type.
1. Introduction
1.1 This standard deals with principles and methods of determining the Material Cost.
Material for the purpose of this standard includes raw materials, process materials, additives,
manufactured / bought out components, sub-assemblies, accessories, semi finished goods, consumable
stores, spares and other indirect materials. This standard does not deal with Packing Materials as a
separate standard is being issued on the subject.
of material cost, for determination of the Cost of product or service, and the presentation and
disclosure in cost statements.
1.3 The Standard deals with the following issues.
• Principle of Valuation of receipt of materials.
• Principle of Valuation of issue of materials.
• Assignment of material cost to cost objects.
2. Objective
determining the material cost with reasonable accuracy.
3. Scope
presentation and disclosure of material costs including those requiring attestation.
4. Definitions
and/ or due to some abnormal situation of the production or operation (Adapted fromCAS-1 Para
6.5.19).
4.2 Administrative overheads: Cost of all activities relating to general management and administration
of an entity.
4.4 Defectives: Materials, products or intermediate products that do not meet quality standards. This
may include reworks or rejects.

4.4.1 Reworks: Defectives which can be brought up to the standards by putting in additional
resources.
Rework includes repairs, reconditioning and refurbishing.
4.4.2 Rejects: Defectives which cannot meet the quality standards even after putting in additional
resources.
Rejects may be disposed off as waste or sold for salvage value or recycled in the production process.
4.5 Intermediate Product: An intermediate product is a product that requires further processing before
it is saleable.
4.6 Materials:
4.6.1 Direct Materials: Materials the costs of which can be attributed to a cost object in an
economically feasible way (Adapted from CAS 1-6.2.3).
4.6.2 Indirect Materials: Materials, the costs of which cannot be directly attributed to particular
cost object (Adapted from CAS 1– 6.2.8).
4.7 Material Cost: The cost of material used for the purpose of production of a product or rendering a
service.
4.8 Production overheads: Indirect costs involved in the production of a product or in rendering service
denote the same meaning and are used interchangeably.
4.9 Property, plant and equipment are tangible assets that:
(a) are held for use in the production of goods or supply of services, for rental to others, for
administrative, selling or distribution purposes; and
4.10 Scrap: Discarded material having no or insignificant value and which is usually either disposed off
without further treatment (other than reclamation and handling) or reintroduced into the process in
place of raw material.
efficient operating conditions
The standard cost serves as a basis of cost control and as a measure of productive efficiency when
ultimately posed with an actual cost. It provides management with a medium by which the effectiveness
of current results is measured and responsibility for deviation is placed (Adapted from CAS 1_ Para
6.7.5). Standard costs are used to compare the actual costs with the standard cost with a view to
determine the variances, if any, and analyse the causes of variances and take proper measure to control
them.
4.12 Waste and spoilage:
4.12.1 Waste: Material lost during production or storage and discarded material which may or may
not have any value.
4.12.2 Spoilage: Production that does not meet the quality requirements or specifications and
cannot be rectified economically.

5.1. Principle of valuation of receipt of materials:
5.1.1 The material receipt should be valued at purchase price including duties and taxes, freight
inwards, insurance, and other expenditure directly attributable to procurement (net of trade
discounts, rebates, taxes and duties refundable or to be credited by the taxing authorities) that
can be quantified with reasonable accuracy at the time of acquisition.
Examples of taxes and duties to be deducted from cost are cenvat credits, credit for countervailing
customs duty, sales tax set off/ vat credits and other similar items of credit recovered/ recoverable.
5.1.2 Finance costs incurred in connection with the acquisition of materials shall not form part of
material cost.
5.1.3 Self manufactured materials shall be valued including direct material cost, direct employee
cost, direct expenses, factory overheads, share of administrative overheads relating to
production but excluding share of other administrative overheads, finance cost and marketing
overheads. In case of captive consumption, the valuation shall be in accordance with Cost
Accounting Standard 4.
5.1.4 Items such as spare parts, stand-by equipment and servicing equipment are recognised
as property, plant and equipment when they meet the definition of property, plant and
equipment and depreciated accordingly. Otherwise, such items are classified as inventory
and recognised in cost as and when these are consumed.
5.1.5 Normal loss or spoilage of material prior to reaching the factory or at places where the services
are provided shall be absorbed in the cost of balance materials net of amounts recoverable
from suppliers, insurers, carriers or recoveries from disposal.
5.1.6 Losses due to shrinkage or evaporation and gain due to elongation or absorption of moisture
etc., before the material is received shall be absorbed in material cost to the extent they are
normal, with corresponding adjustment in the quantity.
The adjustment for moisture will depend on whether dry weight is used for measurement.
5.1.7 The forex component of imported material cost shall be converted at the rate on the date of
the transaction. Any subsequent change in the exchange rate till payment or otherwise shall
not form part of the material cost.
Explanation: The date on which a transaction (whether for goods or services) is recognised in
accounting in conformity with generally accepted accounting principles.
5.1.8 Any demurrage or detention charges, or penalty levied by transport or other authorities shall
not form part of the cost of materials.
5.1.9 Subsidy/Grant/Incentive and any such payment received/receivable with respect to any
material shall be reduced from cost for ascertainment of the cost of the cost object to which
such amounts are related.
5.2 Principle of valuation of issue of material
5.2.1 Issues shall be valued using appropriate assumptions on cost flow.
E.g. First In First Out, Last In First Out, Weighted Average Rate.
The method of valuation shall be followed on a consistent basis.

5.2.2 Where materials are accounted at standard cost, the price variances related to materials shall
be treated as part of material cost.
5.2.3 Any abnormal cost shall be excluded from the material cost.
5.2.4 Wherever, material costs include transportation costs, determination of costs of transportation
shall be governed by CAS 5 – Cost Accounting Standard on Determination of Average
(Equalized) Cost of Transportation.
5.3 Self manufactured components and sub-assemblies shall be valued including direct material cost,
direct employee cost, direct expenses, factory overheads, share of administrative overheads relating
to production but excluding share of other administrative overheads, finance cost and marketing
overheads. In case of captive consumption, the valuation shall be in accordance with Cost Accounting
Standard 4.
5.4 The material cost of normal scrap/ defectives which are rejects shall be included in the material cost
of goods manufactured. The material cost of actual scrap / defectives, not exceeding the normal shall
be adjusted in the material cost of good production. Material Cost of abnormal scrap /defectives
should not be included in material cost but treated as loss after giving credit to the realisable value
of such scrap / defectives.
6. Assignment of costs
The basis of assignment of costs to the cost of product or service is dealt within this section.
6.1 Assignment of costs – Materials
6.1.1 Assignment of material costs to cost objects: Material costs shall be directly traced to a Cost
object to the extent it is economically feasible and /or shall be assigned to the cost object on
the basis of material quantity consumed or similar identifiable measure and valued as per the
principles laid under Paragraph 5.
6.1.2 Where the material costs are not directly traceable to the cost object, these may be assigned on
a suitable basis like technical estimates.
6.2 Assignment of costs – Direct Expenses
6.2.1 Where a material is processed or part manufactured by a third party according to specifications
provided by the buyer, the processing/ manufacturing charges payable to the third party shall
be treated as part of the material cost.
6.2.2 Wherever part of the manufacturing operations / activity is subcontracted, the subcontract
charges related to materials shall be treated as direct expenses and assigned directly to the
cost object.
6.3 Assignment of costs– Indirect materials
6.3.1 The cost of indirect materials shall be assigned to the various Cost objects based on a suitable
basis such as actual usage or technical norms or a similar identifiable measure.
6.3.2 The cost of materials like catalysts, dies, tools, moulds, patterns etc, which are relatable to
production over a period of time shall be amortized over the production units benefited by
such cost.
6.3.3 The cost of indirect material with life exceeding one year shall be included in cost over the
useful life of the material.

7. Presentation
Cost Statements governed by this standard, shall present material costs as detailed below:
7.1 Direct Materials shall be classified in the cost statement under suitable heads.
E.g.
• Raw materials,
• Components,
• Semi finished goods and
• Sub-assemblies
7.2 Direct Materials shall be classified as Purchased - indigenous, imported and self manufactured.
7.3 Indirect Materials shall be classified in the cost statement under suitable heads.
Indirect materials may be grouped under major heads like tools, stores and spares, machineryspares,
jigs and fixtures, consumable stores, etc., if they are significant.
8. Disclosures
The following information should be disclosed in the cost statements dealing with determination of material
cost.
8.1 Quantity and rates of major items of materials shall be disclosed. Major items are defined as those
who form 5% of cost of materials.
8.2 The basis of valuation of materials shall be disclosed.
8.3 Any change in the cost accounting principles and methods applied for the determination of the
material cost during the period covered by the cost statement which has a material effect on the cost
of the material shall be disclosed. Where the effect of such change is not ascertainable wholly or
partly, the fact shall be indicated.
8.4 Any abnormal cost excluded from the material cost shall be disclosed.
8.5 Any demurrage or detention charges, penalty levied by transport or other authorities excluded from
the material cost shall be disclosed.
8.6 Any Subsidy/Grant/Incentive or any such payment reduced from material cost shall be disclosed.
8.7 Cost of Materials procured from related parties (Related party as per the applicable legal requirements
relating to the cost statement as on the date of statements)shall be disclosed
8.8 Disclosures shall be made only where significant, material and quantifiable.
8.9 Disclosures may be made in the body of the Cost statement or as a footnote or as a separate schedule.

CAS – 7
COST ACCOUNTING STANDARD ON EMPLOYEE COST
(Revised 2017)
The following is the COST ACCOUNTING STANDARD 7 (CAS - 7) issued by the Council of The Institute of
Cost Accountants of India on “EMPLOYEE COST”. In this Standard, the standard portions have been set in bold
italic type. This standard should be read in the context of the background material, which has been set in normal
type.
1. Introduction
1.1 This standard deals with the principles and methods of determining the Employee cost.
1.2 This standard deals with the principles and methods of classification, measurement and assignment of
Employee cost, for determination of the Cost of product or service, and the presentation and disclosure
in cost statements.
2. Objective
determining the Employee cost with reasonable accuracy.
3. Scope
presentation and disclosure of Employee cost including those requiring attestation.
4. Definitions
and/ or due to some abnormal situation of the production or operation (Adapted from CAS 1
paragraph 6.5.19).
4.2 Abnormal Idle time: An unusual or atypical idle time occurrence of which is irregular and unexpected
or due to some abnormal situations.
E.g.: Idle time due to a strike, lockout or an accident
4.3 Administrative overheads: Cost of all activities relating to general management and administration
of an entity.
4.5 Direct Employee Cost: Employee cost, which can be attributed to a Cost object in an economically
feasible way (Adapted from CAS 1 paragraph 6.2.4 (Direct labour cost)).

transfer
The cost of any non manufacturing operations such as packing, repacking, labelling, etc. at an
intermediate storage location will be part of distribution cost.
4.7 Employee cost: Employee benefits paid or payable in all forms of consideration given for the services
rendered by employees (including temporary, part time and contract employees)of an entity.
Explanation:
1. Contract employees include employees directly engaged by the employer on contract basis but
does not include employees of any contractor engaged in the organisation.
2. Compensation paid to employees for the past period on account of any dispute / court orders shall
not form part of Employee Cost.
3. Short provisions of prior period made up in current period shall not form part of the employee cost
in the current period.
Employee cost includes payment made in cash or kind.
For example:
Employee cost
• Salaries, wages, allowances and bonus / incentives.
• Contribution to provident and other funds.
• Employee welfare
• Other benefits
Employee cost – Future benefits
• Gratuity.
• Leave encashment.
• Other retirement/separation benefits.
• VRS/ other deferred Employee cost.
• Other future benefits
Benefits generally include
• Paid holidays.
• Leave with pay.
• Statutory provisions for insurance against accident or health scheme.
• Statutory provisions for workman’s compensation.
• Medical benefits to the Employees and dependents.
• Free or subsidised food.
• Free or subsidised housing.

• Free or subsidised education to children.

• Free or subsidised canteen, crèches and recreational facilities.
• Free or subsidised conveyance.
• Leave travel concession.
• Interest free or subsidised loans.
• Any other free or subsidised facility.
• Cost of Employees’ stock option.
4.8 Idle time: The difference between the time for which employees are paid /payable to employees and
the employees’ time booked against cost objects.
The time for which the employees are paid includes holidays, paid leave and other allowable time offs
such as lunch, tea breaks.
4.9 Imputed Costs: Notional cost, not involving cash outlay, computed for any purpose.
4.10 Indirect Employee Cost: Employee cost, which can not be directly attributed to a particular cost
object (Adapted from CAS 1 paragraph 6.2.10).
4.11 Marketing overheads: Marketing overheads comprise of selling overheads and distribution
overheads.
4.12 Overtime Premium: The extra amount payable beyond the normal wages and salaries for beyond the
normal working hours.
Standard costs are used as scale of reference to compare the actual costs with the standard cost with a
5.1 Employee Cost shall be ascertained taking into account the gross pay including all allowances
payable along with the cost to the employer of all the benefits.
5.2 Bonus whether payable as a Statutory Minimum or on a sharing of surplus shall be treated as part
of employee cost. Ex gratia payable in lieu of or in addition to Bonus shall also be treated as part of
the employee cost.
5.3 Remuneration payable to Managerial Personnel including Executive Directors on the Board and
other officers of a corporate body under a statute will be considered as part of the Employee Cost of

the year under reference whether the whole or part of the remuneration is computed as a percentage
of profits.
Explanation: Remuneration paid to non executive directors shall not form part of Employee Cost but
shall form part of Administrative Overheads.
5.4 Separation costs related to voluntary retirement, retrenchment, termination etc. shall be amortised
over the period benefitting from such costs.
5.5 Employee cost shall not include imputed costs.
5.6 Cost of Idle time is ascertained by the idle hours multiplied by the hourly rate applicable to the idle
employee or a group of employees.
5.7 Where Employee cost is accounted at standard cost, variances due to normal reasons related to
Employee cost shall be treated as part of Employee cost. Variances due to abnormal reasons shall be
treated as part of abnormal cost.
5.8 Any Subsidy, Grant, Incentive or any such payment received or receivable with respect to any
Employee cost shall be reduced for ascertainment of cost of the cost object to which such amounts
are related.
5.9 Any abnormal cost where it is material and quantifiable shall not form part of the Employee cost.
5.10 Penalties, damages paid to statutory authorities or other third parties shall not form part of the
Employee cost.
5.11 The cost of free housing, free conveyance and any other similar benefits provided to an employee
shall be determined at the total cost of all resources consumed in providing such benefits.
5.12 Any recovery from the employee towards any benefit provided e.g. housing shall be reduced from the
employee cost.
5.13 Any change in the cost accounting principles applied for the determination of the Employee cost
should be made only if it is required by law or for compliance with the requirements of a cost
accounting standard or a change would result in a more appropriate preparation or presentation of
cost statements of an enterprise.
6.1 Where the Employee services are traceable to a cost object, such Employees’ cost shall be assigned
to the cost object on the basis such as time consumed or number of employees engaged etc or similar
identifiable measure.
6.2 While determining whether a particular Employee cost is chargeable to a separate cost object, the
principle of materiality shall be adhered to.
6.3 Where the Employee costs are not directly traceable to the cost object, these may be assigned on
suitable basis like estimates of time based on time study.
6.4 The amortised separation costs related to voluntary retirement, retrenchment, and termination etc.
for the period shall be treated as indirect cost and assigned to the cost objects in an appropriate
manner. However unamortised amount related to discontinued operations, shall not be treated as
employee cost.
6.5 Recruitment costs, training cost and other such costs shall be treated as overheads and dealt with
accordingly.

6.6 Overtime premium shall be assigned directly to the cost object or treated as overheads depending on
the economic feasibility and the specific circumstance requiring such overtime.
6.7 Idle time cost shall be assigned direct to the cost object or treated as overheads depending on the
economic feasibility and the specific circumstances causing such idle time.
Cost of idle time for reasons anticipated like normal lunchtime, holidays etc is normally loaded in the
Employee cost while arriving at the cost per hour of an Employee/a group of Employees whose time is
attributed direct to cost objects.
7. Presentation
7.1 Direct Employee costs shall be presented as a separate cost head in the cost statement.
7.2 Indirect Employee costs shall be presented in cost statements as a part of overheads relating to
respective functions e.g. manufacturing, administration, marketing etc.
7.3 The cost statement shall furnish the resources consumed on account of Employee cost, category
wise such as wages salaries to permanent, temporary, part time and contract employees piece rate
payments, overtime payments, Employee benefits (category wise)etc. wherever such items form a
material part of the total Employee cost.
8. Disclosures
1. Employee cost attributable to capital works or jobs in the nature of deferred revenue expenditure
indicating the method followed in determining the cost of such capital work.
2. Separation costs payable to employees.
3. Any abnormal cost excluded from Employee cost.
4. Penalties and damages paid etc excluded from Employee cost.
5. Any Subsidy, Grant, Incentive and any such payment reduced from Employee cost
6. The Employee cost paid to related parties (Related party as per the applicable legal requirements
relating to the cost statement as on the date of the statement).
7. Employee cost incurred in foreign exchange.
assignment of the Employee Cost during the period covered by the cost statement which has a
material effect on the Employee Cost. Where the effect of such change is not ascertainable wholly or
partly the fact shall be indicated.
schedule.

CAS-8
COST ACCOUNTING STANDARD ON COST OF UTILITIES
(Revised 2017)
The following is the COST ACCOUNTING STANDARD – 8 (CAS-8) issued by the Council of The Institute of
Cost Accountants of India on “COST OF UTILITIES”, for comments. In this Standard, the standard portions
have been set in bold italic type. This standard should be read in the context of the background material which has
been set in normal type.
1. Introduction
1.1 This standard deals with the principles and methods of determining the cost of utilities.
of cost of utilities, for determination of the cost of product or service, and the presentation and
2. Objective
determining the cost of utilities with reasonable accuracy.
3. Scope
3.1 This standard shall be applied to cost statements which require classification, measurement,
assignment, presentation and disclosure of cost of utilities including those requiring attestation.
3.2 For determining the cost of production to arrive at an assessable value of excisable utilities used for
captive consumption, Cost Accounting Standard 4 on Cost of Production for Captive Consumption
(CAS 4) shall apply.
3.3 This standard shall not be applicable to the organizations primarily engaged in generation and sale
of utilities.
3.4 This standard does not cover issues related to the ascertainment and treatment of carbon credits,
which shall be dealt with in a separate standard.
4. Definitions
paragraph 6.5.19).
4.2 Committed Cost: The cost of maintaining stand-by utilities shall be the committed cost.

4.5 Interest and Finance charges: Interest and Financing Charges are interest and other costs incurred
by an entity in connection with the financing arrangements.
Examples are:
1. Interest and commitment charges on bank borrowings, other short term and long term borrowings;
2. Financing Charges in respect of finance leases and other similar arrangements; and
3. Exchange differences arising from foreign currency borrowings to the extent they are regarded
The terms Interest and financing charges, finance costs, and borrowing costs are used interchangeably.
resulting from planned maintenance ( Adapted from CAS 2 paragraph 4.4).
In case of any standby utility the normal capacity will be the same as actual production of the utility.
The normal capacity of a utility meant for captive consumption would be based on the normal capacity
for the production facility of the end product of the consuming unit.
4.8 Stand-by utilities: Any utility created as backup against any failure of the main source of utilities.
4.9 Utilities: Significant inputs such as power, steam, water, compressed air and the like which are used
for manufacturing process but do not form part of the final product.
5. Principles of measurement
5.1 Each type of utility shall be treated as a distinct cost object.
5.2 Cost of utilities purchased shall be measured at cost of purchase including duties and taxes,
transportation cost, insurance and other expenditure directly attributable to procurement (net of
trade discounts, rebates, taxes and duties refundable or to be credited) that can be quantified with
reasonable accuracy at the time of acquisition.
5.2.1 Cost of self generated utilities for own consumption shall comprise direct material cost, direct
employee cost, direct expenses and factory overheads.
5.2.2 In case of Utilities generated for the purpose of inter unit transfers, the distribution cost
incurred for such transfers shall be added to the cost of utilities determined as per paragraph
5.3.1.

5.2.3 Cost of Utilities generated for the inter company transfers shall comprise direct material
cost, direct employee cost, direct expenses, factory overheads, distribution cost and share of
administrative overheads.
5.2.4 Cost of Utilities generated for the sale to outside parties shall comprise direct material
cost, direct employee cost, direct expenses, factory overheads, distribution cost, share of
administrative overheads and marketing overheads.
The sale value of such utilities will also include the margin.
5.3 Finance costs incurred in connection with the utilities shall not form part of cost of utilities.
5.4 The cost of utilities shall include the cost of distribution of such utilities.
The cost of distribution will consist of the cost of delivery of utilities up to the point of consumption.
5.5 Cost of utilities shall not include imputed costs.
5.6 Where cost of utilities is accounted at standard cost, the price variances related to utilities shall be
treated as part of cost of utilities and the portion of usage variances due to normal reasons shall be
treated as part of cost of utilities. Usage variances due to abnormal reasons shall be treated as part
of abnormal cost.
5.7 Any Subsidy/Grant/Incentive or any such payment received/receivable with respect to any cost of
utilities shall be reduced for ascertainment of the cost to which such amounts are related.
5.8 The cost of production and distribution of utilities shall be determined based on the normal capacity
or actual capacity utilization whichever is higher and unabsorbed cost, if any, shall be treated as
abnormal cost (Adapted from paragraph 5.7 of CAS 3). Cost of a Stand-by Utility shall include the
committed costs of maintaining such a utility.
5.9 Any abnormal cost where it is material and quantifiable shall not form part of the cost of utilities.
5.10 Penalties, damages paid to statutory authorities or other third parties shall not form part of the cost
of utilities.
5.11 Credits/recoveries relating to the utilities including cost of utilities provided to outside parties,
material and quantifiable, shall be deducted from the total cost of utility to arrive at the net cost of
utility.
5.12 Any change in the cost accounting principles applied for the measurement of the cost of utilities
should be made only if, it is required by law or for compliance with the requirements of a cost
accounting standard, or a change would result in a more appropriate preparation or presentation of
6.1 While assigning cost of utilities, traceability to a cost object in an economically feasible manner shall
be the guiding principle.
6.2 Where the cost of utilities is not directly traceable to cost object, it shall be assigned on the most
appropriate basis.

6.3 The most appropriate basis of distribution of cost of a utility to the departments consuming services
is to be derived from usage parameters.
7. Presentation
7.1 Utilities costs shall be presented as a separate cost head for each type of utility in the cost statement,
if material.
7.2 Where separate cost statements are prepared for utilities, cost of utilities shall be classified as
purchased or generated. Such statement shall also include cost of utilities consumed along with
quantitative information by individual consuming units, inter unit transfers, inter company transfers
and sale to outside parties wherever applicable.
8. Disclosures
1. The basis of distribution of Cost of Utility to the consuming centres.
2. The cost of purchase, production, distribution, marketing and price with reference to sales to
outside parties.
3. Where cost of utilities is disclosed at standard cost, the price and usage variances.
4. The cost and price of Utility received from/supplied to related parties (Related party as per the
applicable legal requirements relating to the cost statement as on the date of the statement).
5. The cost and price of Utility received from/supplied as inter unit transfers and intercompany
transfers
6. Cost of utilities incurred in foreign exchange.
7. Any Subsidy/Grant/Incentive and any such payment reduced from Cost of utilities.
8. Credits/recoveries relating to the Cost of utilities.
9. Any abnormal cost excluded from Cost of utilities.
10. Penalties and damages paid etc excluded from cost of utilities.
8.2 Any change in the cost accounting principles and methods applied for the measurement and assignment of
the Cost of utilities during the period covered by the cost statement which has a material effect on the Cost
of utilities. Where the effect of such change is not ascertainable wholly or partly the fact shall be indicated.
8.4 Disclosures shall be made in the body of the Cost Statement or as a foot note or as a separate schedule.

CAS 9
COST ACCOUNTING STANDARD ON PACKING MATERIAL COST
(Revised 2017)
The following is the COST ACCOUNTING STANDARD - (CAS - 9) issued by the Council of The Institute of
Cost Accountants of India on “PACKING MATERIAL COST”, for comments. In this Standard, the standard
portions have been set in bold italic type. This standard should be read in the context of the background material
which has been set in normal type.
1. Introduction
1.1 This standard deals with the principles and methods of determining the Packing Material Cost.
Packing Material Cost, for determination of the cost of product, and the presentation and disclosure
in cost statements.
1.3 Packing Materials for the purpose of this standard are classified into primary and secondary packing
materials.
2. Objective
determining the packing material cost with reasonable accuracy.
3. Scope
This standard should be applied to cost statements, which require classification, measurement, assignment,
presentation and disclosure of Packing Material Cost including those requiring attestation.
4. Definitions
and/ or due to some abnormal situation of the production or operation (Adapted from CAS 1 Para
6.5.19).
For example: the cost of packing material which is rejected after issue due to abnormal causes such
as misprinting, use of material of wrong specification etc. (net of realisable value) may be treated as
abnormal cost.
of an entity. Administrative overheads shall exclude any overhead relating to production, operations
and marketing.

4.4 Direct Employee Cost: Employee cost, which can be attributed to a cost object in an economically
feasible way (Adapted from CAS 7 Para 4.6).
be identified or linked with the cost object other than direct material or direct employee cost (Adapted
from CAS 1 Para 6.2.6 and also proposed in the CAS on Direct Expenses). Examples of Direct
Expenses are royalties charged on production, job charges, hire charges for use of specific equipment
for a specific job, cost of special designs or drawings for a job, software services specifically required
for a job, travelling Expenses for a specific job.
4.6 Direct Materials: Materials, the costs of which can be attributed to a cost object in an economically
feasible way.
transfer.
For example:
• Secondary packing
• Transportation cost
• Warehousing cost
• Cost of delivering the products to customers etc.
• Clearing and forwarding charges
• Cost of mending or replacing packing materials at distribution point.
For example: packing material supplied by the customer.
Examples are:
1. Interest and commitment charges on bank borrowings, other short term and long term borrowings:
2. Financing Charges in respect of finance leases and other similar arrangements: and
3. Exchange differences arising from foreign currency borrowings to the extent they are regarded as
an adjustment to the interest costs.
4.10 Marketing overheads: Marketing Overheads comprise of selling overheads and distribution
overheads.

4.11 Packing Materials: Materials used to hold, identify, describe, store, protect, display, transport,
promote and make the product marketable.
4.11.1 Defectives: Materials, products or intermediate products that do not meet quality standards.
This may include reworks or rejects.
4.11.1.1 Reworks: Defectives which can be brought up to the standards by putting in additional
resources (Adapted from CAS 6 Para 4.4.1).
4.11.1.2 Rejects: Defectives which can not meet the quality standards even after putting in additional
resources (Adapted from CAS 6 Para 4.4.2).
process.
4.11.2 Packing Material Cost: The cost of material of any nature used for the purpose of packing
of a product.
4.11.3 Primary Packing Material: Packing material which is essential to hold and preserve the
product for its use by the customer.
For example:
• Pharmaceutical industry: Insertions related to product, Foils for strips of tablets/capsules,

vials.
• Industrial gases: Cylinders / bottles used for filling the gaseous products
• Confectionary Industry: Butter paper and wrappers.
4.11.4 Reusable Packing Material: Packing materials that are used more than once to pack the
product.
4.11.5 Scrap: Discarded material having no or insignificant value and which is usually either
disposed off without further treatment (other than reclamation and handling) or
reintroduced into the process in place of raw material.
4.11.6 Secondary Packing Material: Packing material that enables to store, transport, inform the
customer, promote and otherwise make the product marketable.
For example:
• Pharmaceutical industry: Cartons used for holding strips of tablets and card board boxes
used for holding cartons.
• Textile industry: Card board boxes used for holding cones on which yarn is woven.
• Confectionary Industry: Jars for holding wrapped chocolates, Cartons containing packs
of biscuits.

4.12 Packing Material Development Cost: Cost of evaluation of packing material such as pilot test, field
test, consumer research, feed back, and final evaluation cost.
4.13 Production overheads: Indirect costs involved in the production of a product or in rendering service.
The terms Production Overheads, Factory Overheads, Works Overheads and Manufacturing
Overheads denote the same meaning and are used interchangeably. Production overheads shall include
administration cost relating to production, factory, works or manufacturing.
5.1 Principle of valuation of receipts of packing material:
5.1.1 The packing material receipts should be valued at purchase price including duties and taxes,
freight inwards, insurance, and other expenditure directly attributable to procurement (net of
trade discounts, rebates, taxes and duties refundable or to be credited) that can be quantified
at the time of acquisition.
Examples of taxes and duties to be deducted from cost are CENVAT credits, credit for
countervailing customs duty, sales tax set off/ vat credits and other similar items of credit
recovered/ recoverable.
5.1.2 Finance costs directly incurred in connection with the acquisition of Packing Material shall
not form part of Packing Material Cost.
5.1.3 Self manufactured packing materials shall be valued including direct material cost,
direct employee cost, direct expenses, job charges, factory overheads including share of
administrative overheads comprising factory management and administration and share of
research and development cost incurred for development and improvement of existing process
or product.
5.1.4 The valuation of captive consumption of packing materials shall be in accordance with
paragraph 5 of Cost Accounting Standard 4.
5.1.5 Normal loss or spoilage of packing material prior to receipt in the factory shall be absorbed
in the cost of balance materials net of amounts recoverable from suppliers, insurers, carriers
or recoveries from disposal.
5.1.6 The forex component of imported packing material cost shall be converted at the rate on the
date of the transaction. Any subsequent change in the exchange rate till payment or otherwise
shall not form part of the packing material cost.

Explanation: The date on which a transaction (whether for goods or services) is recognised in
accounting in conformity with generally accepted accounting principles.
5.1.7 Any demurrage, detention charges or penalty levied by the transport agency or any authority
shall not form part of the cost of packing materials.
5.1.8 Any Subsidy/Grant/Incentive or any such payment received/receivable with respect to packing
material shall be reduced for ascertainment of the cost to which such amounts are related.
5.2 Principle of valuation of issue of packing material
Issues shall be valued using appropriate assumptions on cost flow.
For example: First In First Out, Last In First Out, Weighted Average Rate.
The method of valuation shall be followed on a consistent basis.
5.3 Wherever, packing material costs include transportation costs, determination of costs of transportation
shall be governed by CAS 5 – Cost Accounting Standard on determination of average (equalized)
cost of transportation.
5.4 Packing Material Costs shall not include imputed costs. However in case of Cost of Production of
Excisable Goods for Captive Consumption the computation of cost shall be as per CAS 4.
5.5 Where packing materials are accounted at standard cost, the price variances related to such materials
shall be treated as part of packing material cost and the portion of usage variances due to normal
reasons shall be treated as part of packing material cost. Usage variances due to abnormal reasons
shall be treated as part of abnormal cost.
5.6 The normal loss arising from the issue or consumption of packing materials shall be included in the
packing materials cost.
5.7 Any abnormal cost where it is material and quantifiable shall be excluded from the packing material
cost.
5.8 The credits/recoveries in the nature of normal scrap arising from packing materials if any, should be
deducted from the total cost of packing materials to arrive at the net cost of packing materials.
6.1 Assignment of packing material costs to cost objects: Packing material costs shall be directly traced
to a cost object to the extent it is economically feasible.
6.2 Where the packing material costs are not directly traceable to the cost object, these may be assigned
on the basis of quantity consumed or similar measures like technical estimates.
6.3 The packing material cost of reusable packing shall be assigned to the cost object taking into account
the number of times or the period over which it is expected to be reused.
6.4 Cost of primary packing materials shall form part of the cost of production.
6.5 Cost of secondary packing materials shall form part of distribution overheads.

7. Presentation
7.1 Packing Materials shall be classified as primary and secondary and within this classification as
purchased – indigenous, imported and self manufactured.
7.2 Where separate cost statements are prepared for packing costs, the cost of packing materials consumed
shall be presented in terms of type of packing in which the materials are used (For example; Bale,
Bag, Carton, Pallet). Such statements shall also include cost and quantitative information, wherever
it is found material and quantifiable.
8. Disclosures
1. The basis of valuation of Packing Materials.
2. Where Packing Materials Cost is disclosed at standard cost, the price and usage variances.
3. The cost and price of Packing Materials received from/supplied to related parties (Related party
as per the applicable legal requirements relating to the cost statement as on the date of the
statement).
4. Packing Materials cost incurred in foreign exchange.
5. Any Subsidy/Grant/Incentive and any such payment reduced from Packing Materials Costs.
6. Credits/recoveries relating to the Packing Materials Costs.
7. Any abnormal cost excluded from Packing Materials Costs.
8. Penalties and damages paid etc. excluded from Packing Materials Costs.
assignment of the Packing Materials Costs during the period covered by the cost statement which has
a material effect on the Packing Materials Cost shall be disclosed. Where the effect of such change
is not ascertainable wholly or partly the fact shall be indicated.
schedule.

CAS-10
COST ACCOUNTING STANDARD ON DIRECT EXPENSES
(Revised 2017)
The following is the COST ACCOUNTING STANDARD – 10 (CAS-10) issued by the Council of The Institute
of Cost Accountants of India on “DIRECT EXPENSES”, for comments. In this Standard, the standard portions
1. Introduction
1.1 This standard deals with the principles and methods of determining the Direct Expenses.
of Direct Expenses, for determination of the cost of product or service, and the presentation and
2. Objective
determining the Direct Expenses with reasonable accuracy.
3. Scope
presentation and disclosure of Direct Expenses including those requiring attestation.
4. Definitions
paragraph 6.5.19).
4.3 Direct Employee Cost: Employee cost, which can be directly attributed to a cost object in an
economically feasible way (Adapted from CAS 1 paragraph 6.2.4 (Direct labour cost)).
be identified or linked with the cost object other than direct material cost and direct employee cost
(Adapted from CAS 1 paragraph 6.2.6).
Examples of Direct Expenses are royalties charged on production, job charges, hire charges for use of
specific equipment for a specific job, cost of special designs or drawings for a job, software services
specifically required for a job, travelling Expenses for a specific job.

4.5 Direct Material Cost: The cost of material which can be attributed to a cost object in an economically
feasible way (Adapted from CAS 1-6.2.3).
Examples are:
5.1 Identification of Direct Expenses shall be based on traceability in an economically feasible manner.
5.2.1 Direct expenses incurred for the use of bought out resources shall be determined at invoice
or agreed price including duties and taxes, and other expenditure directly attributable thereto
net of trade discounts, rebates, taxes and duties refundable or to be credited.
5.2.2 Direct expenses other than those referred to in paragraph 5.2.1 shall be determined on the
basis of amount incurred in connection therewith.
Examples: in case of dies and tools produced internally, the cost of such dies and tools will
include direct material cost, direct employee cost, direct expenses, factory overheads including
share of administrative overheads relating to production comprising factory management and
administration.
In the case of research and development cost, the amount traceable to the cost object for
development and improvement of the process for the existing product shall be included in Direct
Expenses.
5.2.3 Direct Expenses paid or incurred in lump-sum or which are in the nature of ‘one – time’
payment, shall be amortised on the basis of the estimated output or benefit to be derived from
such direct expenses.

Examples: Royalty or Technical know-how fees, or drawing designing fees, are paid for which
the benefit is ensued in the future period. In such case, the production / service volumes shall
be estimated for the effective period and based on volume achieved during the Cost Accounting
period, the charge for amortisation be determined.
5.3 If an item of Direct Expenses does not meet the test of materiality, it can be treated as part of
overheads.
5.4 Finance costs incurred in connection with the self generated or procured resources shall not form
part of Direct Expenses.
5.5 Direct Expenses shall not include imputed costs. In case of goods produced for captive consumption,
treatment of imputed cost shall be in accordance with Cost Accounting Standard – 4 (CAS-4).
5.6 Where direct expenses are accounted at standard cost, variances due to normal reasons shall be
treated as part of the Direct Expenses. Variances due to abnormal reasons shall not form part of the
Direct Expenses.
5.7 Any Subsidy/Grant/Incentive or any such payment received/receivable with respect to any Direct
Expenses shall be reduced for ascertainment of the cost of the cost object to which such amounts are
related.
5.8 Any abnormal portion of the direct expenses where it is material and quantifiable shall not form part
of the Direct Expenses.
5.9 Penalties, damages paid to statutory authorities or other third parties shall not form part of the Direct
Expenses.
5.10 Credits/ recoveries relating to the Direct Expenses, material and quantifiable, shall be deducted to
arrive at the net Direct Expenses.
5.11 Any change in the cost accounting principles applied for the measurement of the Direct Expenses
should be made only if, it is required by law or for compliance with the requirements of a cost
6.1 Direct Expenses that are directly traceable to the cost object shall be assigned to that cost object.
7. Presentation
7.1 Direct Expenses, if material, shall be presented as a separate cost head with suitable classification.
e.g.
• Subcontract charges
• Royalty on production
8. Disclosures

1. The basis of distribution of Direct Expenses to the cost objects/ cost units.
2. Quantity and rates of items of Direct Expenses, as applicable.
3. Where Direct Expenses are accounted at standard cost, the price and usage variances.
4. Direct expenses representing procurement of resources and expenses incurred in connection

with resources generated.
5. Direct Expenses paid/ payable to related parties (Related party as per the applicable legal
requirements relating to the cost statement as on the date of the statement).
6. Direct Expenses incurred in foreign exchange.
7. Any Subsidy/Grant/Incentive and any such payment reduced from Direct Expenses.
8. Credits/recoveries relating to the Direct Expenses.
9. Any abnormal portion of the Direct Expenses.
10. Penalties and damages excluded from the Direct Expenses
schedule.
assignment of the Direct Expenses during the period covered by the cost statement which has a
material effect on the Direct Expenses. Where the effect of such change is not ascertainable wholly
or partly the fact shall be indicated.

CAS - 11
COST ACCOUNTING STANDARD ON ADMINISTRATIVE OVERHEADS
(Revised 2017)
The following is the COST ACCOUNTING STANDARD – (CAS-11) issued by the Council of The Institute of
Cost Accountants of India on “ADMINISTRATIVE OVERHEADS”. In this Standard, the standard portions
1. Introduction
1.1 This standard deals with the principles and methods of determining the administrative overheads.
of administrative overheads, for determination of the Cost of product or service, and the presentation
and disclosure in cost statements.
2. Objective
determining the administrative overheads with reasonable accuracy.
3. Scope
presentation and disclosure of administrative overheads including those requiring attestation.
4. Definitions
and/ or due to some abnormal situation of the production or operation (Adapted from CAS 1 Para
6.5.19).
4.2 Absorption of overheads: Assigning of overheads to cost objects by means of appropriate absorption
rate.
Overhead Absorption Rate = Overheads of the Cost object / Quantum of base.
of an entity.
Administrative overheads shall exclude production overheads (Paragraph reference 4.13 CAS -9),
marketing overheads (Paragraph reference 4.11 CAS -7) and finance cost. Production overheads
includes administration cost relating to production, factory, works or manufacturing.

Examples are:
resulting from planned maintenance (Adapted from CAS 2 Para 4.4).
5.1 Administrative overheads shall be the aggregate of cost of resources consumed in activities relating
to general management and administration of an organisation.
It usually represents the cost of shared services, cost of infrastructure and general management costs.
Administrative overheads comprise items such as employee costs, utilities, office supplies, legal
expenses and outside services. The principles of measurement of Material Cost, Employee Costs,
Utilities, Repairs and Maintenance and Depreciation found in the respective standards will apply to
these elements included in administrative overheads.
5.2 In case of leased assets, if the lease is an operating lease, the entire rentals shall be included in the
administrative overheads. If the lease is a financial lease, the finance cost portion shall be segregated
and treated as part of finance costs.
5.3 The cost of software (developed in house, purchased, licensed or customized), including up-gradation
cost shall be amortised over its estimated useful life.
When hardware requires up-gradation along with software up-gradation, it is recommended that
compatible estimated lives be used for the two sets of cost.
5.4 The cost of administrative services procured from outside shall be determined at invoice or agreed
price including duties and taxes, and other expenditure directly attributable thereto net of discounts
(other than cash discount), taxes and duties refundable or to be credited.
5.5 Any Subsidy/Grant/Incentive or any amount of similar nature received/receivable with respect to any
Administrative overheads shall be reduced for ascertainment of the cost of the cost object to which
such amounts are related.
5.6 Administrative overheads shall not include any abnormal administrative cost.
Example: Expense incurred in a situation of natural calamity.
5.7 Fines, penalties, damages and similar levies paid to statutory authorities or other third parties shall
not form part of the administrative overheads.
5.8 Credits/ recoveries relating to the administrative overheads including those rendered without any
consideration, material and quantifiable, shall be deducted to arrive at the net administrative
overheads.

5.9 Any change in the cost accounting principles applied for the measurement of the administrative
overheads should be made only if it is required by law or for compliance with the requirements of a
cost accounting standard or a change would result in a more appropriate preparation or presentation
6.1 While assigning administrative overheads, traceability to a cost object in an economically feasible
manner shall be the guiding principle.
6.2 Assignment of administrative overheads to the cost objects shall be based on either of the following
two principles;
(i) Cause and Effect - Cause is the process or operation or activity and effect is the incurrence of
cost.
(ii) Benefits received – overheads are to be apportioned to the various cost objects in proportion to
the benefits received by them (Adapted from of CAS 3 Para 5.1).
The costs of shared services should be assigned to user activities on the basis of actual usage.
Where the resources by way of infrastructure are shared the cost should be assigned on a readiness to
serve basis.
General management costs should be assigned on rational basis.
For example: Number of employees, turnover, investment size etc.
7. Presentation
7.1 Administrative overheads shall be presented as a separate cost head in the cost statement.
7.2 Element wise details of the administrative overheads based on materiality shall be presented.
8. Disclosures
• The basis of assignment of administrative overheads to the cost objects.
• Any imputed cost included as a part of administrative overheads.
• Administrative overheads incurred in foreign exchange.
• Cost of administrative activities received from or supplied to related parties (Related party as per
the applicable legal requirements relating to the cost statement as on the date of the statement).
• Any Subsidy / Grant / Incentive or any amount of similar nature received / receivable reduced
from administrative overheads.
• Credits / recoveries relating to the administrative overheads.
• Any abnormal portion of the administrative overheads.
• Penalties and damages excluded from the administrative overheads.
schedule.
assignment of the administrative overheads during the period covered by the cost statement which
has a material effect on the administrative overheads shall be disclosed. Where the effect of such
change is not ascertainable wholly or partly the fact shall be indicated.

CAS – 12
COST ACCOUNTING STANDARD ON REPAIRS AND MAINTENANCE COST
(Revised 2017)
The following is the COST ACCOUNTING STANDARD – 12 (CAS - 12) issued by the Council of The Institute
of Cost Accountants of India on “REPAIRS AND MAINTENANCE COST”. In this Standard, the standard
1. Introduction
1.1 This standard deals with the principles and methods of determining the repairs and maintenance cost.
of repairs and maintenance cost, for determination of the Cost of product or service, and the
presentation and disclosure in cost statements.
2. Objective
determining the repairs and maintenance cost with reasonable accuracy.
3. Scope
presentation and disclosure of repairs and maintenance cost including those requiring attestation.
4. Definitions
Examples of Direct Expenses are royalties charged on production, job charges, hire charges for use of
specific equipment for a specific job, cost of special designs or drawings for a job, software services
specifically required for a job, travelling Expenses for a specific job.
Examples are:

resulting from planned maintenance (Adapted from CAS 2 paragraph 4.4).
The terms Production Overheads, Factory Overheads, Works overheads and Manufacturing Overheads
Production overheads shall include administration cost relating to production, factory, works or
manufacturing.
4.7 Property, plant and equipment are tangible assets that:
4.8 Repairs and maintenance cost: Cost of all activities which have the objective of maintaining or
and efficiency.
Repairs and Maintenance activities for the purpose of this standard include routine or preventive
maintenance, planned (predictive or corrective) maintenance and breakdown maintenance.
The repair or overhaul of an asset which results in restoration of the asset to intended condition would
also be a part of Repairs and Maintenance activity.
Major overhaul is a periodic (generally more than one year) repair work carried out to substantially
restore the asset to intended working condition.
5.1 Repairs and maintenance cost shall be the aggregate of direct and indirect cost relating to repairs
and maintenance activity.
Direct cost includes the cost of materials, consumable stores, spares, manpower, equipment usage,
utilities and other identifiable resources consumed in such activity. Indirect cost includes the cost of
resources common to various repairs and maintenance activities such as manpower, equipment usage
and other costs allocable to such activities.
5.2 Cost of in-house repairs and maintenance activity shall include cost of materials, consumable stores,
spares, manpower, equipment usage, utilities, and other resources used in such activity.
5.3 Cost of repairs and maintenance activity carried out by outside contractors inside the entity shall
include charges payable to the contractor and cost of materials, consumable stores, spares, manpower,
equipment usage, utilities, and other costs incurred by the entity for such jobs.

5.4 Cost of repairs and maintenance jobs carried out by contractor at its premises shall be determined at
net of discounts (other than cash discount), taxes and duties refundable or to be credited. This cost
shall also include the cost of other resources provided to the contractors.
5.5 Cost of repairs and maintenance jobs carried out by outside contractors shall include charges made
by the contractor and cost of own materials, consumable stores, spares, manpower, equipment usage,
utilities and other costs used in such jobs.
5.6.1 Each type of repairs and maintenance shall be treated as a distinct activity, if material and
identifiable.
For example, routine or preventive maintenance, planned (predictive or corrective) maintenance
and breakdown maintenance should be identified separately.
5.6.2 Cost of repairs and maintenance activity shall be measured for each major asset category
separately.
5.7 Cost of spares replaced which do not enhance the future economic benefits from the existing
asset beyond its previously assessed standard of performance shall be included under repairs and
maintenance cost.
5.8 High value spare, when replaced by a new spare and is reconditioned, shall be recognised as property,
plant and equipment when they meet the definition of property, plant and equipment and depreciated
accordingly. Otherwise, such items are classified as inventory and recognised in cost as and when
they are consumed.
Example:
A company purchased equipment for ` 10 crore and insurance spare for ` 1 crore. If the company is
covered under IndAS, such spare is capitalized as Property, Plant & Equipment. After use for five years,
the equipment broke down and a part was replaced with the aforesaid insurance spare. After five years,
the depreciated value of equipment is ` 5 crore. As property, plant and equipment are depreciated when
they are available for use, accordingly the depreciated value of new spare is ` 50 lakhs. The old spare
was reconditioned and the cost of reconditioning is ` 10 lakh. As per estimated life of the old spare for
future economic benefits, the current market value of the reconditioned old spare has been estimated at
` 25 lakhs. The amount to be treated in repairs and maintenance is ` 35 lakhs as follows:
` In Crore
A. Equipment Cost 10.00

B. Cost of New Spare 1.00
Total Cost (A+B) 11.00
Depreciation for 5 years 5.50
Depreciated value of Equipment & Spare 5.50
Reconditioning cost of old Spare 0.10

Depreciated Value of old Spare 0.50
Book Value of Reconditioned spare 0.60
Less: Current market value of reconditioned spare

to be restated in Book of Account 0.25
Amount to be treated in Repairs and Maintenance 0.35

5.9 The cost of major overhaul shall be amortized on a rational basis.
5.10 Finance costs incurred in connection with the repairs and maintenance activities shall not form part
of Repairs and maintenance costs.
5.11 Repairs and maintenance costs shall not include imputed costs.
5.12 Price variances related to repairs and maintenance, where standard costs are in use, shall be treated
as part of repairs and maintenance cost. The portion of usage variances attributable to normal
reasons shall be treated as part of repairs and maintenance cost. Usage variances attributable to
abnormal reasons shall be excluded from repairs and maintenance cost.
5.13 Subsidy / Grant / Incentive or amount of similar nature received / receivable with respect to repairs
and maintenance activity, if any, shall be reduced for ascertainment of the cost of the cost object to
which such amounts are related.
5.14 Any repairs and maintenance cost resulting from some abnormal circumstances, if material and
quantifiable, shall not form part of the repairs and maintenance cost.
Example: Major fire, explosions, flood and similar events are abnormal circumstances referred above.
not form part of the repairs and maintenance cost.
Example: A penalty imposed by a regulatory authority for wrongful construction or damages paid to
third party for the loss caused due to improper working of property, plant & equipment, should not be
included in repairs and maintenance cost.
5.16 Credits/ recoveries relating to the repairs and maintenance activity, material and quantifiable, shall
be deducted to arrive at the net repairs and maintenance cost.
5.17 Any change in the cost accounting principles applied for the measurement of the repairs and
maintenance cost should be made only if, it is required by law or for compliance with the requirements
of a cost accounting standard, or a change would result in a more appropriate preparation or
6.1 Repairs and maintenance costs shall be traced to a cost object to the extent economically feasible.
6.2 Where the repairs and maintenance cost is not directly traceable to cost object, it shall be assigned
based on either of the following two principles;
cost.
the benefits received by them.
6.3 If the repairs and maintenance cost (including the share of the cost of reciprocal exchange of
services) is shared by several cost objects, the related cost shall be measured as an aggregate and
distributed among the cost objects as per principles laid down in Cost Accounting Standard – 3.

7. Presentation
7.1 Repairs and maintenance cost, if material, shall be presented in the cost statement as a separate item
of cost.
7.2 Asset category wise details of repairs and maintenance cost, if material, shall be presented separately.
7.3 Activity wise details of repairs and maintenance cost, if material, shall be presented separately.
8. Disclosures
1. The basis of distribution of repairs and maintenance cost to the cost objects/ cost units.
2. Where standard cost is applied in repairs and maintenance cost, the price and usage variances.
3. Repairs and maintenance cost of Jobs done in-house and outsourced separately.
4. Cost of major overhauls, asset category wise and the basis of amortisation.
5. Repairs and maintenance cost paid/ payable to related parties (Related party as per the
6. Repairs and maintenance cost incurred in foreign exchange.
7. Any Subsidy / Grant / Incentive or any amount of similar nature received / receivable reduced
from repairs and maintenance cost.
8. Any credits / recoveries relating to the repairs and maintenance cost.
9. Any abnormal portion of the repairs and maintenance cost.
10. Penalties and damages excluded from the repairs and maintenance cost.
schedule.
assignment of the repairs and maintenance cost during the period covered by the cost statement
which has a material effect on the repairs and maintenance cost shall be disclosed. Where the effect
of such change is not ascertainable wholly or partly the fact shall be indicated.

CAS – 13
COST ACCOUNTING STANDARD ON COST OF SERVICE COST CENTRE
(Revised 2017)
of Cost Accountants of India on “COST OF SERVICE COST CENTRE”. In this Standard, the standard portions
have been set in bold italic type. These are to be read in the context of the background material which has been set
in normal type.
1. Introduction
1.1 This standard deals with the principles and methods of determining the cost of Service Cost Centre.
1.2 This standard covers the Service Cost Centre as defined in paragraph 4.11 of this standard. It excludes
Utilities and Repairs & Maintenance Services dealt with in CAS-8 and CAS-12 respectively.
Cost of Service Cost Centre, for determination of the Cost of product or service, and the presentation
and disclosure in cost statements.
2. Objective
determining the Cost of Service Cost Centre with reasonable accuracy.
3. Scope
This standard should be applied to the preparation and presentation of cost statements, which require
classification, measurement and assignment of Cost of Service Cost Centre, including those requiring
attestation.
4. Definitions
paragraph 6.5.19).
of an entity.
Administrative overheads shall exclude production overheads (Paragraph reference 4.13 CAS -9),
marketing overheads (Paragraph reference 4.11 CAS -7)and finance cost. Production overheads
includes administration cost relating to production, factory, works or manufacturing.
transfer.

The cost of any non manufacturing operations such as packing, repacking, labelling, etc. at an
intermediate storage location will be part of distribution cost.
4.5 Imputed Cost: Notional cost, not involving cash outlay, computed for any purpose.
Examples are:
4.7 Marketing overheads: Marketing overheads comprise of selling overheads and distribution
overheads.
4.12 Stand-by service: Any facility created as backup against any failure of the main source of service.
4.13 Support-Service Cost Centre: The cost centre which primarily provides auxiliary services across the
entity.
The cost centre which provides services to Production, Operation or other Service Cost Centre but not
directly engaged in manufacturing process or operation is a service cost centre. A service cost centre
renders services to other cost centres / other units and in some cases to outside parties.
Examples of service cost centres are engineering, workshop, research & development, quality control,
quality assurance, designing, laboratory, welfare services, safety, transport, Component, Tool stores,
Pollution Control, Computer Cell, dispensary, school, crèche, township, Security etc.
Administrative Overheads include cost of administrative Service Cost Centre.
5.1 Each identifiable service cost centre shall be treated as a distinct cost object for measurement of the

cost of services subject to the principle of materiality.

5.2.1 Cost of service cost centre shall be the aggregate of direct and indirect cost attributable to
services being rendered by such cost centre.
5.2.2 Cost of in-house services shall include cost of materials, consumable stores, spares, manpower,
equipment usage, utilities, and other resources used in such service.
Cost of other resources includes related overheads.
5.2.3 Cost of services rendered by contractors within the facilities of the entity shall include charges
payable to the contractor and cost of materials, consumable stores, spares, manpower,
equipment usage, utilities, and other resources provided to the contractors for such services.
5.2.4 Cost of services rendered by contractors at their premises shall be determined at invoice or
agreed price including duties and taxes, and other expenditure directly attributable thereto
net of discounts (other than cash discount), taxes and duties refundable or to be credited. This
cost shall also include the cost of resources provided to the contractors.
5.2.5 Cost of services for the purpose of inter unit transfers shall also include distribution costs
incurred for such transfers.
5.2.6 Cost of services for the purpose of inter-company transfers shall also include distribution cost
incurred for such transfers and administrative overheads.
5.2.7 Cost of services rendered to outside parties shall also include distribution cost incurred for
such transfers, administrative overheads and marketing overheads.
5.3 Finance costs incurred in connection with the Service Cost Centre shall not form part of the cost of
Service Cost Centre.
5.4 The cost of service cost centre shall not include imputed costs.
5.5 Where the cost of service cost centre is accounted at standard cost, the price and usage variances
related to the services cost Centre shall be treated as part of cost of services. Usage variances due to
abnormal reasons shall be treated as part of abnormal cost.
5.6 Any Subsidy / Grant / Incentive or any such payment received / receivable with respect to any service
cost centre shall be reduced for ascertainment of the cost to which such amounts are related.
5.7 The cost of production and distribution of the service shall be determined based on the normal
capacity or actual capacity utilization whichever is higher and unabsorbed cost, if any, shall be
treated as abnormal cost (Adapted from Paragraph 5.7 of CAS 3). Cost of a Stand-by service shall
include the committed costs of maintaining such a facility for the service.
5.8 Any abnormal cost where it is material and quantifiable shall not form part of the cost of the service
cost centre.
of the service cost centre.
5.10 Credits/recoveries relating to the service cost centre including charges for services rendered to
outside parties, material and quantifiable, shall be reduced from the total cost of that service cost
centre.
5.11 Any change in the cost accounting principles applied for the measurement of the cost of Service Cost
Centre shall be made, only if it is required by law or for compliance with the requirements of a cost


6.1 While assigning cost of services, traceability to a cost object in an economically feasible manner
shall be the guiding principle.
6.2 Where the cost of services rendered by a service cost centre is not directly traceable to a cost object,
it shall be assigned on the most appropriate basis.
6.3 The most appropriate basis of distribution of cost of a service cost centre to the cost centres consuming
services is to be derived from logical parameters which could be related to the usage of the service
rendered. The parameter shall be equitable, reasonable and consistent.
7. Presentation
7.1 Cost of service cost centre shall be presented as a separate cost head for each type of service in the
cost statement, if material.
8. Disclosures
1. The basis of distribution of cost of each service cost centre to the consuming centres.
2. The cost of purchase, production, distribution, marketing and price of services with reference
to sales to outside parties
3. Where the cost of service cost centre is disclosed at standard cost, the price and usage variances
4. The cost of services received from / rendered to related parties (Related party as per the
5. Cost of service cost centre incurred in foreign exchange.
6. Any Subsidy/Grant/Incentive and any such payment reduced from cost of Service Cost Centre.
7. Credits/ recoveries relating to the cost of Service Cost Centre
8. Any abnormal cost excluded from cost of Service Cost Centre
9. Penalties and damages paid excluded from cost of Service Cost Centre.
assignment of the cost of service cost centre during the period covered by the cost statement which
has a material effect on the cost of service cost centre shall be disclosed. Where the effect of such
change is not ascertainable wholly or partly the fact shall be disclosed.
8.3 Disclosures shall be made only where material and significant.
schedule prominently.

CAS - 14
COST ACCOUNTING STANDARD ON POLLUTION CONTROL COST
(Revised 2017)
The following is the Cost Accounting Standard - 14 (CAS - 14) issued by the Council of The Institute of Cost
Accountants of India on “POLLUTION CONTROL COST”. In this Standard, the standard portions have been
set in bold italic type. This standard should be read in the context of the background material, which has been set
in normal type.
1. Introduction
This standard deals with principles and methods of determining the Pollution control costs.
This standard deals with the principles and methods of classification, measurement and assignment of
pollution control costs, for determination of Cost of product or service, and the presentation and disclosure
in cost statements.
2. Objective
determining the Pollution Control Costs with reasonable accuracy.
3. Scope
This standard should to be applied to cost statements which require classification, measurement,
assignment, presentation and disclosure of Pollution Control Costs including those requiring attestation.
4. Definitions
4.1 Air pollutant: Means any solid, liquid or gaseous substance (including noise) present in the
atmosphere in such concentration as may be or tend to be injurious to human beings or other living
creatures or plants or property or environment (Section 2 (a) of The Air (Prevention and Control of
Pollution) Act, 1981).
4.2 Air Pollution: Air pollution means the presence in the atmosphere of any air pollutant (Section 2 (b)
of The Air (Prevention and Control of Pollution) Act, 1981).
4.4 Direct Expenses: Expenses relating to manufacture of a product or rendering a service,which can
be identified or linked with the cost object other than direct material cost and direct employee cost
(Adapted from Paragraph 4.4 of CAS - 10).
4.5 Environment: Environment includes water, air and land and the inter-relationship which exists
among and between water, air and land, and human beings, other living creatures, plants, micro-
organism and property (Section 2 (a) of The Environment (Protection) Act, 1986).
4.6 Environmental Pollutant: Environmental Pollutant means any solid, liquid or gaseous substance
present in such concentration as may be, or tend to be, injurious to environment (Section 2 (b) of The
Environment (Protection) Act, 1986).

4.7 Environment Pollution: Environmental pollution means the presence in the environment of any
environmental pollutant (Section 2 (c) of The Environment (Protection) Act, 1986).
Examples are:
4.11 Pollution Control: Pollution Control means the control of emissions and effluents into environment.
It constitutes the use of materials, processes, or practices to reduce, minimize, or eliminate the
creation of pollutants or wastes. It includes practices that reduce the use of toxic or hazardous
materials, energy, water, and / or other resources.
Production overheads shall include administration cost relating to production, factory, works or
manufacturing.
4.13 Soil Pollutant: Soil Pollutant is a substance which is the source of soil contamination.
4.14 Soil Pollution: Soil pollution means the presence of any soil pollutant(s) in the soil which is harmful
to the living beings when it crosses its threshold concentration level.
4.16 Water pollution: Water pollution means such contamination of water or such alteration of the
physical, chemical or biological properties of water or such discharge of any sewage or trade effluent
or of any other liquid, gaseous or solid substance into water (whether directly or indirectly) as may,
or is likely to, create a nuisance or render such water harmful or injurious to public health or safety,
or to domestic, commercial, industrial, agricultural or other legitimate uses, or to the life and health
of animals or plants or of aquatic organisms (Section 2 (e) of The Water (Prevention and Control of
Pollution) Act, 1974).

5.1 Pollution Control costs shall be the aggregate of direct and indirect cost relating to Pollution Control
activity.
Direct cost includes the cost of materials, consumable stores, spares, manpower, equipment usage,
utilities, resources for testing & certification and other identifiable resources consumed in activities
such as waste processing, disposal, remediation and others.
Indirect cost includes the cost of resources common to various Pollution Control activities such as
Pollution Control Registration and such like expenses.
5.2 Costs of Pollution Control which are internal to the entity should be accounted for when incurred.
They should be measured at the historical cost of resources consumed.
5.3 Future remediation or disposal costs which are expected to be incurred with reasonable certainty
as part of Onerous Contract or Constructive Obligation, legally enforceable shall be estimated and
accounted based on the quantum of pollution generated in each period and the associated cost of
remediation or disposal in future.
For example future disposal costs of solid waste generated during the current period should be estimated
on, say, a per tonne basis.
5.4 Contingent future remediation or disposal costs e.g. those likely to arise on account of future legislative
changes on pollution control shall not be treated as cost until the incidence of such costs become
reasonably certain and can be measured.
External costs of pollution which are generally the costs imposed on external parties including social
costs are difficult to estimate with reasonable accuracy and are excluded from general purpose cost
statements.
Social costs of pollution are measured by economic models of cost measurement. The cost by way of
compensation by the polluting entity either under future legislation or under social pressure cannot be
quantified by traditional models of cost measurement. They are best kept out of general purpose cost
statements.
5.5 Cost of in-house Pollution Control activity shall include cost of materials, consumable stores, spares,
5.6 Cost of Pollution Control activity carried out by outside contractors inside the entity shall include
charges payable to the contractor and cost of materials, consumable stores, spares, manpower,
equipment usage, utilities, and other costs incurred by the entity for such jobs.
5.7 Cost of Pollution Control jobs carried out by contractor at its premises shall be determined at invoice
or agreed price including duties and taxes, and other expenditure directly attributable thereto net of
discounts (other than cash discount), taxes and duties refundable or to be credited. This cost shall also
include the cost of other resources provided to the contractors.
5.8 Cost of Pollution Control jobs carried out by outside contractors shall include charges made by the
contractor and cost of own materials, consumable stores, spares, manpower, equipment usage, utilities
and other costs used in such jobs.
5.9 Each type of Pollution Control e.g. water, air, soil pollution shall be treated as a distinct activity, if
material and identifiable.
5.10 Finance costs incurred in connection with the Pollution Control activities shall not form part of
Pollution Control costs.

5.11 Pollution Control costs shall not include imputed costs.

5.12 Price variances related to Pollution Control, where standard costs are in use, shall be treated as part of
Pollution Control cost. The portion of usage variances attributable to normal reasons shall be treated
as part of Pollution Control cost. Usage variances attributable to abnormal reasons shall be excluded
from Pollution Control cost.
5.13 Subsidy / Grant / Incentive or amount of similar nature received / receivable with respect to Pollution
Control activity, if any, shall be reduced for ascertainment of the cost of the cost object to which such
amounts are related.
5.14 Any Pollution Control cost resulting from abnormal circumstances, if material and quantifiable, shall
not form part of the Pollution Control cost.
not form part of the Pollution Control cost.
5.16 Credits / recoveries relating to the Pollution Control activity, material and quantifiable, shall be
deducted to arrive at the net Pollution Control cost.
5.17 Research and development cost to develop new process, new products or use of new materials to
avoid or mitigate pollution shall be treated as research and development costs and not included under
pollution control costs. Development costs incurred for commercial development of such product,
process or material shall be included in pollution control costs.
5.18 Any change in the cost accounting principles applied for the measurement of the Pollution Control
cost should be made only if, it is required by law or for compliance with the requirements of a cost
6.1 Pollution Control costs shall be traced to a cost object to the extent economically feasible.
Direct costs of pollution control such as treatment and disposal of waste shall be assigned directly to the
product, where traceable economically.
Where these costs are not directly traceable to the product but are traceable to a process which causes
pollution, the costs shall be assigned to the products passing through the process based on the quantity
of the pollutant generated by the product.
6.2 Where the Pollution Control cost is not directly traceable to cost object, it shall be treated as overhead
and assigned based on either of the following two principles;
cost.
Typical of such costs are costs such as administration costs relating to pollution control activities, costs
of certification such as ISO 14000 and registration fees payable to pollution control authorities
6.3 If the Pollution Control cost (including the share of the cost of reciprocal exchange of services) is
shared by several cost objects, the related cost shall be measured as an aggregate and distributed
among the cost objects as per principles laid down in Cost Accounting Standard – 3.

7. Presentation
7.1 Pollution Control cost, if material, shall be presented in the cost statement as a separate item of cost.
7.2 Pollution control costs shall be presented duly classified as follows:
(a) Direct and Indirect cost
(b) Internal and External costs
(c) Current and future costs
(d) Domain area e.g. water, air and soil.
7.3 Activity wise details of Pollution Control cost, if material, shall be presented separately.
8. Disclosures
1. The basis of distribution of Pollution Control cost to the cost objects/ cost units.
2. Where standard cost is applied in Pollution Control cost, the price and usage variances.
3. Pollution Control cost of Jobs done in-house and outsourced separately.
4. Pollution Control cost paid/ payable to related parties (Related party as per the applicable legal
requirements relating to the cost statement as on the date of the statement)
5. Pollution Control cost incurred in foreign exchange.
6. Any Subsidy / Grant / Incentive or any amount of similar nature received / receivable
reduced from Pollution Control cost.
7. Any credits / recoveries relating to the Pollution Control cost.
8. Any abnormal portion of the Pollution Control cost.
9. Penalties and damages excluded from the Pollution Control cost.
8.3 Cost incurred on pollution control relating to prior periods and taken to reconciliation directly shall
be disclosed separately.
8.4 Where estimates are made of future costs to be incurred on pollution control, the basis of estimate
shall be disclosed separately.
8.5 If a descriptive note dealing with the social cost of pollution caused by the entity and the control
of such pollution is contained in the same document as the cost statement, the cost Statement shall
carry a reference to such descriptive note.
schedule.
assignment of the Pollution Control cost during the period covered by the cost statement which has
a material effect on the Pollution Control cost shall be disclosed. Where the effect of such change is
not ascertainable wholly or partly the fact shall be indicated.

CAS - 15
COST ACCOUNTING STANDARD ON SELLING AND DISTRIBUTION OVERHEADS
The following is the COST ACCOUNTING STANDARD -15 (CAS-15) issued by the Council of The Institute of
Cost Accountants of India on “SELLING AND DISTRIBUTION OVERHEADS”. In this standard, the standard
portions have been set in bold italic type. These are to be read in the context of the background material which has
1. Introduction
This standard deals with the principles and methods of determining the Selling and Distribution Overheads.
Selling and Distribution Overheads, for determination of the cost of sales of product or service, and the
presentation and disclosure in cost statements.
2. Objective
determining the Selling and Distribution Overheads with reasonable accuracy.
3. Scope
presentation and disclosure of Selling and Distribution Overheads including those requiring attestation.
4. Definitions
and / or due to some abnormal situation of the production or operation (CAS 3 (Revised 2011) Para
4.1).
4.2 Absorption of overheads: Assigning of overheads to cost objects by means of appropriate absorption
rate.
Overhead Absorption Rate = Overheads of the Cost object / Quantum of base.
4.4 Distribution overheads: Distribution overheads, also known as distribution costs, are the costs
transfer.
The cost of packing, repacking, labelling, etc. at an intermediate storage location will be part of
distribution cost.

For Example:
1. Packing, repacking / labelling at an intermediate storage location
2. Transportation cost
3. Cost of warehousing (cover depots, godowns, storage yards, stock yards etc,)
Note:
In case of machinery involving technical help in installation, such expenses for installation are part of
cost of production and not considered as cost of Selling and Distribution Overheads.
4.6 Indirect expenses: Expenses which cannot be directly attributed to a particular cost object.
4.7 Marketing Overheads: Marketing overheads comprise of selling overheads and distribution
overheads.
For Example:
1. Salaries of sales personnel
2. Travelling expenses of sales personnel
3. Commission to sales agents
4. Sales and brand promotion expenses including advertisement, publicity, sponsorships,
endorsements and similar other expenses.
5. Receivable Collection costs
6. After sales service costs
7. Warranty costs
5.1 Selling and Distribution Overheads shall be the aggregate of the cost of resources consumed in the
selling and distribution activities of the entity. The cost of resources procured from outside shall
be determined at invoice or agreed price including duties and taxes, and other expenditure directly
attributable thereto net of discounts (other than cash discounts), taxes and duties refundable or to be
credited by the Tax Authorities.
Post sales costs such as warranty cost, product liability cost, after sales service shall be estimated on a
reasonable basis.
5.2 Selling and Distribution Overheads, the benefits of which are expected to be derived over a long
period, shall be amortised on a rational basis.
5.3 Selling and distribution overheads shall not include imputed cost.
5.4 Cost of after Sales Service provided in terms of sale agreement for a class of transactions, shall be
determined on rational and scientific basis, net of any recovery on the service.

5.5 Any Subsidy / Grant / Incentive or any such payment received / receivable with respect to any Selling
and Distribution Overheads shall be reduced from the cost of the sales of the cost object.
5.6 Any abnormal cost relating to selling and distribution activity shall be excluded from the Selling and
Distribution Overheads.
5.7 Any demurrage or detention charges, or penalty levied by transportation or other authorities in
respect of distribution activity shall not form part of the Selling and Distribution Overhead.
5.8 Penalties and damages paid to statutory authorities or other third parties shall not form part of the
Selling and Distribution Overheads.
5.9 Credits / recoveries relating to the Selling and Distribution Overheads including those rendered
without any consideration, material and quantifiable, shall be deducted to arrive at the net Selling
and Distribution Overheads.
5.10 Any change in the cost accounting principles applied for the measurement of the Selling and
Distribution Overheads shall be made only if it is required by law or for compliance with the
requirements of a cost accounting standard or a change would result in a more appropriate
preparation or presentation of cost statements of an entity.
6.1 Selling and Distribution Overheads directly traceable shall be assigned to the relevant product sold
or services rendered.
6.2 Transportation cost relating to distribution shall be assigned as per CAS – 5, where relevant and
applicable.
6.3 Assignment of Selling and Distribution Overheads to the cost objects shall be based on either of the
following two principles;
cost.
7. Presentation
7.1 Selling and Distribution overheads shall be presented as a separate cost head in the cost statement.
A reporting entity may use the term marketing Oveheads in place of Selling and Distribution overheads.
7.2 Element wise details of the Selling and Distribution overheads shall be presented, if material.
8. Disclosures
1. The basis of distribution of Selling and Distribution Overheads to the cost objects.
2. Selling and Distribution Overheads incurred in foreign exchange.
3. Cost of Selling and Distribution services rendered to related parties (Related party as per the

4. Any Subsidy / Grant / Incentive and any such payment reduced from Selling and Distribution
Overheads.
5. Credits / recoveries relating to the Selling and Distribution Overheads.
6. Penalties and damages excluded from the Selling and Distribution Overheads.
8.2 Disclosures shall be made only where material and significant.
schedule.
assignment of the Selling and Distribution Overheads during the period covered by the cost statement
which has a material effect on the Selling and Distribution Overheads shall be disclosed. Where the
9. Effective date:
being applied for the preparation and certification of General Purpose Cost Accounting Statements.

CAS -16
COST ACCOUNTING STANDARD ON DEPRECIATION AND AMORTISATION
(Revised 2017)
The following is the COST ACCOUNTING STANDARD – 16 (CAS – 16) issued by the Council of The Institute
of Cost Accountants of India on “DEPRECIATION AND AMORTISATION”. In this Standard, the standard
1. Introduction
This standard deals with the principles and methods of measurement and assignment of Depreciation
and Amortisation for determination of the cost of product or service, and the presentation and
2. Objective
determining the Depreciation and Amortisation with reasonable accuracy.
3. Scope
This standard shall be applied to cost statements which require measurement, assignment, presentation
and disclosure of Depreciation and Amortisation, including those requiring attestation.
4. Definitions
The following terms are being used in this standard with the meaning specified:-
4.1 Amortisation: Amortisation is the systematic allocation of the depreciable amount of an intangible
It refers to expensing the acquisition cost minus the residual value of intangible assets such as Franchise,
Patents and Trademarks or Copyrights in a systematic manner over their estimated useful economic life
so as to reflect their consumption in the production of goods and services.
4.2 Asset: An Asset is a resource;
(a) controlled by an entity as a result of past events; and
(b) from which future economic benefits are expected to flow to the entity.
An asset is a resource controlled by the enterprise as a result of past events from which future economic
benefits are expected to flow to the enterprise. In case of some assets which are acquired for safety or
environmental reasons, the acquisition of such assets may not provide future economic benefits directly
but may be necessary for an entity to obtain the future economic benefits from other assets. Such items
also qualify for recognition as assets.

4.4 Current asset: An entity shall classify an asset as current when :
(a) it expects to realise the asset, or intends to sell or consume it, in its normal operating cycle;
(b) it holds the asset primarily for the purpose of trading;
(c) it expects to realise the asset within twelve months after the reporting period; or
(d) the asset is cash or a cash equivalent unless the asset is restricted from being exchanged or used
to settle a liability for at least twelve months after the reporting period.
4.5 Depreciation: Depreciation is the systematic allocation of the depreciable amount of an asset over its
useful life.
4.6 Depreciable amount: The cost of an asset, or other amount substituted for cost in the financial
statement, less its residual value.
4.7 Depreciable property, plant and equipment are tangible assets that:
Land is not a depreciable asset as it does not have a defined useful life.
4.8 Impairment Loss: An impairment loss is the amount by which the carrying amount of an asset
exceeds its recoverable amount.
4.9 Intangible Asset: An intangible asset is an identifiable non-monetary asset without physical
substance.
4.10 Residual (salvage) value: The estimated amount that an entity would currently obtain from disposal
of an asset, after deducting the estimated costs of disposal, if the assets were already of the age and
in the condition expected at the end of its useful life.
4.11 Useful life of asset: Useful life of asset is either:
(a) the period over which a asset is expected to be available for use by an entity ; or
(b) the number of production or similar units expected to be obtained from use of the asset by the
entity.
5.1 Depreciation and Amortisation shall be measured based on the depreciable amount and the useful
life.
The residual value of an intangible asset shall be assumed to be zero unless:
(a) there is a commitment by a third party to purchase the asset at the end of its useful life; or

(b) there is an active market for the asset and:
1. residual value can be determined by reference to that market; and
2. it is probable that such a market will exist at the end of the asset’s useful life.
3. The residual value of a property, plant and equipment shall be considered as zero if the entity
is unable to estimate the same with reasonable accuracy.
The minimum amount of depreciation to be provided shall not be less than the amount calculated as per
principles and methods as prescribed by any law or regulations applicable to the entity and followed by
it.
5.2 In case of regulated industry the amount of depreciation shall be the same as prescribed by the
concerned regulator.
5.3 While estimating the useful life of a depreciable asset, consideration shall be given to the following
factors:
(a) Expected physical wear and tear;
(b) Obsolescence; and
(c) Legal or other limits on the use of the asset.
5.4 The useful life of an intangible asset that arises from contractual or other legal rights shall not
exceed the period of the contractual or other legal rights, but may be shorter depending on the period
over which the entity expects to use the asset.
If the contractual or other legal rights are conveyed for a limited term that can be renewed, the useful life
of the intangible asset shall include the renewal period(s) only if there is evidence to support renewal
by the entity without significant cost. The useful life of a re-acquired right recognised as an intangible
asset in a business combination is the remaining contractual period of the contract in which the right
was granted and shall not include renewal periods.
The useful life of an intangible asset, in any situation, shall not exceed 10 years from the date it is
available for use.
5.5 Depreciation of an asset begins when it is available for use, i.e. when it is in the location and condition
necessary for it to be capable of operating in the manner intended by management.
An asset which is used only when the need arises but is always held ready for use.
Example: fire extinguisher, stand by generator, safety equipment shall be considered to be an asset
available for use.
Depreciation of an asset ceases at the earlier of the date that the asset is classified as held for sale (or
included in a disposal group that is classified as held for sale) or the date that the asset is de-recognized.
5.6 Depreciation of any addition or extension to an existing depreciable asset which becomes an integral
part of that asset shall be based on the remaining useful life of that asset.

5.7 Depreciation of any addition or extension to an existing depreciable asset which retains a separate
identity and is capable of being used after the expiry of the useful life of that asset shall be based on
the estimated useful life of that addition or extension.
5.8 The impact of higher depreciation due to revaluation of assets shall not be assigned to cost object.
5.9 Impairment loss on assets shall be excluded from cost of production.
5.10 The method of depreciation used shall reflect the pattern in which the asset’s future economic
benefits are expected to be consumed by the entity.
5.11 An entity can use any of the methods of depreciation to assign depreciable amount of an asset on a
systematic basis over its useful life.
For example:
(a) Straight-line method;
(b) Diminishing balance method; and
(c) Units of production method.
5.12 The method of amortisation of intangible asset shall reflect the pattern in which the economic
benefits are expected to be consumed by the entity.
5.13 The methods and rates of depreciation applied shall be reviewed at least annually and, if there has
been a change in the expected pattern of consumption or loss of future economic benefits, the method
applied shall be changed to reflect the changed pattern.
5.14 Items such as spare parts, stand-by equipment and servicing equipment are recognised as property,
Plant and Equipment when they meet the definition of Property, Plant and Equipment and depreciated
accordingly. Otherwise, such items are classified as inventory and recognised in cost as and when
they are consumed.
5.15 Cost of small assets shall be written off in the period in which they were purchased as per the
accounting policy of the entity.
5.16 Depreciation of an asset shall not be considered in case cumulative depreciation exceeds the original
cost of the asset, net of residual value.
5.17 Where depreciation for an addition of an asset is measured on the basis of the number of days for
which the asset was used for the preparation and presentation of financial statements, depreciation
of the asset for assigning to cost of object shall be measured in relation to the period, the asset
actually utilized.
6. Assignment of Costs
6.1 Depreciation shall be traced to the cost object to the extent economically feasible.
6.2 Where the depreciation is not directly traceable to cost object, it shall be assigned based on either of
the following two principles:
i. Cause and effect - cause is a process or operation or activity and effect is the incurrence of cost.

ii. Benefits received– depreciation is to be apportioned to the various cost objects in proportion to
6.3 Depreciation on an asset which if remains idle or temporarily retired from production of goods and
services or remains idle shall be considered as abnormal cost for the period when the asset is not in
use.
6.4 The depreciation charged for a period is usually recognised in cost of goods or services.
6.5 Similarly, wherever the property plant & equipment are used for producing another asset, the related
depreciation shall form part of cost of such asset.
7. Presentation
Depreciation and Amortisation, if material, shall be presented in the cost statement as a separate item of
cost.
8. Disclosures
8.1 The cost statement shall disclose the following:-
1. The basis of distribution of Depreciation and Amortisation to the cost objects.
2. Any credits / recoveries relating to Depreciation and Amortisation.
3. Additional Depreciation on account of revaluation of asset, which is not included in cost.
4. Amount of depreciation that is not included in cost because of temporary retirement of assets
from production of goods and services.
8.2 Disclosure shall be made only where material, significant and quantifiable.
8.3 Disclosures shall be made in the body of the cost statement or as a foot note or in a separate schedule.
assignment of Depreciation and Amortisation during the period covered by the cost statement which
has a material effect on Depreciation and Amortisation shall be disclosed. Where the effect of such
change is not ascertainable wholly or partly, the fact shall be indicated.

CAS-17
COST ACCOUNTING STANDARD ON INTEREST AND FINANCING CHARGES
[Revised 2017]
The following is the Cost Accounting Standard (CAS 17) issued by the Council of The Institute of Cost Accountants
of India for determination of “INTEREST AND FINANCING CHARGES”. In this Standard, the standard
portions have been set in bold italic type. These are to be read in the context of the background material which has
1. Introduction
Interest and Financing Charges.
2. Objective
The objective of this standard is to bring uniformity and consistency in the principles, methods of
determining and assigning the Interest and Financing Charges with reasonable accuracy.
3. Scope
presentation and disclosure of Interest and Financing Charges including those requiring attestation.
This standard does not deal with costs relating to risk management through derivatives.
4. Definitions
4.1 Asset: An Asset is a resource;
(a) controlled by an entity as a result of past events; and
(b) from which future economic benefits are expected to flow to the entity.
4.3 Current asset: An entity shall classify an asset as current when :
(a) it expects to realise the asset, or intends to sell or consume it, in its normal operating cycle;
(b) it holds the asset primarily for the purpose of trading;
(c) it expects to realise the asset within twelve months after the reporting period; or
(d) the asset is cash or a cash equivalent unless the asset is restricted from being exchanged or used
to settle a liability for at least twelve months after the reporting period.
4.4 Current Liabilities: An entity shall classify a liability as current when :
(a) it expects to settle the liability in its normal operating cycle;
(b) it holds the liability primarily for the purpose of trading;

(c) the liability is due to be settled within twelve months after the reporting period ; or
(d) it does not have an unconditional right to defer settlement of the liability for at least twelve
months after the reporting period.
4.6 Intangible Asset: An intangible asset is an identifiable non-monetary asset without physical
substance.
Examples are:
4.8 Net current asset: Net current asset is the excess of current assets over current liabilities
Current Liabilities shall include short term borrowings and that part of long term borrowings which are
classified as current liabilities
Short term borrowing is the borrowing which is repayable within one year from the date of disbursal as
per Loan Agreement.
Long term borrowing is the borrowing which is repayable after one year from the date of disbursal as
per Loan Agreement.
5.1 Interest and Financing Charges shall be measured in accordance with the Accounting Standards
notified by the Central Government under the Companies (Accounting Standards) Rules 2006 or
with the Indian Accounting Standards notified under the Companies (Indian Accounting Standards)
Rules 2015, as applicable.
5.2 Interest and Financing Charges incurred shall be identified for :
(a) acquisition / construction/ production of qualifying assets; and
(b) Other finance costs for production of goods/ operations or services rendered which cannot be
classified as qualifying assets.
5.3 Interest and Financing Charges directly attributable to the acquisition /construction/ production of
a qualifying asset shall be included in the cost of the asset.
5.4 Interest and Financing Charges shall not include imputed costs.
5.5 Subsidy / Grant / Incentive or amount of similar nature received / receivable with respect to Interest
and Financing Charges if any, shall be reduced to ascertain the net interest and financing charges.
5.6 Penal Interest for delayed payment, Fines, penalties, damages and similar levies paid to statutory

authorities or other third parties shall not form part of the Interest and Financing Charges.
In case the company delays the payment of Statutory dues beyond the stipulated date, interest paid for
delayed payment shall not be treated as penal interest.
5.7 Interest paid for or received on investment shall not form part of the other financing charges for
production of goods / operations or services rendered;
6.1 Assignment of Interest and Financing Charges to the cost objects shall be based on either of the
following principles;
(a) Cause and effect- cause is the process or operation or activity and effect is the incurrence of
cost.
(b) Benefits received- Interest and Financing Charges are to be apportioned to the various cost
objects in proportion to the benefits received by them.
7. Presentation
Interest and Financing Charges shall be presented in the cost statement as a separate item of cost of sales.
8. Disclosures
1. The basis of distribution of Interest and Financing Charges to the cost objects/ cost units.
2. Where predetermined cost is applied in Interest and Financing Charges, the rate and usage
variances.
3. Interest and Financing Charges paid/ payable to related parties.
4. Interest and Financing Charges incurred in foreign exchange.
5. Any Subsidy / Grant / Incentive or any amount of similar nature received / receivable reduced
Interest and Financing Charges.
8.3 Interest and Financing Charges incurred relating to prior periods and taken to reconciliation directly
shall be disclosed separately.
schedule.
assignment of the Interest and Financing Charges during the period covered by the cost statement
which has a material effect on the Interest and Financing Charges shall be disclosed. Where the

CAS -18
COST ACCOUNTING STANDARD ON RESEARCH AND DEVELOPMENT COSTS
The following is the Cost Accounting Standard-18 (CAS-18) issued by the Council of The Institute of Cost
Accountants of India for determination of “RESEARCH AND DEVELOPMENT COSTS”. In this Standard, the
standard portions have been set in bold italic type. This standard should be read in the context of the background
material which has been set in normal type.
1. Introduction
This standard deals with the principles and methods of determining the Research, and Development
Costs and their classification, measurement and assignment for determination of the cost of product or
service, and the presentation and disclosure in cost statements.
2. Objective
determining the Research, and Development Costs with reasonable accuracy and presentation of the same.
3. Scope
This standard should be applied to cost statements that require classification, measurement, assignment,
presentation and disclosure of Research, and Development Costs including those requiring attestation.
4. Definitions
paragraph 6.5.19).
4.3 Direct Employee Cost: Employee cost, which can be attributed to a Cost Object in an economically
feasible way (Adapted from CAS 1 Para 6.2.4 (Direct labour cost)).
be identified or linked with the cost object other than direct material or direct employee cost (Adapted
from CAS 1 Para 6.2.6).
Examples of Direct Expenses are royalties charged on production, hire charges for use of specific
equipment for a specific job, cost of special designs or drawings for a job, software services specifically
required for a job, travelling Expenses for a specific job.
4.5 Direct Materials: Materials, the cost of which can be attributed to a cost object in an economically
feasible way (Adapted from CAS 1-6.2.3).
4.6 Imputed Costs: Notional cost, not involving cash outlay, computed for any purpose
4.7 Indirect Employee Cost: The employee cost which cannot be directly attributed to a particular cost
object.

4.8 Indirect Material Cost: Material cost that cannot be directly attributed to a particular cost object.
4.9 Indirect expenses: Expenses which cannot be directly attributed to a particular cost object.
4.11 Research and Development:
4.11.1 Research: Research is original and planned investigation undertaken with the prospect of
gaining new scientific or technical knowledge and understanding (Adapted AS 26).
4.11.2 Development cost: Development cost is the cost for application of research finding or other
knowledge to a plan or design for the production of new or substantially improved materials,
devices, products, processes, systems, or services before the start of commercial production
or use.
4.11.3 Research Cost: Research cost is the cost of original and planned investigation undertaken
with the prospect of gaining new scientific or technical knowledge and understanding.
5.1 Research, and Development Costs shall include all the costs that are directly traceable to research
and/or development activities or that can be assigned to research and development activities strictly
on the basis of (a) cause and effect or (b) benefits received. Such costs shall include the following
elements:
1. The cost of materials and services consumed in Research, and Development activities.
2. Cost of bought out materials and hired services as per invoice or agreed price including duties and
taxes directly attributable thereto net of trade discounts, rebates, taxes and duties refundable or to
be credited.
3. The salaries, wages and other related costs of personnel engaged in Research, and Development
activities;
4. The depreciation of equipment and facilities, and other tangible assets, and amortisation of
intangible assets to the extent that they are used for Research, and Development activities;
5. Overhead costs, other than general administrative costs, related to Research, and Development
activities.
6. Costs incurred for carrying out Research, and Development activities by other entities and charged
to the entity; and
7. Expenditure incurred in securing copyrights or licences
8. Expenditure incurred for developing computer software
9. Costs incurred for the design of tools, jigs, moulds and dies
10. Other costs that can be directly attributed to Research, and Development activities and can be
identified with specific projects.
5.2 Subsidy / Grant / Incentive or amount of similar nature received / receivable with respect to Research,
and Development Activity, if any, shall be reduced from the cost of such Research, and Development
Activity.

5.3 Any abnormal cost where it is material and quantifiable shall not form part of the Research, and
Development Cost.
not form part of the Research, and Development Cost.
5.5 The amortisation of an intangible asset arising from the development activity shall be treated as set
out in the CAS 16 relating to Depreciation and Amortisation.
5.6 Research, and Development costs shall not include imputed costs.
5.7 Credits/recoveries relating to Research, and Development cost, if material and quantifiable, including
from the sale of output produced from the Research and Development activity shall be deducted from
the Research and Development cost.
6.1 Research, and Development costs attributable to a specific cost object shall be assigned to that cost
object directly.
Research, development costs that are not attributable to a specific product or process shall not form part
of the product cost.
6.2 Development cost which results in the creation of an intangible asset shall be amortised over its
useful life
6.3 Assignment of Development Costs shall be based on the principle of “benefits received”.
6.4 Research and Development Costs incurred for the development and improvement of an existing
process or product shall be included in the cost of production.
In case the Research and Development activity related to the improvement of an existing process or
product continues for more than one accounting period, the cost of the same shall be accumulated and
amortised over the estimated period of use of the improved process or estimated period over which the
improved product will be produced by the entity after the commencement of commercial production, as
the case may be, if the improved process or product is distinctly different from the existing process or
product and the product is marketed as a new product. The amount allocated to a particular period shall
be included in the cost of production of that period. If the expenditure is only to improve the quality of
the existing product or minor modifications in attributes, the principle shall not be applied.
6.5 Development costs attributable to a saleable service e.g providing technical know-how to outside
parties shall be accumulated separately and treated as cost of providing the service.
7. Presentation
7.1 Research and Development costs relating to improvement of the process or products or services shall
be presented as a separate item of cost in the cost statement under cost of production.
7.2 Research, and Development costs which are not related to improvement of the process, materials,
devices, processes, systems, product or services shall be presented as a part of the reconciliation
statement.
8. Disclosures
1. The basis of accumulation and assignment of Research and Development costs.

2. The Research, and Development costs paid to related parties(Related party as per the applicable
legal requirements relating to the cost statement as on the date of the statement).
3. Credit/recoveries from related parties
4. Research, and Development cost incurred in foreign exchange.
5. Any Subsidy/Grant/Incentive and any such payment reduced from Research, and Development
cost.
6. Credits/recoveries deducted from the Research, and Development cost.
7. Any abnormal cost excluded from Research, and Development cost including cost of abandoned
projects and research activities considered abnormal.
8. Penalties and damages paid etc. excluded from Research, and Development cost.
assignment of the Research, and Development cost during the period covered by the cost statement
that has a material effect on the Research, and Development cost shall be disclosed. Where the effect
of such change is not ascertainable wholly or partly the fact shall be indicated.
8.4 Disclosures shall be made in the body of the Cost Statement or as a foot note or as a separate schedule.

CAS-19
COST ACCOUNTING STANDARD ON JOINT COSTS
The following is the Cost Accounting Standard – 19 (CAS - 19) issued by the Council of The Institute of Cost
Accountants of India for determination of “JOINT COSTS”. In this standard, the standard portions have been set
in bold Italic type. This standard should be read in the context of the background material which has been set in
normal type.
1. Introduction
The standard deals with the principles and methods of measurement and assignment of Joint Costs and
the presentation and disclosure in cost statement.
2. Objective
The objective of this standard is to bring uniformity, consistency in the principles, methods of determining
and assigning Joint Costs with reasonable accuracy.
3. Scope
The standard shall be applied to cost statements which require classification, measurement, assignment,
presentation and disclosure of Joint Costs including those requiring attestation.
4. Definitions
The following terms are being used in this standard within the meaning specified.
4.1 By-Product: Product with relatively low value produced incidentally in the manufacturing of the
product or service.
4.3 Imputed Cost: Notional cost, not involving cash outlay, computed for any purpose
4.4 Joint Costs: Joint costs are the cost of common resources used to produce two or more products or
services simultaneously.
4.5 Joint product: Products or services that are produced simultaneously, by the same process, identifiable
4.7 Split off point: The point in the production process at which joint products become separately
identifiable.

The terms split off point and separation point are used interchangeably.
4.8 Waste: Material lost during production or storage and discarded material which may or may not
have any value.
5.1 The principles and methods for measuring Joint costs upto the split off point will be the same as
stipulated in other cost accounting standards.
5.2 Cost incurred after split-off point on product separately identifiable shall be measured for the
resources consumed for each Joint/By-Product.
5.3 Cost incurred after split- off point for further processing of joint product/By-Product shall be the
aggregate of direct and indirect costs.
5.4 Cost of further processing of joint product/By-Product carried out by outside parties shall be
determined at invoice or agreed price including duties and taxes, net of discounts (other than cash
discount) taxes and duties refundable or to be credited and other expenditure directly attributable to
such processing. This cost shall also include the cost of resources provided to outside parties.
5.5 In case the production process generates scrap or waste, realized or realizable value, net of disposal
cost, of scrap and waste shall be deducted from the cost of Joint Product.
5.6 Any Subsidy / Grant / Incentive or any such payment received / receivable with respect to any joint
product /By-Product shall be reduced for ascertainment of the cost to which such amounts are
related.
of the joint product /By-Product.
6. Assignment of Costs
6.1 Joint cost incurred shall be assigned to joint products based on benefits received, which is measured
using any of the following methods:
(a) Physical Units Method.
(b) Net Realisable Value at split-off point.
Net realisable value for this purpose means the net selling price per unit multiplied by quantity
(Quantity sold). Net realizable value is to be adjusted for the post- split off costs.
(c) Technical estimates
6.2 The value of By-Product shall be estimated using any of the following methods for adjusting joint
costs :
a. Net realizable value
Net realizable value for this purpose means the net selling price per unit multiplied by quantity
(Quantity sold). Net realizable value is to be adjusted for the post- split off costs.

b. Technical Estimates
This method may be adopted where the By-Product is not saleable in the condition in which it
emerges or comparative prices of similar products are not available.
7. Presentation
The Cost Statement shall present the element wise cost of individual products produced jointly and the
value assigned to By-Products.
8. Disclosures
8.1 The Cost statement shall disclose the basis of allocation of Joint costs to individual products and the
value assigned to the By-Products
8.2 The Cost statement shall also disclose:
8.3 The disclosure should be made only where material, significant & quantifiable.
8.4 Disclosures shall be made in the body of Cost Statements or as a foot note or as a separate schedule.
assignment of the Joint costs and the value assigned to by-product during the period covered by the
cost statement which has a material effect on the Joint/ By-Products shall be disclosed. Where the
9. Effective date:
This Cost Accounting Standard shall be effective from the period commencing on or after 1st April, 2014 for
being applied for the preparation and certification of General Purpose Cost Accounting Statements.

CAS-20
COST ACCOUNTING STANDARD ON ROYALTY AND TECHNICAL KNOW-HOW FEE
[Revised 2017]
The following is Cost Accounting Standard- (CAS-20) issued by the council of The Institute of Cost Accountants
of India for determination of “ROYALTY AND TECHNICAL KNOW-HOW FEE”. In this Standard, the
standard portions have been set in bold italic type. This standard should be read in the context of the background
1. Introduction
1.1 This standard deals with the principles and methods of determining the amount of Royalty and Technical
Know-how Fee.
of the amount of Royalty and Technical Know-how Fee, for determination of the cost of product or
service, and their presentation and disclosure in cost statements.
2. Objective
determining the amount of Royalty and Technical Know-how Fee with reasonable accuracy.
3. Scope
This standardshouldbe applied to cost statements, which require classification, measurement, assignment,
presentation and disclosure of the amount of Royalty and Technical Know-how Fee including those
requiring attestation.
4. Definitions
Examples are:

4.4 Royalty: Royalty is any consideration for the use of asset (tangible and/or intangible) to the owner.
Royalty is often expressed as a percentage of the revenues obtained by use of the owners asset (tangible
and/or intangible); per unit of production or sales value. It may relate to use of: Non-renewable resource
(petroleum and mineral resources); Patents; Trade marks; Franchise rights; Copy rights; art-work,
software and the like.
The terms Assets, tangible assets and intangible assets will have the same meaning as in the Accounting
Standards notified by the Central Government under the Companies (Accounting Standards) Rules,
2006.
4.5 Technical service fee: Technical service fee is any consideration payable to provider of technical or
managerial services.
5.1 Royalty and Technical Know-how Fee paid or incurred in lump-sum or which are in the nature of
‘one – time’ payment, shall be amortised on the basis of the estimated output or benefit to be derived
from the related asset.
Examples: Amortisation of the amount of Royalty or Technical Know-how fee paid for which the
benefit is ensued in the current or future periods shall be determined based on the production / service
volumes estimated for the period over which the asset is expected to benefit the entity .
5.2 Amount of the Royalty and Technical Know-how Fee shall not include finance costs and imputed
costs.
5.3 Any Subsidy/Grant/Incentive or any such payment received/receivable with respect to amount
of Royalty and Technical Know-how fee shall be reduced to measure the amount of royalty and
technical know- how fee.
amount of Royalty and Technical Know-how fee.
5.5 Credits/ recoveries relating to the amount Royalty and Technical Know-how fee, material and
quantifiable, shall be deducted to arrive at the net amount of Royalty and Technical Know-how fee.
5.6 Any change in the cost accounting principles applied for the measurement of the amount of Royalty
and Technical Know-how Fee should be made only if, it is required by law or for compliance with
the requirements of a cost accounting standard, or a change would result in a more appropriate
preparation or presentation of cost statements of an organisation.
6.1 Royalty and Technical Know-how fee that is directly traceable to a cost object shall be assigned to
that cost object. In case such fee is not directly traceable to a cost object then it shall be assigned on
any of the following basis:
a. Units produced

b. Units sold
c. Sales value
6.2 The amount of Royalty fee paid for mining rights shall form part of the cost of material.
6.3 The amount of Royalty and Technical Know-how fee shall be assigned on the nature/ purpose of
such fee.
The amount of royalty and technical know-how fee related to product or process know how shall be
treated as cost of production; if it is related to trademarks or brands shall be treated as cost of sales.
7. Presentation
7.1 The amount Royalty and Technical Know-how fee shall be presented as a separate cost head with
suitable classification.
8. Disclosures
1. The basis of distribution of the amount Royalty and Technical Know-how fee to the cost objects/
cost units.
2. Quantity and the related rate of items of the amount of Royalty and Technical Know-how fee,
as applicable.
3. Royalty and Technical Know-how fee paid/ payable to related parties (Related party as per the
applicable legal requirements relating to the cost statement as on the date of the statement) .
4. Royalty and Technical Know-how fee incurred in foreign exchange.
5. Any Subsidy/Grant/Incentive and any such payment reduced from the amount of Royalty and
Technical Know-how fee.
6. Credits/recoveries relating to the amount of Royalty and Technical Know-how fee.
7. Penalties and damages excluded from the amount of Royalty and Technical Know-how fee
schedule.
assignment of the amount Royalty and Technical Know-how fee during the period covered by the
cost statement which has a material effect on the amount Royalty and Technical Know-how fee.
Where the effect of such change is not ascertainable wholly or partly the fact shall be indicated.

CAS-21
COST ACCOUNTING STANDARD ON QUALITY CONTROL
[Revised 2017]
The following is the Cost Accounting Standard (CAS -21) issued by the Council of The Institute of Cost Accountants
of India for determination of “QUALITY CONTROL ”. In this standard, the standard portions have been set in
bold italic type. These are to be read in context of the background material which has been set in normal type.
1. Introduction
The standard deals with the principles and methods of measurement and assignment of Quality Control
cost and the presentation and disclosure in cost statement.
2. Objective
and assigning Quality Control cost with reasonable accuracy.
3. Scope
The standards shall be applied to cost statements which require classification, measurement, assignment,
presentation and disclosure of Quality Control cost including those requiring attestation.
4. Definitions
and/ or due to some abnormal situation of the production or operation (Adopted from CAS 1
paragraph 6.5.19).
4.3.1 Rework: Defectives which can be brought up to the standards by putting in additional
resources.
resources.
process.
4.4 Imputed Costs: Notional cost, not involving cash outlay, computed for any purpose
Examples are:

4.7 Quality: Quality is the conformance to requirements or specifications.
The quality of a product or service is fitness of that product or service for meeting its intended use as
required by customer.
4.8 Quality control: A procedure or a set of procedures exclusively designed to ensure that the
manufactured products or performed service adhere to a defined set of quality criterion or meets
requirement of the client or the customer.
4.9 Quality Control cost: Cost of resources consumed towards quality control procedures
4.11 Waste and spoilage:
4.11.1 Waste: Material lost during production or storage and discarded material which may or may
not have any value.
4.11.2 Spoilage: Production that does not meet the quality requirements or specifications and
cannot be rectified economically.
5.1 Quality Control cost incurred in-house shall be the aggregate of the cost of resources consumed
in the Quality Control activities of the entity. The cost of resources procured from outside shall be
determined at invoice or agreed price including duties and taxes, and other expenditure directly
attributable thereto net of discounts (other than cash discounts), taxes and duties refundable or to be
credited by the Tax Authorities.
Such cost shall include:
• Cost of conformance to quality: (a) prevention cost; and (b) appraisal cost.
5.2 Identification of Quality Control costs shall be based on traceability in an economically feasible
manner.
5.3 Quality Control costs other than those referred to in paragraph 5.2 shall be determined on the basis
of amount incurred in connection therewith.
5.4 Finance costs incurred in connection with the self generated or procured resources shall not form
part of Quality Control cost.
5.5 Quality Control costs shall not include imputed costs.
5.6 Any Subsidy/Grant/Incentive or any such payment received/receivable with respect to any Quality
Control cost shall be reduced for ascertainment of the cost of the cost object to which such amounts

are related.
5.7 Any abnormal portion of the Quality Control cost where it is material and quantifiable shall not form
part of the Cost of Quality Control.
Quality Control cost.
5.9 Any change in the cost accounting principles applied for the measurement of the Quality Control
cost shall be made only if, it is required by law or for compliance with the requirements of a cost
6.1 Quality Control cost that is directly traceable to the cost object shall be assigned to that cost object.
6.2 Assignment of Quality Control cost to the cost objects shall be based on benefits received by them.
(i) Benefits received – Quality Control cost is to be apportioned to the various cost objects in
proportion to the benefits received by them.
For example : On the basis of number of tests performed for a product.
7. Presentation
7.1 Quality Control cost, if material, shall be presented as a separate cost head with suitable classification.
8. Disclosures
8.1.1 The basis of distribution of Quality Control cost to the cost objects/ cost units.
8.1.2 Quantity and Cost of resources used for Quality Control cost as applicable.
8.1.3 Quality Control cost paid/ payable to related parties (Related party as per the applicable legal
requirements relating to the cost statement as on the date of the statement).
8.1.4 Quality Control cost incurred in foreign exchange.
8.1.5. Any abnormal portion of the Quality Control cost.
8.1.6 Penalties and damages excluded from the Quality Control cost
schedule.
assignment of the Quality Control cost during the period covered by the cost statement which has a
material effect on the Quality Control cost shall be disclosed. Where the effect of such change is not
ascertainable wholly or partly the fact shall be indicated.

CAS – 22
COST ACCOUNTING STANDARD ON MANUFACTURING COST
[Revised 2017]
of Cost Accountants of India for determination of “MANUFACTURING COST”. In this Standard, the standard
1. Introduction
1.1 This standard deals with the principles and methods of determining the Manufacturing Cost of
excisable goods.
for determination of the Manufacturing Cost of excisable goods and the presentation and disclosure
in cost statements.
2. Objective
determining the Manufacturing Cost of excisable goods.
3. Scope
presentation and disclosure of Manufacturing Cost of excisable goods.
4. Definitions
4.1 Abnormal and non-recurring cost: An unusual or atypical cost whose occurrence is usually irregular
and unexpected and/or due to some abnormal situation of the production or operation.
of an organisation.
Administrative overheads need to be analysed in relation to production/manufacturing activities and
other activities. Administrative overheads in relation to production/manufacturing activities shall be
included in the manufacturing cost.
Administrative overheads in relation to marketing, projects management, corporate office or any other
expense not related to the manufacturing activity shall be excluded from manufacturing cost.
4.3 Captive Consumption: Captive Consumption means the consumption of goods manufactured by
one division or unit and consumed by another division or unit of the same organization or related
undertaking for manufacturing another product(s), as defined in section4(3) of the Central Excise
Act, 1944.
4.4 Defectives: End Product and/or intermediate product units that do not meet quality standards. This

An intermediate product is a product that might require further processing before it is saleable to the
ultimate consumer.
4.4.1 Reworks: Defectives which can be brought up to the standards by putting in additional
resources.
Rework includes repairs, reconditioning, retro-fitment and refurbishing.
resources.
process.
4.5 Depreciation: Depreciation is a measure of the wearing out, consumption or other loss of value of
a depreciable asset arising from use, efflux of time or obsolescence through technology and market
changes. Depreciation does not include impairment loss.
Depreciation is allocated so as to charge a fair proportion of the depreciable amount in each
accounting period during the estimated useful life of the asset.
Depreciable amount of a depreciable asset is its historical cost, or other amount substituted for
historical cost in the financial statements, less the estimated residual value.
Useful life of asset is either
(i) the period over which a depreciable asset is expected to be used by the enterprise; or
(ii) the number of production or similar units expected to be obtained from the use of the asset by
the entity.
Depreciation that is charged in audited financial statement should be considered.
4.6 Direct Expenses: Expenses relating to manufacture of an excisable good, which can be identified to
such excisable good other than direct material cost and direct employee cost.
4.7 Employee Cost: The aggregate of all kinds of consideration paid, payable and provisions made for
future payments for the services rendered by employees of an enterprise (including temporary, part
time and contract employees). Consideration includes wages, salary, contractual payments and
benefits, as applicable or any amount paid or payable on behalf of employee. This is also known as
Labour Cost.
4.7.1 Direct Employee Cost: The cost of employees which can be attributed to an excisable good in
an economically feasible way.
4.7.2 Indirect Employee Cost: The cost of employees which cannot be directly attributed to a
particular excisable good.
Examples are:


4.9 Manufacturing Cost: Manufacturing cost of an excisable good is the aggregate of costs of all
resources used in the process of its manufacturing.
Manufacturing cost includes cost of Materials (including process materials), Employee Cost, Cost
of Utilities, Packing Cost, Direct Expenses, Repairs &Maintenance Cost, Pollution Control Cost,
Quality Control Cost, Research & Development Cost, Cost of Inputs received free of cost or received
at concessional value from the buyer of the excisable good, Depreciation and Amortisation (including
amortisation cost of free tools, patterns ,dies, drawings, blue prints, technical maps, charts, engineering,
development, art work, design work, plans, sketches, packaging material and the like necessary for
production of excisable goods), Cost of Rework, reconditioning, retro-fitment, Manufacturing
Overheads, other costs allocable to such activity, adjustment for stock of work-in-process and recoveries
for sales of scrap and wastages and the like but does not include expenses of the above nature incurred
for post manufacturing purposes.
Manufacturing Cost and Cost of Production are used interchangeably.
4.10 Manufacturing Overheads: Indirect costs involved in the manufacturing process
The terms Manufacturing Overheads, Factory Overheads, Works Overheads and Production Overheads
have the same meaning and are used interchangeably. Manufacturing overheads shall include
administration cost relating to production, factory, works or manufacturing and depot.
Manufacturing Overheads shall be classified on the basis of behaviour as Variable Manufacturing
Overheads and Fixed Manufacturing Overheads.
Variable Manufacturing Overheads comprise of expenses which vary in proportion to the change in
volume of production. For example, cost of utilities etc.
Fixed Manufacturing overheads comprise of expenses which does not change with the change in
volume of production. For example, salaries, rent, repairs & maintenance, etc.
4.11 Material Consumed: Material Consumed includes materials directly identified for production of
excisable goods such as:
(a) Indigenous materials
(b) Imported materials
(c) Bought out items
(d) Self-manufactured items
(e) Process materials and other items
(f) Materials received free of cost or at concessional value from the buyer
(g) Accessories, on which cenvat credit is admissible, and which are cleared along with the final
product
(h) goods used for providing free warranty for excisable goods
Cost of material consumed consists of cost of material, duties and taxes, freight inwards, insurance
and other expenditure directly attributable to procurement. Trade discount, rebates and other similar
items are deducted for determining the cost of materials. Cenvat credit, credit for Countervailing

Customs Duty, Sales Tax set off, VAT, duty draw back and other similar duties subsequently
recovered/recoverable by the entity are also deducted.
4.12 Normal Capacity is the production achieved or achievable on an average over a period or season
under normal circumstances taking into account the loss of capacity resulting from planned
maintenance.
Capacity may be determined in terms of units of production or equivalent machine or man hours.
4.13 Packing Material Cost: The cost of material of any nature used for the purpose of packing of
excisable good.
4.14 Quality Control Cost: The quality control cost is the expenses incurred relating to quality control
activities for adhering to quality standard. These expenses include salaries & wages relating to
employees engaged in quality control activity and other related expenses.
4.15 Repairs & Maintenance Cost: Cost of all activities which have the objective of maintaining or
and efficiency.
4.16 Research and Development Cost: The research and development cost incurred for development and
improvement of the process or the excisable good.
4.17 Royalty: Royalty is compensation/periodic payments for the use of asset (tangible and/or intangible)
to the owner for use of his asset in the production/manufacture, selling and distribution by an entity.
4.18 Scrap: Discarded material having some value in few cases and which is usually either disposed of
without further treatment (other than reclamation and handling) or reintroduced into the production
process.
4.19 Technical Know-how Fee: Technical Know-how Fee is a lump sum or periodical amount payable to
provider of Technical Know-how in the form of design, drawings, training of personnel, or practical
knowledge, skills or experience.
4.20 Waste and Spoilage:
4.20.1 Waste: Material lost during production or storage due to various factors such as evaporation,
chemical reaction, contamination, unrecoverable residue, shrinkage, etc., and discarded
material which may or may not have any value.
4.20.2 Spoilage: Production that does not meet with dimensional or quality standards in such a way
that it cannot be rectified economically and is sold for a disposal value. Net Spoilage is the
difference between costs accumulated up to the point of rejection and the salvage value.
5.1 Manufacturing cost for each excisable good shall be measured separately.
5.2 Manufacturing cost of each excisable good shall be the aggregate of direct and indirect cost relating
to manufacturing activity.
5.3 Material cost shall be measured separately for each type of material, that is, for indigenous material,
imported material, bought out components and process materials, self-manufactured items,
accessories for each type of excisable good.
Cost of Inputs received free of cost or at concessional value from the buyer of the excisable good shall
be considered for determination of manufacturing cost.

5.4 The material cost of normal scrap/defectives which are rejects shall be included in the material cost
of excisable goods manufactured. The material cost of actual scrap/ defectives, not exceeding the
normal quantity shall be adjusted in the material cost of good production. Realized or realizable
value of scrap or waste shall be deducted for determination of manufacturing cost. Material Cost of
abnormal scrap/defectives should not be included in material cost but treated as loss after deducting
the realisable value of such scrap / defectives.
5.5 Employee Cost for each excisable good shall be measured separately.
5.6 The cost of utilities consumed for manufacturing of excisable good shall be measured for each type
of utility.
5.7 Packing material cost used for each type of excisable good shall be measured separately.
If excisable goods are transferred/dispatched duly packed, the cost of such packing shall include cost of
all types of packing in which the excisable goods are removed from the place of removal.
5.8 The Direct Expenses for manufacturing of excisable goods shall be measured for each excisable
good separately.
5.9 Repairs and maintenance cost for manufacturing of excisable goods shall be measured for each
excisable good separately.
5.10 Depreciation and Amortisation cost for manufacturing of excisable goods shall be measured for
each excisable good separately.
5.11 Research & Development cost for manufacturing of excisable goods shall be measured for each
excisable good separately.
5.12 Cost incurred for manufacturing of excisable goods after split-off point shall be measured for each
Joint/By-Product.
In case the manufacturing process generates scrap or waste, realized or realizable value net of cost of
disposal, of such scrap and waste shall be deducted from the cost of Joint Product.
5.13 Royalty and Technical Know-how Fee for manufacturing of excisable goods paid or incurred in
lump-sum or which are in the nature of ‘one-time’ payment, shall be amortised on the basis of the
estimated output or benefit to be derived from the related Technical Know how.
Royalty paid on sales shall not form part of manufacturing cost of excisable good.
5.14 Quality Control cost incurred in-house for manufacturing of excisable goods shall be the aggregate
of the cost of resources used in the Quality Control activities in relation to each excisable good. The
cost of resources procured from outside shall be determined at invoice or agreed price including
duties and taxes, and other expenditure directly attributable thereto net of discounts, taxes and duties
refundable or to be credited as input credit.
5.15 Manufacturing Overheads for excisable goods representing procurement of resources shall be
determined at invoice or agreed price including duties and taxes, and other expenditure directly
attributable thereto net of discounts; taxes and duties refundable or to be credited as input credit.
Manufacturing Overheads other than those referred to above shall be determined on the basis of cost
incurred in connection therewith.
5.16 Any abnormal cost, where it is material and quantifiable, shall not form part of the manufacturing
cost of excisable good.

5.17 Interest and other Finance costs are not part of manufacturing cost of excisable good.
5.18 Manufacturing cost of excisable good shall include cost of inputs received free of cost or at
concessional value from the buyer of excisable good and amortisation cost of free tools, pattern,
dies, drawings, blue prints, technical maps, charts, engineering, development, art work, design work,
plans, sketches, and the like necessary for production of excisable good. It shall also include cost of
rework, reconditioning, retro-fitment, Manufacturing Overheads and other costs allocable to such
activity, adjustment for stock of work-in-process and recoveries from sales of scrap and wastages and
the like necessary for production of excisable good.
In case any input material, whether of direct or indirect nature, including packing material, is supplied
free of cost or at concessional value by the buyer of the excisable good, the cost of such material shall
be included in the manufacturing cost.
For example: Amortisation Cost of Moulds, Tools, Dies & Patterns and Cost of Packing Material etc.
received free of cost or at concessional value from the buyer of excisable good shall be included in
manufacturing cost.
5.19 Any Subsidy/Grant/Incentive or any such payment received/receivable, from other entity, other
than the buyer with respect to any manufacturing cost of excisable good shall be deducted for
ascertainment of the manufacturing cost of excisable good to which such amounts are related.
5.20 The manufacturing cost of excisable good shall be determined based on the normal capacity or actual
capacity utilization whichever is higher and unabsorbed cost, if any, shall be treated as abnormal
cost.
5.21 Fines, penalties, damages, demurrage and similar levies paid to statutory authorities or other third
parties shall not form part of the manufacturing cost of excisable good.
5.22 The forex component of imported material or other element of cost shall be converted at the rate on
the date of the transaction. Any subsequent change in the exchange rate till payment or otherwise
shall not form part of manufacturing cost of excisable good.
5.23 Credits/recoveries relating to the manufacturing cost, which are material and quantifiable, shall be
deducted from the total manufacturing cost to arrive at the net manufacturing cost of excisable good.
5.24 Work in process/progress stock shall be measured at cost computed for different stages of completion.
Stock of work-in-process/progress shall be valued at cost on the basis of stages of completion as per
cost accounting principles. Opening and closing stock of work-in-process/progress shall be adjusted for
computation of manufacturing cost of an excisable good.
6.1 While assigning various elements of manufacturing cost of excisable goods, traceability to an
excisable good in an economically feasible manner shall be the guiding principle. The cost which
can be traced directly to each excisable good shall be directly assigned.
6.2 Assignment of manufacturing cost of excisable goods, which are not directly traceable to the
excisable good shall be based on either of the following two principles;
6.2.1 Cause and Effect – Cause is the process or operation or activity and effect is the incurrence
of cost.

6.2.2 Benefits received – to be apportioned to various cost objects in proportion to the benefits
received by them.
6.3 The variable manufacturing/production overheads shall be absorbed based on actual production.
6.4 The fixed manufacturing/production overheads and other similar item of fixed costs such as quality
control cost, research and development costs and administrative overheads relating to manufacturing
shall be absorbed in the manufacturing cost on the basis of the normal capacity or actual capacity
utilization of the plant, whichever is higher.
6.5 In case a production process results in more than one product being produced simultaneously,
treatment of joint products and by-products shall be as under:
6.5.1 In case joint products are produced, joint costs are allocated between the products on a
rational and consistent basis.
6.5.2 In case by-products are produced, the net realisable value of by-products is credited to the
manufacturing cost of the main product.
6.6 Miscellaneous Income relating to production/manufacture shall be adjusted in the determination of
manufacturing cost.
For example, income from sale of empty containers used for procurement of raw material shall be
deducted in determination of manufacturing cost.
7. Presentation
7.1 Cost statement as per Appendix 1 to this standard or as near thereto shall present following
information:
7.1.1 Actual capacity utilization in absolute terms and as a percentage of normal capacity.
7.1.2 Cost information relating to various elements of Cost shall be presented separately.
8. Disclosures
8.1 Disclosure shall be made only where material, significant and quantifiable.
8.2 If there is any change in cost accounting principles and practices during the period under review
which may materially affect the manufacturing cost of excisable good in terms of comparability with
previous period(s), the same shall be disclosed.
9. Effective date
being applied for the preparation and certification of Cost Accounting Statements for excisable goods.

Appendix - I
Cost Statement showing Manufacturing Cost of (Name of excisable good) for the period:
Name of the Manufacturer

Address of the Manufacturer
Excise Registration Number
Name of the unit
Address of the unit
Central Excise Tariff Heading
A Quantitative Information Unit Quantity
1 Normal/Installed Capacity
2 Production
3 Captive Consumption
4 Production as %age of Normal/Installed Capacity
B Cost Information Unit Quantity Rate Amount Cost per Unit

1 Materials (specify)
A
B
C
D
Total Materials Consumed
2 Process Materials
3 Utilities
5 Direct Expenses
7 Repairs and Maintenance Cost
8 Quality Control Cost
9 Research & Development Cost
10 Technical Know-how Fee/Royalty, if any

12 Other Manufacturing Overheads

13 Total(1 to 12)
14 Add/Less: Work-in-Progress Adjustments
15 Less: Credit for Recoveries , if any
16 Packing Cost
17 Cost of Inputs Received Free or at concessional
value from the buyer of the excisable good
18 Manufacturing Cost (13 to 17)
Date: Seal & Signature of the

Company’s Authorised Representative
I/We have verified above data on test check basis with reference to the books of account, cost accounting records
and other records. Based on the information and explanations given to me/us, and on the basis of generally
accepted cost accounting principles and practices and Cost Accounting Standards followed by the entity, I/we
certify that the above cost data reflects true and fair view of the manufacturing cost of the above excisable good.
Date: Seal & Signature of Cost Accountant
Place: Membership No.: Firm Regn. No. :
Note: Separate Cost Statement(s) shall be prepared for each excisable good

CAS-23
COST ACCOUNTING STANDARD ON OVERBURDEN REMOVAL COST
(Revised 2017)
The following is the Cost Accounting Standard (CAS-23) on “OVERBURDEN REMOVAL COST” issued by
the Council of the Institute of Cost Accountants of India. In this standard, the standard portions have been set in
bold Italic type. These are to be read in context of the background material which has been set in normal type.
1. Introduction
The standard deals with the principles and methods of measurement and assignment of Overburden Removal
Cost and the presentation and disclosure in cost statements.
2. Objective
and assigning Overburden Removal Cost with reasonable accuracy.
3. Scope
The standard shall be applied to cost statements which require classification, measurement, assignment,
presentation and disclosure of Overburden Removal Cost including those requiring attestation.
4. Definitions
The following terms are being used in this standard with the meaning specified. Any term not defined in
this Standard shall have the same meaning and expression as set out in the Glossary of Terms issued by the
Council.
and/ or due to some abnormal situation of the production or operations.
4.2 Administrative overheads: cost of all activities relating to general management and administration
of an entity.
4.3 Amortization: Amortization is the systematic allocation of the depreciable amount of an intangible
Activity includes mining operations also.
4.5 Current Ratio: the ratio of overburden removed to mineral produced in a particular patch of mine
during the year.
Quantity of mineral includes production and mineable mineral lying exposed.
Quantity of overburden removed is the net quantity after adjustment of opening and closing advance
stripping quantities.
4.6 Depreciation: Depreciation is the systematic allocation of the depreciable amount of an asset over its
useful life.

4.7 Imputed Costs: Notional costs, not involving cash outlay, computed for any purpose.
4.8 Interest and Finance Charges: Interest and Financing Charges are interest and other costs incurred
Examples are:
4.9 Mines overheads: indirect costs involved in the mining process for rendering services.
This relates to the activities of both Mineral extraction and Overburden Removal.
4.10 Mining Plan: It is the plan expected to provide information required to measure the stripping activity
with reasonable consistency.
4.11 Overheads: Overheads comprise of indirect materials, indirect employee costs and indirect expenses.
4.12 Overburden: It is the overlying materials generally having no commercial value.
4.13 Overburden Removal cost: is the cost incurred to remove the overlying material from the mine site.
4.14 Ratio Variance: It is the variance between current ratio and standard /average stripping ratio in
terms of quantity of mineral produced during the period.
4.15 Repair and Maintenance Cost: cost of all activities which have the objective of maintaining or
and efficiency.
4.16 Stripping Activity: It is the activity of overburden removal that benefits the identified component of
an ore to be mined by the entity.
4.17 Stripping Ratio: Stripping ratio is ratio of excavation of overburden to ore.
Generally overburden is measured in cubic metres and ore in tonnes. Therefore, the Stripping ratio is
equal to Volume of overburden (m3)/ Weight of ore (in tonnes).
4.18 Standard stripping ratio: this is the ratio between the total quantity of overburden to be removed (in
cubic meters) and the total mineral to be extracted (in tonnes) during the Projected life of the project.
The term Standard stripping ratio and Average stripping ratio denote the same meaning and are used
interchangeably.
The Ratio shall be reviewed periodically, at least every five years, to take into account changes in
geological factors such as actual behavior of the soil and the Ore body. The ratio shall be reviewed
immediately if the geological factors alter radically, for example due to earthquake.
The reported quantity of Overburden is considered in cost statement where the variance between the
reported quantity and the measured quantity is within the permissible limits. Reported quantity is the
quantity of overburden that is necessary corresponding to actual quantity of mineral raised.
For example, 3:1 stripping ratio means that mining one Ton of ore will require mining three cubic
meters of waste rock (overburden).

4.19 Advance Stripping: Advance Stripping is the excess overburden removed in between the overburden
bench and assumed angle of repose drawn from the starting of Mineral bench from the surface of
Mineral than what is needed for extraction of Mineral.
5.1. Overburden Removal Cost shall be the aggregate of direct and indirect cost relating to overburden
removal activity.
5.2. Direct cost includes the cost of consumable stores, spares like machinery spares, explosives and
detonators, manpower, equipment usage, utilities, payment made directly to contractors and other
identifiable resources consumed in such activity.
5.3. Indirect cost includes the cost of resources common to various mining operation including
overburden removal activity such as manpower,administrative overheads, loading and unloading
equipment usage and other costs allocable to such activities.
5.4 The overburden removal cost attributable to a development phase of a mine area shall be capitalised
as non-current asset when it is probable that future economic benefits to the area will flow to the
entity and such cost can be identified and measured separately.
5.5 The overburden removal cost attributable to developed area of mine shall be charged to production
of ore at the Standard stripping ratio.
The cost of advance stripping activity whose economic benefit is likely to flow to the entity during the
subsequent period, shall be capitalised and amortised.
If the removal of ore is more than the Standard stripping ratio, then the cost of short removal overburden
shall be charged to the cost of production either by creating the reserve or by adjusting the earlier
capitalized overburden removal cost.
5.6 Overburden shall be measured by multiplying the number of trips undertaken by equipment for
Overburden removal or by any electronic mode. Measurement at regular intervals may be carried out
by volume/ physical verification to arrive at fair quantity of overburden removed. Final assessment
will be made based on scientific methodology.
5.7 Current ratio is determined by dividing the actual overburden removed (net quantity after due
adjustment for opening & closing advance stripping quantity) with the actual production of mineral
including adjustment for mineable quantity of mineral lying exposed during the period.
5.8 Cost of overburden removal activity carried out by outsourcing shall be determined at agreed price
as per contract price including duties and taxes and other expenditure directly attributable thereto.
The cost shall also include the cost of resources provided to the contractor by the company.
5.9 Cost of overburden removal activity of each mine shall be computed and considered separately.
5.10 Subsidy/ grant/ incentive or amount of similar nature received/ receivable with respect to overburden
removal activity if any shall be reduced for ascertainment of the cost of the overburden removal for
a patch/ plot to which the amounts are related.
5.11 Any overburden removal cost resulting from some abnormal circumstances if material and
quantifiable shall not form part of the overburden removal cost.
Examples are fire, cave-in, flooding and other similar events of abnormal circumstances.
5.12 Fine, penalties, damages and similar levies paid to statutory authorities or other third parties shall

not form part of the overburden removal cost.

5.13 Interest & Finance charges incurred in connection with the overburden removal shall not form part
of the overburden removal cost.
5.14 Any change in the cost accounting principles applied for the determination of the overburden removal
cost should be made only if it is required by law or for compliance with the requirements of a cost
accounting standard or a change would result in a more appropriate preparation or presentation of
6.1 Direct cost of overburden removal shall be assigned to the overburden removal activity.
6.2 The cost for equipment shall be assigned in the ratio of machine hours actually engaged for mineral
and overburden removal or any other appropriate method that apportions the cost in an equitable
manner.
6.3 Administrative overheads and other indirect expenses shall be apportioned to mineral and overburden
on the basis of ratio of actual mineral produced and overburden removed during the period or on the
basis of actual machine hours engaged for mineral extraction, and overburden removal or any other
appropriate basis.
7. Presentation
7.1. Overburden removal, absorption and cost details shall be presented separately for each mine.
8. Disclosures
(i) The basis of determining the overburden removal cost.
(ii) Where cost of removal is considered on the basis of standard ratio, any variation positive or
negative from the current ratio.
(iii) Any subsidy grant/ incentive and any such payment reduced from the cost of overburden
removal.
(iv) Credit/ recoveries relating to overburden removal.
(v) Any abnormal cost excluded from overburden removal cost.
(vi) Penalties and damages excluded from the overburden removal cost.
schedule.
assignment of the overburden removal cost during the period covered by the cost statement which
has a material effect on the overburden removal cost shall be disclosed. Where the effect of such
change is not ascertainable wholly or partly the fact shall be indicated.
9. Effective date:
This Cost Accounting Standard shall be effective from the period commencing on or after 1st April, 2017
for being applied for the preparation and certification of the General Purpose Cost Statements.

CAS - 24
COST ACCOUNTING STANDARD ON TREATMENT OF REVENUE IN COST STATEMENTS
(Revised 2017)
The following is the COST ACCOUNTING STANDARD on “TREATMENT OF REVENUE IN COST

STATEMENTS” (CAS-24) issued by the Council of the Institute of Cost Accountants of India. In this Standard,
the standard portions have been set in bold italic type. These are to be read in the context of the background
1. Introduction
This standard deals with the principles and methods of classification, measurement, treatment and
assignment of revenue and its presentation and disclosure in cost statements.
2. Objective
The objective of this standard is to bring uniformity and consistency in the principles and methods for
treatment of revenue in cost statements with reasonable accuracy.
3. Scope
This standard shall be applied to cost statements which require classification, measurement, treatment,
assignment, presentation and disclosure of revenue including those requiring attestation.
4. Definitions
The following terms are being used in this standard with the meaning specified. Any term not defined in
this Standard shall have the same meaning and expression as set out in the Glossary of Terms issued by the
Council.
4.1 By-product: Product with relatively low value produced incidentally in the manufacturing of the
product or service.
4.3 Intermediate product: An intermediate product is a product that requires further processing before
it is saleable.
4.4 Joint product: Products or services that are produced simultaneously, by the same process, identifiable
4.5 Net Sales Realization: is the revenue from operations net of discounts and indirect taxes.
4.6 Other Income: is the income that cannot be classified as revenue from operations.
Examples:
• Profit on sale of property, plant and equipment and investments;

• Interest from investments or deposits outside the business;
• Insurance claims received, not adjusted against an item of cost;
• Penalties or liquidated damages received, not adjusted against an item of cost;
• Fees received, not adjusted against an item of cost;
• Rent or lease from properties leased (unless the primary activity itself is leasing);
• Grants received;
• Royalties received (unless it is a part of major activity of the entity);
• Credits for previous years’ adjustments;
• Dividend income on investments (other than in a financial enterprise );
• Gain on foreign currency transaction and translation (other than considered as finance cost);
• Excess provisions written back;
• Credits on account of revaluation of capital assets;
• All items of abnormal revenue such as recoveries from book debts written off in the previous
period; and
• Prior period income.
4.7 Reporting Period: is the period for which the cost statements are prepared.
4.8 Revenue: The term Revenue will have the same meaning as assigned in the Accounting Standards
notified by the Central Government under the Companies (Accounting Standards) Rules 2006 or
in the Indian Accounting Standards notified under the Companies (Indian Accounting Standards)
Rules 2015, as applicable.
The terms Revenue and Sales Realisation denote the same meaning and are used interchangeably.
4.9 Revenue from operations: is the income arising in the course of the ordinary activities of an entity
from the sale of goods or rendering of services.
Revenue from operations represents income arising from the sale of goods or rendering of services and
includes other operating revenue, such as sale of scrap, government subsidies, or incentives received.
Revenue from operations is generally recognised at the net value excluding indirect taxes. Sometime,
revenue is presented at the gross value including excise duty and the excise duty is presented as
deduction from such gross value of the revenue.
Other Operating Revenue is the incidental income arising in the course of ordinary activities of an
entity but not arising from the sale of main goods or services, and it does not include Other Income.
Examples:
• Sale of By-products;

• Sale of manufacturing scrap;
• Export incentives received from Government; and
• Product related subsidies or grants received from Government.
4.10 Rejects: Defectives which cannot meet the quality standards even after putting in additional resources.
4.12 Spoilage: Production that does not meet the quality requirements or specifications and cannot be
rectified economically.
4.13 Waste: Material lost during production or storage and discarded material which may or may not
have any value.
Example of waste is hard waste and soft waste in textile industry.
5.1 Revenue from sale of goods or services provided during a reporting period shall be measured based
on the net sales realization.
5.2 Revenue from sale of joint products shall be measured separately for each main product or service
sold.
5.3 Revenue from sale of goods or services shall be measured separately for each unit or location of an
entity for each type of goods sold or service provided. It shall be sub-classified into revenue from
exports, domestic sales, manufactured goods, operations, and trading activities.
5.4 Revenue from sale of goods or services shall be measured separately for sale of each type of by-
products, defectives, second grade products, rejects, scrap, spoilage, or wastes.
5.5 If a by-product is further processed before sale, sales realisation of such by-product shall be net of
further processing cost. Its net sales realisation shall be adjusted against the joint cost of production
of relevant main products.
5.6 Net Sales realization of defectives, second-grade products, rejects, scrap, spoilage, and waste products
shall be adjusted against the cost of production of related goods sold.
5.7 Revenue from sale of inputs, utilities, intermediate products, and shared or support services shall be
adjusted against the cost of purchase or cost of production of the related input, utility, intermediate
product and shared or support service.
5.8 Other income shall not be considered in determining profit or loss as per cost accounts.
5.9 Revenue generated from utilization of assets created under the CSR program shall not be considered
in determining profit or loss as per cost accounts.

5.10 Product or service related subsidies, grants, or incentives, received or receivable on sale of goods
or rendering of services shall be part of revenue from operations and shall be identified with each
product sold or service rendered.
5.11 Any subsidy, grant, incentive or any such payment received or receivable to support the current
operations of the entity other than those in the nature of capital grant and other than items referred
in paragraph 5.10 above shall be treated as reduction in the related cost.
Reference:
• para 5.6 of CAS-3, Cost Accounting Standard on Production and OperationOverheads;
• para 5.1.9 of CAS-6, Cost Accounting Standard on Material Cost;
• para 5.8 of CAS-7, Cost Accounting Standard on Employee Cost;
• para 5.8 of CAS-8, Cost Accounting Standard on Cost of Utilities;
• para 5.1.8 of CAS-9, Cost Accounting Standard on Packing Material Cost;
• para 5.7 of CAS-10, Cost Accounting Standard on Direct Expenses;
• para 5.5 of CAS-11, Cost Accounting Standard on Administrative Overheads;
• para 5.13 of CAS-12, Cost Accounting Standard on Repair and Maintenance Cost;
• para 5.6 of CAS-13, Cost Accounting Standard on Cost of Service Cost Centre;
• para 5.13 of CAS-14, Cost Accounting Standard on Pollution Control Cost;
• para 5.5 of CAS-15, Cost Accounting Standard on Selling and DistributionOverheads;
• para 5.4 of CAS-17, Cost Accounting Standard on Interest and Financing Charges;
• para 5.2 of CAS-18, Cost Accounting Standard on Research and Development Costs;
• para 5.6 of CAS-19, Cost Accounting Standard on Joint Costs;
• para 5.3 of CAS-20, Cost Accounting Standard on Royalty and Technical Know-howFee;
• para 5.6 of CAS-21, Cost Accounting Standard on Quality Control; and
• para 5.19 of CAS-22, Cost Accounting Standard on Manufacturing Cost.
5.12 Any change in the cost accounting principles applied for the determination of revenue shall be
made only if it is required by law or regulations or for compliance with the requirements of a cost
accounting standard or the change would result in more appropriate preparation or presentation of
cost statements of an entity.

6. Assignment of Revenue:
Revenue for each type of product or service shall be assigned directly to that product or service to the
extent it is economically feasible.
Economic feasibility implies that it is practically feasible to assign the revenue to a particular product or
service with reasonable cost and efforts. Reasonable cost and efforts are matters of judgment.
7. Presentation:
7.1 Net sales realization for each product or service shall be indicated separately for exports, domestic
sales, manufactured goods, operations, and trading activities and matched against the cost of sales
(net of duties) and margin of respective product or service.
7.2 The quantity of goods sold or services provided, where applicable, and selling price per unit shall be
presented under each product or service.
8. Disclosures:
1. Revenue from sale of goods or services made to each related party with basis of determining the
selling price;
2. Revenue from by-products and costs of further processing after split-off point, reduced from
cost of relevant product;
3. Amount and nature of any subsidy, grant or incentive received or receivable and included in
the revenue.
assignment of revenue during the period covered by the cost statement which has a material effect
on the revenue shall be disclosed. Where the effect of such change is not ascertainable, wholly or
partly, the fact shall be indicated.
8.4 Disclosures shall be made in the body of the cost statements or as a foot note or as a separate
schedule.
9. Effective date:
This Cost Accounting Standard shall be effective from the period commencing on or after 1st April, 2017
for being applied for the preparation and certification of Cost Accounting Statement for goods sold and
services provided.

Guidance Notes on Cost Accounting
Standards 4.2
T
he Institute had issued guidance notes on the Cost Accounting standards, from time to time, making it more
explicit to understand the standards and for better application of the same in the record keeping and audit
procedures. Normally the guidance notes are greatly required in the respect of the standards dealing with
specific elements of cost, they may also be issued in respect of specific purpose standards also .
The Guidance Notes deals with principles and methods as provided in the respective CAS and practical aspects in
connection with the subject matter of that CAS, as applicable in the determination of material cost of a product or
service etc. So far the Institute has issue 13 Guidance Notes on various issues.
Serial
Title
No.
1. Guidance Note on CAS-2 (Revised 2015) Capacity Determination
2. Revised Guidance Note on Cost Accounting Standard on Cost of Production for Captive Consumption
(CAS-4)
3. Guidance Note on Cost Accounting Standard Material Cost (CAS-6)
4. Guidance Note on Cost Accounting Standard on Employee Cost (CAS-7)
5. Guidance Note on Cost Accounting Standard on Cost of Utilities (CAS-8).
6. Guidance Note on Cost Accounting Standard on Packing Material Cost (CAS-9)
7. Guidance Note on Cost Accounting Standard on Direct Expenses (CAS-10).
8. Guidance Note on Cost Accounting Standard on Administrative Overheads (CAS-11).
9. Guidance Note on Cost Accounting Standard on Repairs and Maintenance Cost (CAS-12).
10. Guidance Note on Maintenance of Cost Accounting Records for Construction Industry Including Real
Estate and Property Development Activity
11. Guidance Note on Treatment of Costs Relating to Corporate Social Responsibility (CSR) Activities
12. Guidance Note on Cost Accounting Standard on Cost of Service Cost Center (CAS-13)
13. Guidance Note on Compilation Engagements by a Cost Accountant

These Guidance Notes explain in detail and clarifies on the various requirements of compliance of the relevant
standards and will have the sections of introduction, scope, definitions and then the specific guidance on the
treatment and disclosure aspects. Students are advised, like in the case of standards, to thoroughly go through
all the guidance notes on standards, issued by the Institute for better understanding of the standards and their
compliance.
The guidance notes on the standards dealing with specific elements of cost will normally have the following
Chapters / sections, elaborating the contents of the respective CAS, in the same logical sequence, as in the standard:
1. Introduction
2. Definitions
5. Presentation
6. Disclosures and
7. Annexures, as the need may be.

Generally Accepted Cost
Accounting Principles (GACAP) 4.3
T
he compilation of Generally Accepted Cost Accounting Principles (GACAP) by the Institute of Cost
Accountants of India is a unique effort to record principles and practices in the discipline of Cost Accountancy
in India.
The Expert Group constituted by the Ministry of Corporate Affairs acknowledged the existence of an un-codified
set of generally accepted cost accounting principles in use in Indian industries and by the practicing cost accountants
for attestation of Cost Statements. The Expert Group suggested that the principles be codified to provide a formal
basis for the practice of Cost Accounting. The Expert Group also recommended review of alternate treatment
of items in cost accounting thus eliminating needless diversities in practice leading to the development of cost
accounting standards.
The Ministry of Corporate Affairs decided to implement the recommendations of the Expert Group and notified the
Companies (Cost Records and Audit) Rules, 2014 on 30th June, 2014. These Rules introduced a common set of
record rules for industries other than regulated industries specified in the Rules, in place of industry specific rules in
vogue earlier. The Rules require every company to which the rules apply, including all units and branches thereof,
to keep cost records in respect of each of its products and activities on regular basis. The cost records are to be
maintained in accordance with the generally accepted cost accounting principles and cost accounting standards
issued by the Institute of Cost Accountants of India to the extent these are found to be relevant and applicable. The
variations, if any, are to be clearly indicated and explained.
GACAP, the Companies (Cost Records and Audit) Rules, 2014 require maintenance of cost records according to
GACAP and Cost Accounting Standards gave the mandate for a compilation of GACAP.
Objectives
The objectives of this document are:
1. to codify the GACAP as applied in the Indian industry;
2. to narrow down diversities in cost accounting practices facilitating the process of development of cost
accounting standards;
3. to provide a reference source to industry and practitioners in preparation and attestation of Cost Statements,
where specific cost accounting standards are yet to be issued;
4. to provide a reference source to all the stakeholders in the understanding and interpreting the cost statement;
and,
5. to provide a base for monitoring the evolution of new concepts and practices in cost accounting and to codify
them as and when they become generally accepted.

Scope
The scope is to codify the cost accounting principles to be followed by business and other entities in India in
preparing and presenting cost information – more particularly the General Purpose Cost Statements covered by
Cost Audit. This document also encompasses the generally accepted cost accounting practices presently being
followed by such entities.
Nature of Content and Format
1. This document titled Generally Accepted Cost Accounting Principles (GACAP) contains a summary of the
Cost accounting principles currently followed by business entities in India in preparing and presenting cost
information in the context of general purpose cost statements for statutory reporting and covered by Cost
Audit.
2. It explicitly incorporates the principles already contained in the Cost Accounting Standards 1-24 issued by the
Cost Accounting Standards Board (CASB) in India without necessarily repeating them.
3. In areas not covered by the standards, it reflects the cost accounting principles found in the Companies (Cost
Records and Audit) Rules, 2014.
4. Where somewhat conflicting principles have been laid down by the Companies (Cost Records and Audit)
Rules, 2014 in different industries, attempt has been made to harmonize the principles so as to evolve a
generally acceptable framework. Where use of alternate principles are sanctioned by the Rules or where
alternate principles are applied in practice in the absence of explicit guidance in Rules, the alternates have
been mentioned with an indication of the preferred practice.
5. Because the Rules were framed at different points of time spread over many years, it is likely that the principles
contained in the Rules and the practice based on them do not reflect current concepts. In such cases, the
document reflects the current concepts.
6. It also reflects the Cost Accounting Principles contained in the Guidance Notes and other publications issued
by Institute of Cost Accountants of India from time to time.
7. Cost Accounting principles which are gathering wide spread acceptance in Indian Companies for management
reporting, even though not adopted for statutory cost reporting (for example, Activity Based Costing),are
mentioned with suitable caveats regarding their lack of applicability for general purpose cost statements for
statutory reporting, where applicable.
8. The document stipulates the main principles in bold letters followed by explanation in normal type.
Conceptual Frame Work
There is a need for a conceptual frame work that underlies the GACAP detailed in the succeeding sections. The
conceptual frame work, as the name suggests, is a frame work and not a superset of cost accounting principles.
It does not attempt to lay down a principle for any particular costing issue or to amplify the GACAP. The frame
work helps to understand the GACAP that follow, in the appropriate perspective and guides in modifying them or
developing new principles;

(a) Focus on drivers of value

Costing is necessary for an informed understanding of the organizational drivers of cost, revenue, profits and
value. Costing has to fulfil this role both in a historical and in a forward looking context.
(b) Cost for a purpose
Over a long time it has been recognized that there is a cost concept relevant for a purpose. Thus external
reporting requires historical and full absorption costing while performance evaluation requires attention
directing and diagnostic information; planning and decision making requires analytical and predictive
information. It is, therefore, not possible for the same set of cost data to fit all purposes, thereby resulting in
a wide range of cost concepts from which preparers and users of cost information choose a concept relevant
to the purpose.
(c) Reality driven
Cost models must reflect the entity’s business model, its operational processes, its strategy, its organizational
structure and its competitive environment. Organizational processes and activities drive the costs and these
are in turn influenced by other factors mentioned above.
(d) Materiality and cost effectiveness
The selection of the methods of implementing the costing principles should have regard to the issues of
materiality and cost effectiveness. Materiality of cost information is to be judged from the perspective of
the user of that information. The degree of detail and accuracy required are governed by the perspective
of materiality. From the preparers’ viewpoint there is the need to balance the cost of maintaining a cost
accounting system with corresponding benefits. This is the reason why in a number of places, while dealing
with methods of implementing cost accounting principles, the expression “economically feasible way” has
been used in this document.
Hence, for preparation and disclosure of cost information, one is required to judge the materiality aspect in
conjunction with economic feasibility of maintaining such data and information. For example, maintenance
of product/activity-wise cost details for each of the ancillary product or activity of an entity would neither be
material nor economically feasible.
Any product or activity of an entity which is incidental to its main operations and does not constitute its main
line of business and whose total turnover from the sale/supply of such product or activity does not exceed 2%
of the total turnover of the entity or ` 20 crores, whichever is lower, should be treated as an ancillary product
or activity.
(e) Comparability and consistency
Cost information should be prepared and presented in a way which provides for comparability over time and
consistency. The methods used for preparing and presenting cost information should be changed only where
for valid reasons such as those required by law, compliance with new cost accounting standards or on the
ground that it would result in a more appropriate presentation of cost information.
(f) Transparency and auditability
Since cost information is used generally by various stakeholders like management, regulators and Government
with a business outlook, there is a need for transparency regarding the definitions used and sources of data. It
should be possible for those who wish to review such cost information to follow an audit trail. Auditability of
cost information is a prerequisite to the effective use of such information.

Principles Applicable to Elements of Cost

The following section deal with GACAP applicable to individual elements of cost.
Before proceeding with element-wise principles, it is useful to summarise the principles applicable to all elements
of cost.
1. When an element of cost is accounted at standard cost, variances due to normal reasons are treated as a part of
the element-wise cost. Variances due to abnormal reasons will not form part of the cost.
2. Any Subsidy/Grant/Incentive and any such payment received/receivable with respect to the input cost is
reduced from cost for ascertainment of the cost of the cost object to which such amount pertains.
3. Any abnormal cost where it is material and quantifiable will not form part of the cost.
4. Penalties, damages paid to statutory authorities or other third parties will not form part of the cost.
5. Costs reported under various elements of cost will not include imputed costs.
6. Finance costs incurred in connection with acquisition of resources such as materials, utilities and the like will
not form part of the cost of such resources.
7. Any credits or recoveries from employees or suppliers or other parties towards costs incurred by the entity for
a resource will be netted against such costs.
8. Except otherwise stated, the measurement of costs for cost accounting purposes will follow the same principles
as set out in Generally Accepted Accounting Principles, applicable to the concerned entity.
Material Cost
1. Material Cost usually includes all costs required to bring the materials to the present condition and location.
2. Material receipt is valued at purchase price including duties and taxes, freight inwards, insurance, and other
expenditure directly attributable to procurement (net of trade discounts, rebates, taxes and duties refundable
or to be credited by the taxing authorities) that can be quantified with reasonable accuracy at the time of
acquisition.
3. Procurement costs are not generally included in material cost. However, those costs which can be directly
identified with a material are included in the material cost.
4. Development expenses incurred in respect of materials procured is included in the cost of material to the
extent that the material procured is the result of such developments.
5. Where a material is acquired in exchange for other materials or services supplied, the cost of material acquired
is taken as the cost of material supplied or services provided plus other applicable costs such as freight.
6. Normal loss or spoilage of material prior to reaching the factory or at places where the services are provided
is absorbed in the cost of balance of materials net of amounts recoverable from suppliers, insurers, carriers or
recoveries from disposal.
7. Losses due to shrinkage or evaporation and gain due to elongation or absorption of moisture etc., before the
material is received is absorbed in material cost to the extent they are normal, with corresponding adjustment
in the quantity.
8. Where the material procured represents an agricultural produce from own sources, the same is valued at
market price or cost where it can be determined with reasonable accuracy.
9. The forex component of imported material cost is converted at the rate on the date of the transaction. Any

subsequent change in the exchange rate till payment or otherwise will not form part of the material cost.
10. Self Manufactured Materials (and Self manufactured components and sub assemblies) are valued at cost
including Direct Material Cost, Direct Employee Cost, Direct Expenses, Factory Overheads and share of
Administrative Overheads relating to production. Share of other Administrative Overheads, Finance Cost and
Marketing Overheads are excluded.
11. The material cost of normal scrap/defectives, which are rejects, is included in the material cost of goods
manufactured. This cost not exceeding the normal is adjusted in the material cost of good production. Material
cost of abnormal scrap/defectives should not be included in the material cost, but treated as loss after giving
credit to the realizable value of such scrap/defectives.
12. Issues of materials are valued using appropriate assumptions on cost flow.
Examples are FIFO, LIFO, and Weighted Average rate.
13. Material Costs are assigned to cost objects on the basis of material quantity consumed where traceable and
where not traceable on technical norms or estimates.
14. When material is processed or part manufactured by a third party according to specifications provided by the
buyer, the processing/ manufacturing charges payable to the third party is treated as part of the material cost.
15. When the part of the manufacturing operations/activity is subcontracted, the subcontract charges related to
materials is treated as direct expenses and assigned directly to the cost object.
16. Cost of materials like catalysts, dies, tools, patterns etc., which are relatable to production over a period of
time, is amortized over the production units benefited by such cost. Cost of materials with life exceeding one
year is included in the cost over the useful life of the material.
17. Where the cost of materials is written off or written down in the financial books as per the accounting policy
followed by the entity, such write off or write down amount is not treated as cost.
18. When the material referred to in paragraph 17 above, is subsequently issued, the issue is valued at the original
cost in cost accounting records and the difference between the original cost and the carrying amount is
presented in the reconciliation statement, wherever, economically feasible.
Employee Cost
1. Employee cost or Labour cost is ascertained taking into account the gross pay including all allowances payable
along with the cost to the employer of all benefits.
2. Bonus, whether payable as a statutory minimum or on a sharing of surplus and Ex gratia payable in lieu of or
in addition to Bonus is treated as part of the employee cost.
3. Remuneration payable to Managerial Personnel including Executive Directors on the Board and other officers
of a corporate body under a statute is considered as part of the Employee Cost of the year under reference
whether the whole or part of the remuneration is computed as a percentage of profits.
4. Performance Incentives must be accumulated over the entire production and not recognised after the threshold
limit for earning the incentive is reached.
5. Separation costs related to voluntary retirement, retrenchment, termination etc. should be amortized over the
period benefiting from such costs.
6. Amount payable to employees during the lay off period or for the strike period or during suspension, is not
included in cost.

7. Cost of employee share options is treated part of employee cost provided the same is not a notional cost and
involves an actual cash outlay.
8. Gratuity, pension and other superannuation benefits, measured using actuarial valuation method or any other
methods, are part of Employee Cost.
9. Amortized separation costs related to voluntary retirement, retrenchment, and termination etc. for the period
is treated as indirect cost and assigned to the cost objects. Unamortized amount relating to discontinued
operations should not be treated as employee cost.
10. Recruitment costs, Training costs and other such costs is treated as overheads and dealt with accordingly.
11. Overtime premium and idle time cost should be assigned directly to a cost object or treated as overheads
depending on the economic feasibility and the specific circumstance requiring such overtime or idle time.
12. Where the employee service is directly traceable to a Cost object, such cost is assigned on the basis of time
consumed.
13. When employee costs are not directly traceable to a Cost object, they are assigned on a suitable basis like
estimates of time based on time study.
Direct Expenses
1. The identification of Direct Expenses is based on traceability in an economically feasible manner.
2. Similarly if an item of the expense does not meet the test of materiality, it can be treated as part of overheads.
3. Expenses incurred for the use of bought out resources are determined at invoice or agreed price including
duties and taxes, and other expenditure directly attributable thereto net of trade discounts, rebates, taxes and
duties refundable or to be credited.
4. Other Direct Expenses other than those referred above are determined on the basis of amount incurred in
connection therewith.
5. Expenses paid or incurred in lump sum or which is in the nature of ‘one-time’ payment, is amortized on the
basis of the estimated output or benefit to be derived from such expenses.
6. Direct Expenses are by definition directly traceable to cost objects and hence no special principles are involved
for them to be assigned to cost object.
Utilities
1. The cost of utilities purchased is measured at cost of purchase including duties and taxes, transportation cost,
insurance and other expenditure directly attributable to procurement (net of trade discounts, rebates, taxes and
duties refundable or to be credited.
2. The cost of generated utilities includes direct materials, direct labour, direct expenses and factory overheads.
3. Cost of Utilities generated for the purpose of inter unit transfers is arrived as Cost of self generated utilities
with Distribution cost added.
4. Cost of Utilities generated for Intercompany transfer is arrived as Cost of self generated utilities plus
Distribution cost plus share of administrative overheads.
5. Cost of Utilities generated for sale to outside parties is arrived as Cost of self generated utilities plus Distribution
cost plus share of administrative overheads plus marketing overheads.

6. The Cost of Utilities includes Cost of distribution of such utilities.

7. Cost of production and distribution of utilities is determined based on the normal or actual capacity whichever
is higher and unabsorbed cost, if any, is treated as abnormal cost.
8. Cost of stand by utility includes the committed costs of maintaining such utility.
9. While assigning cost of utilities, traceability to a cost object in an economically feasible manner is the guiding
principle.
10. The most appropriate basis for distribution of cost of a utility to the departments consuming services is to be
derived from usage parameters.
Repairs and Maintenance Cost

1. The cost of Repairs and Maintenance is the aggregate of direct and indirect cost relating to repairs and
maintenance activity.
2. Cost of in-house Repairs and Maintenance activity will include cost of materials, consumable stores, spares,
manpower, equipment usage, utilities and other resources used in the activity.
3. Cost of Repairs and Maintenance activity carried out by outside contractors inside the entity will include the
charges payable to the contractor apart from the above in-house cost.
4. Cost of Repairs and Maintenance activity carried out by contractors at his premises is determined at invoice or
agreed price including duties and taxes and other expenditure directly attributable net of discounts (other than
cash discount), taxes and duties refundable or to be credited. It will also include the cost of other resources
provided to the contractors.
5. Each type of Repairs and Maintenance is treated as a distinct activity, if material and identifiable.
6. The cost is measured for each major asset category separately.
7. Cost of spares replaced which do not enhance the future economic benefits of the existing asset beyond its
previously assessed standard of performance is included under Repairs and Maintenance cost, when Repairs
and Maintenance is considered as a separate cost centre, the cost of which is apportioned to user centres.
8. Where a high value spare is replaced, and the replaced spare is reconditioned and such spare is expected to
result in future economic benefits, it is taken into stock. Such a spare is valued at an amount that measures its
service potential in relation to a new spare, the amount of which will not exceed the cost of reconditioning the
spare. The difference between the total of the cost of the new spare and the reconditioning cost and the value
of the reconditioned spare should be treated as Repairs and Maintenance cost.
9. Cost of major overhaul is amortized on a rational basis.
10. Repairs and Maintenance cost is traced to a cost object to the extent economically feasible.
11. Where the Repairs and Maintenance cost is not directly traceable, it is assigned based on either of the principles
of Cause and Effect or Benefits Received.
Production Overheads
1. Overheads comprise of indirect material cost, indirect employee cost and indirect expenses. They are termed
indirect because they are not directly identifiable or allocable to the ultimate cost object – usually a product or
service – in an economically feasible way.

2. Production Overheads are indirect costs involved in the production process or in rendering services.
Production Overheads include administration cost relating to production, factory, works or manufacturing.
Production related expenses incurred at corporate office, e.g. design office expenses, materials management
and industrial relations will also be covered by the term.
3. The terms Production Overheads, Factory Overheads, Works Overheads and Manufacturing Overheads
4. Since overheads cannot be economically traced to products and services, they are assigned to them on some
equitable basis.
5. While assigning overheads, traceability to a cost object in an economically feasible manner shall be the
guiding principle. The cost which can be traced directly to a cost object shall be directly assigned.
6. Assignment of overheads to the cost objects shall be based on either of the following two principles;
(i) Cause and Effect – Cause is the process or operation or activity and effect is the incurrence of cost.
(ii) Benefits Received –Overheads are to be apportioned to the various cost objects in proportion to the
7. Secondary assignment of overheads may be done by following either Reciprocal Basis or Non-Reciprocal
Basis. While reciprocal basis considers the exchange of service among the service departments, non-reciprocal
basis considers only one directional service flow from a service cost centre to other production cost(s).
8. It is not a good practice to allocate overheads to Cost Centres/ Cost Objects on the basis of “what the traffic
will bear” – that is by size of the user.
9. There is a distinct preference for allocating overheads on the basis of “cause and effect” analysis. What or who
causes the costs to be incurred is a more rational criterion to assign costs rather than size or benefits received.
10. In case of facilities created on a standby or ready to serve basis, the cost shall be assigned on the basis of
expected benefits instead of actual.
11. Production Overheads are usually accumulated under production cost centres to facilitate absorption by
products or services.
12. These costs are absorbed by the products on the basis of resources used by the product at the production
centre.
13. The overheads assigned to the production cost centres are charged to products/ services through an overhead
absorption rate for each cost centre.
Common bases for assignment of Production overheads to Cost Objects are:
Bases of assignment Applicability

Unit of Production When single product is produced or various products are
similar in specifications.
Material Cost Where the overheads are mostly related to material.
Direct employee cost When conversion process is labour intensive and wage rates
are substantially uniform.
Direct employee hour When conversion process is labour intensive.
Machine Hour or Vessel Occupancy or When production mainly depends on performance of the
Reaction Hour or Crushing Hour etc. base.

A preferred approach for assignment of overheads to cost objects is to use multiple drivers instead of a single
driver such as machine hour, where feasible.
14. A preferred approach to assignment of overheads is the assigning of cost of resources to activities and
assigning the cost of activities to Cost Objects through use of cost drivers, wherever feasible.
15. Also there are service cost centres through which the product does not pass through but which provide a
support function to the production cost centres.
16. Where the cost of services rendered by a service cost centre is not directly traceable to a cost object, it shall
be assigned on the most appropriate basis.
17. The most appropriate basis of distribution of cost of a service cost centre to the cost centres consuming
services is to be derived from logical parameters which could be related to the usage of the service rendered.
The parameter shall be equitable, reasonable and consistent.
18. Charging overheads on the basis of “benefits received” by the various users is preferred. This requires some
measure of “receipt of benefit” to be developed.
19. Sometimes capacity in a service department is created in anticipation of demand for services. It is appropriate
to allocate such capacity costs on the basis of “capacity to serve” rather than actual usage of services.
Ultimately all overheads must be charged to products of services. Hence the total production overheads of
Production Cost Centres are applied to products passing through them using a suitable absorption base.
20. Before the final step of absorption, production overheads of production cost centres have to be segregated
between fixed overheads and variable overheads. The fixed overheads are absorbed by products based on
normal capacity or actual capacity utilization whichever is higher. Variable overheads are absorbed by
products based on actual capacity utilization. This treatment is in line with Accounting Standard 2 as well.
21. Normal capacity is defined in Cost Accounting Standard 2 as the production achieved or achievable on an
average over a period or season under normal circumstances taking into account the loss of capacity resulting
from planned maintenance. It is practical capacity minus the loss of productive capacity due to external
factors.
22. Under-absorbed fixed overheads are charged off to Costing Profit & Loss Account and shown as an item of
Reconciliation with financial accounts.
Depreciation
1. Depreciation, though part of overheads, generally appears as a separate line item in the cost statements instead
of being grouped under overheads. This is because of its size in the technology driven business of today and
its unique characteristic of being non-cash cost.
2. Amortization of intangible assets tends to be grouped with depreciation because intangible assets themselves
are grouped with Fixed Assets in the presentation under Schedule III of the Companies Act 2013.
3. The measurement of depreciation in Cost accounts tends to mirror the practices in financial accounts.
4. However the treatment of depreciation in Cost Accounts must address the following issues:
- Depreciation not calculated on period of use basis.
- Depreciation an idle assets

- 100% of depreciation on certain class of assets

- Write-off of small value assets
- Depreciation on fully depreciated assets
- Depreciation on revalued assets
5. Sometimes depreciation in books is not calculated on period of use, for example 50% of annual depreciation
is taken for an asset put into use for a day in financial accounts keeping in mind Income Tax provisions.
Cost accounts will always use the depreciation computed on period of use basis and take the balance to
Costing P & L or reconciliation with financial accounts.
6. Even where 100% of the depreciation is allowed in the first year for income tax purposes, companies are
required to use regular rates of depreciation for cost accounting purposes. Even where an entity uses 100%
depreciation rates in financial books of accounts, depreciation based on estimated life is used for costing
purposes with the difference taken to costing Profit & Loss or Reconciliation with Financial Accounts.
7. Where small value items are written off fully at the time of purchase in financial accounts, the same is
generally adopted for cost accounts.
8. In the case of old plants, there is the special case for fully depreciated assets which however continue
in regular service. Some entities continue to provide a notional depreciation on such assets for decision
making purposes.
9. Depreciation on the amount by which the asset is written up on Revaluation is charged to Revaluation Reserve
in financial books. Some entities compute the depreciation on the revalued figure for costing purposes to
reflect the true cost of depreciation.
10. It goes without saying that the cumulative depreciation charged in the Cost Accounts against any
individual item of fixed asset will not exceed the original cost of the asset.
11. The assignment of depreciation to various cost centres should not pose a problem so long as detailed Fixed
Asset records are maintained by the Company. However there are some common items of fixed assets between
cost centres e.g. yard piping carrying products from one process to another, common storage tanks and the
like. Depreciation on common assets are apportioned to individual cost centre on some suitable basis
e.g. yard piping is assigned to the cost centre receiving the material.
Administrative Overheads
1. Administrative overheads are the aggregate cost of resources consumed in activities relating to general
management and administration of an organisation.
The principles of measurement of Material Cost, Employee Cost, Utilities, Repairs & Maintenance and
Depreciation found in the respective standards will apply if included in administrative overheads.
2. In case of leased assets, if it is an operating lease – the entire rentals will be treated as a part of
administrative overheads, while in case of a financial lease – the finance cost portion will be segregated
and treated as a part of finance cost.
3. The cost of software (developed in house, purchased, licensed or customized), including up-gradation
should be amortized over its useful life.

When hardware requires up-gradation along with the software, it is recommended to use compatible estimated
lives for the two sets of cost.
4. The cost of the administrative services procured from outside is determined at invoice or agreed price
including duties and taxes, and other expenditure directly attributable net of discounts (other than cash
discount), taxes and duties refundable or to be credited. The assignment of administrative overheads
to cost objects is based on either of the principles of Cause and Effect or Benefits received, if it is not
directly traceable.
The cost of shared services is best assigned to user activities on the basis of actual usage, infrastructure costs
on the basis of readiness to serve and general management costs on a rational basis. For e.g.: Number of
employees, turnover, investment size etc.
5. Since most administrative costs are fixed in nature, it is preferable to change them to users on “readiness to
serve” basis such as installed capacity, budgeted sales etc. rather than actual production or actual sales. Even
the drivers mentioned in (9) above can be on the basis of expected driver qualities rather than actual.
Selling and Distribution Overheads

1. Selling costs can be recorded in a manner which will facilitate customer / product profitability analysis, as
appropriate. Thus selling costs can be identified to markets, distribution channels, territories, salesman etc.,
before being assigned to customer / product as applicable.
2. The acceptable bases for apportionment of common selling costs to customers / products are:
a. Weight
b. Units / equivalent units
c. Value of goods
d. Any other appropriate and equitable basis
3. The acceptable bases for assigning common transport costs to products are:
a. Weight
b. Volume of goods
c. Tonne km
d. Units / equivalent units
e. Value of goods
4. The transportation costs assigned to products are charged to units based on some measure which factors in the
distance e.g. tonne km.
Interest and Finance Charges

1. Interest and Finance Charges have come to be included in cost of sales though not in cost of production. Such
costs are also assigned to products before arriving at margins by product.
2. For the purpose of assignment, Interest charges are grouped under

- interest on long term funds

- interest on working capital funds
3. The former is assigned to product lines based on fixed capital investment (including fixed assets and mould
and dies) in such product lines. A portion of the interest is also charged to outside investments, if they exist,
and excluded from cost of sales. For this purpose, it is usual to develop an average cost of long term funds and
apply it to fixed capital investment in each product line.
4. It is not the accepted practice to charge imputed interest on owners’ funds in cost accounting.
Sales
1. Cost of sales statements lead right up to margin and hence sales also have to be handled in Cost Accounting.
2. Since costing is always by product, cost accounting requires product wise analysis of sales. This is
usually produced by other modules of the enterprise system.
3. What is critical is the value of sales produced by such analysis. Often sales analysis produce invoiced value
of sales. What is required for cost accounting is net value of sales net of trade discounts, returns,
allowances, volume discounts, special discounts based on market conditions etc.
4. Many of these deductions from sales are transacted through credit notes which also must be processed through
the sales analysis to arrive at product wise break up.
5. Some of these deductions from sales may be available only in total and hence may have to be allocated
to products on a suitable basis, say, sales value.
6. It is not unusual for businesses to focus on net realization from sales ex-factory gate. This means that freight
(both primary and secondary), transit insurance, loading and unloading charges, handling charges and the like
are deducted from net sales as arrived at in 3 above to arrive at net sales realization ex-factory gate. This also
entails freight and other transport costs not being shown under the head Distribution costs. So long as these
costs are shown separately as deductions from net sales value, the practice is acceptable.
7. Companies (Cost Records and Audit) Rules, 2014 require gross sales to be shown in addition to net sales in
cost statement. This requires that excise duty, sales tax (VAT) etc is added to net sales to arrive at gross sales
by product. However, in view of application of GST, w.e.f. 1/7/2017, the Gross sales becomes Net Sales.
Joint Costs
1. Joint Costs are the costs of a production process that yields multiple products simultaneously, for example,
in the refining of Petroleum which yields Petrol, Kerosene, Diesel, Naphta, Grease, Tar and several other
products or the distillation of coal, which yields coke, natural gas, and other products.
2. The costs of the common process are the joint costs.
3. Joint costs are allocated
(a) Based on a measure of the number of units, weight, or volume of the joint products, or
(b) Based on the values attributed to the joint products.
4. By-product is a special case of Joint Product where one or more of the joint product has minor value compared
to others.

5. Such by-products are generally valued at their value at the split-off point with such value being credited to the
costs of the main product. The split-off point value is arrived at on the basis of the ultimate realizable value of
the by-product less the post split-off costs.
Common Costs
1. A common cost is the cost of operating a common facility, activity or service or that is shared by two or more
cost objects.
2. The common cost is generally lower than the stand-alone individual cost to each cost object was the facility
not shared.
3. Common costs are therefore allocated to each cost object based on the individual costs of the cost object.
Presentation and Disclosure
Generally the presentation requirements of cost information for statutory purposes are laid down in the respective
rules. Similarly the requirements of reporting for regulatory purposes are laid down by the regulatory agencies.
Managements stipulate the presentation formats for managerial purposes. It is therefore not considered necessary
to lay down any model statements or formats in this document.
However it is considered appropriate to stress certain disclosure practices which are generally applicable.
1. Cost Statements must contain, besides total cost, unit cost per unit of output.
2. Output quantities with unit of measure must appear in the Cost Statements.
3. Input costs are best broken up as quantity and rate.
4. The basis of valuation of inputs must be stated.
5. The basis of distribution of costs to cost objects or cost centres must be disclosed.
6. Costs incurred in foreign currency must be stated separately.
7. Any costs excluded must be disclosed.
8. Any credits or recoveries netted against cost must be disclosed separately.
9. Transactions with related parties must be highlighted or disclosed separately.
10. Cost elements, which are material for a product or activity, must be disclosed separately.
11. Cost details of all ancillary products or activities may be maintained under a miscellaneous group and disclosed
appropriately.
12. Changes in the costing principles and methods applied must be disclosed with the effect.
Conclusion
This document contains a discussion of the generally accepted cost accounting principles in the context of today
and the times gone by. It must be understood that cost accounting principles and methods of applying them are in
a constant flux influenced by fresh thinking by experts, regulatory influences, parallel developments in financial
accounting standards and the like. Professional accountants will be well advised to use this document as a guide
and not as a set of rules.

llustration 1.
Burnet Ltd., a manufacturing unit, provides the following extracts from its records for the year ended March 31,
2022:
The Company’s specifications capacity for a machine per hour 1,500 units
No. of shifts (each shift of 8 hours) per day 3 shifts
Paid Holidays in a year (365 days):
(i) Sunday 52 days
(ii) Other holidays 12 days
Annual maintenance is done within these holidays —
Preventive weekly maintenance for the machine is carried on during Sundays
Normal idle capacity due to lunchtime, shift changes etc. per shift 1 hour
Production based on sales expectancy in past 5 years (units in lakh): 75.70
87.42
65.38
77.97
76.08
Actual Production for the year (units in lakh) 81.50
You are required to calculate:

(i) Installed Capacity
(ii) Practical Capacity
(iii) Actual Capacity (%)
(iv) Normal Capacity
(v) Idle Capacity (%)
(vi) Abnormal Capacity
Keeping in view of the relevant Cost Accounting Standard (CAS-2).
Solution:
Calculation of different capacities
Burnett Ltd
(i) Installed Capacity: days in year × working hours per day × unit per hour
365 × 8 × 3 × 1500 = 131.40 lakh units
(ii) Practical capacity: days available × available hour per shift × shifts × units per hour
(365-52-12) × ( 8-1) × 3 × 1500 = 94.815 lakh units

(iii) Actual capacity Utilization: Current production / Installed capacity

(81.50 / 131.40) × 100 = 62.02%
(iv) Normal capacity: (75.70+87.42+65.38+77.97+76.08) / 5 = 76.51 lakh units
(v) Idle Capacity: Installed capacity – Actual capacity
(131.40-81.50) = 49.90 / 131.40 = 0.3798 = 37.98%
(vi) Abnormal Idle capacity: (94.815 – 81.50) = 13.315 lakh units
Illustration 2.
The following information pertains to REACON CEMENT LTD., a manufacturing cement company for the year
that ended as follows:
The year ended March 31 2021-22 2020-21

Rated Capacity per Hr (in MT) 80 80
Break down (Hrs) 2,177 1,015
Planned Maintenance (Hrs) 247 422
Power restrictions (Hrs) 1,237 1,481
Shortfall (there are no orders) (Hrs) 792 677
Want of wagons (Hrs) 495 635
Total stoppage (Hrs) 4,948 4,230
Total running (Hrs) 3,888 4,582
Total available Hours 8,836 8,812
Production during the year (in MT) 2,48,844 3,29,928
Hourly Rate of Production (in MT) 64 72
Capacity Utilization (%) 62.21 82.48
Annual Installed Capacity (in MT) 4,00,000 4,00,000
Based on information stated above, you as a Cost Auditor are required to offer your comments on:
(i) The performance of the company
(ii) Your suggestion for improvement.

Solution:
Reacon Cement Ltd.
Performance analysis
(i)
(a) Rated capacity = 80 MT/Hr : Rated capacity achieved in 2020-21 = (72/80) × 100 = 90%
Rated capacity achieved in 2021-22 = (64 /80) × 100 = 80%. The capacity achievement as % of rated
capacity has declined from 90% to 80% in 2021-22.
Further the Capacity Utilization has gone down to 62.21% in 2021-22 from 82.48% of previous year; a
reduction of 20.27%.
(b) From the data available the following observations are noted:-
1. Breakdown hours have gone up from 1,015 hours to 2,177 hrs, an increase by 114.48%
2. Planned Maintenance hrs has reduced from 422 hrs to 247 hrs i.e. by 41.47%
3. Shortfall hrs due to lack of orders has increased from 677 hrs to 792 hrs i.e. by 16.99%
4. The total stoppage hrs. has increased from 4,230 hrs to 4,948 hrs i.e. by 16.97%
5. The total running hrs has come down from 4,582 hrs to 3,888 hrs i.e. by 15.15%
6. The production has come down from 3,29,928 MT to 2,48,844 MT i.e. by 24.58% From the above
findings, it can be pointed out that the under utilization of capacity to the extent of little over 20%
can be attributed mainly to:-
• Increased total stoppage hours of 4,948 of 2021-22 as against that of 4,230 hrs in 2020-21 and
• The net increase of 718 hrs (4,948-4,230) is again due to increase of break down by 1,162 hrs
(2,177-1,015) in the year 2021-22
(ii) Suggestion:
Therefore, the Company should look into the aspect of proper maintenance, securing sufficient orders to avoid lost
time. Better utilization of capacity can be also be achieved by improving availability of wagons. The company may
also carry out a cost-benefit analysis to have captive source of power.
Illustration 3.
The following data have been available of Sunflag Dolon Limited:
2019 - 20 2020 - 21 2021 – 22

Installed Capacity—Ton 250 250 250
Production—Ton 240 230 125
Cost Per Ton (`) 1,000 1,077 1,660
The poor capacity utilisation in 2021-22 was due to abnormal power-cut. The escalation in costs were 5% in 2020-
21 and 7% in 2021-22 based on 2019-20
(i) Calculate the abnormal cost due to power cut.
(ii) How would you treat these abnormal cost?

Solution:
2019-20 2020-21 2021-22

Installed Capacity – Ton 250 250 250
Production – Ton 240 230 125
% of Capacity Utilisation 96 92 50
Cost per Unit (`/Ton) 1,000 1,077 1,660
Escalation factor 100 105 107
 100   100 
Cost at base year price 1,000 1077 × 105  i.e. 1,026 1660 × 107  i.e. 1,551
Total cost of production (`) 2,40,000 2,35,980 1,93,875

Variable Cost/Ton (`) 402 402 401
Fixed Cost/Ton 598 624 1,150
Fixed Cost @ 100% utilisation (`) 574
Hence, increase in Fixed Cost/Ton due to poor capacity utilization in 2021-22
= (1,150 – 574) = ` 576
(i) Total abnormal cost due to power cut = 576 × 125 = ` 72,000
(ii) The abnormal cost must be excluded from computation of cost and has to be shown under Para 7 of the Cost
Audit Report as “Abnormal Non-Recurring Cost”.
(iii) The 50% under utilisation of capacity being due to power-cut only, the Company should consider possibility
of captive generation, if the power-cut is likely to persist. Accordingly, the investment needed, potential
savings, etc. must be computed to determine the viability of such a decision.
Working Notes:
2020-21 2021-22
Difference in Total Cost [2,40,000 – 2,35,980] = 4,020 [2,35,980 – 1,93,875] = 42,105
Difference in production 10 105
Hence, Variable Cost 402 401
Illustration 4.
GLORY LTD., a manufacturing company provides the following extracts from its Cost Accounting Records for
the year ended March 31, 2022:
The total capacity for 5 Machines per hour as per the company’s specification. 2500 Units
No. of shifts (each shift of 8 hours) per day 3
Paid holidays in a year (365 days):
(i) Weekly holidays 52
(ii) Other holidays 10
Annual maintenance is done within these holidays (i.e. 10)

Preventive maintenance for the machines is carried on during weekly off day.
Normal idle capacity due to lunchtime, shift changes etc. per shift 0.5 hour
Production based on sales expectancy in past 3 years (units in lakh): 154.50
159.54
166.66
Actual production for the year ended March 31, 2022: 158.80
You are required to calculate:
(1) Installed Capacity
(2) Practical Capacity
(3) Actual Capacity (%)
(4) Normal Capacity
(5) Idle Capacity (%)
(6) Abnormal Capacity — Keeping in view of the relevant Cost Accounting Standard (CAS-2).
Solution:
GLORY LTD.
CALCULATION OF DIFFERENT CAPACITIES FOR THE COMPANY
(1) Installed Capacity : 365 × 8 × 3 × 2500 = 21900000 i.e. 219 lakh units
(2) Practical capacity: (365 – 52 – 10) × (8 – 0.5) × 3 × 2500 = 17043750 i.e. 170.4375 lakh units
(3) Actual capacity (given) = 158.80 lakhs units
Actual capacity utilization: (158.80/219) × 100 = 72.51%
(4) Normal Capacity: (154.50 + 159.54 + 166.66)/3 = 160.23 lakh units
(5) Idle capacity: (219 – 158.80) = 60.20 lakh unit i.e. (60.20/219) = 27.49%
(6) Abnormal Idle capacity: (170.4375 – 158.80) = 11.6375 lakh units i.e. (11.6375/170.4375) = 6.83%.
Illustration 5.
A plant operates 3 shifts of 8 hours each for all days except Sundays and 8 holidays.
Preventive maintenance is taken care in Sundays and annual maintenance in 8 hoildays.
Normal idle time for food, shift change and other work for the workers is 1 hour per shift.
Installed Capacity of the machine = 1200 units per hour.
Production during last 5 years & Current year are 69.4, 72.6, 71.4, 70.5, 70.8, 69.9 lakh units
Determine according to CAS 2, Installed capacity, Actual capacity, Idle capacity, Abnormal idle capacity.

Solution:
(i) Installed capacity = days in year × working hours per day × unit per hour
= 365 × 8 × 3 × 1200 unit = 105.12 lakh units
(ii) Available capacity = days available × available hour per shift × shifts × units per hour
= (365 – 52 – 8) × (8 – 1) × 3 × 1200 = 76.86 lakh units
(iii) Normal capacity = 69.4 + 72.6 + 71.4 + 70.5 + 70.8 / 5 = 70.94 Lakhs units
(iv) Actual capacity = Current production / Installed capacity = 69.9 / 105.12 = 66.50 %
(v) Idle capacity = Installed capacity – Actual capacity = 105.12 – 69.90 = (35.22/105.12) × 100 = 33.50%
(vi) Abnormal Idle capacity = Normal capacity – Actual capacity
= 76.86 – 69.9 = 6.96 lakh units
Illustration 6.
The following particulars pertaining to production of yarn are extracted from the records of Balarampur Textiles
Ltd. for the year ended March 31, 2022:
Particulars ` ‘000
Direct Material Cost per unit 2,560
Direct Wages & Salaries 1,540
Direct Expenses 450
Indirect Materials 533
Factory Overheads 897
Administrative Overheads (40% relating to Production activities) 1,250
Quality Control Cost 565
Research and Development Cost 600
Interest on Working Capital 350
Sale of Scrap Realised 460
You are to determine the cost of production for the purpose of captive consumption in terms of the Rule 30 of
the Central Goods & Services Tax Rules 2017 and as per the CAS-4 (Revised) and the Assessable Value for the
purpose of paying GST on applicable transactions.

Solution:
According to the Rule 30 of the Central Goods & Services Tax Rules 2017, the Assessable Value of goods used
for captive consumption is 110% of cost of production of such goods. The manner of determination of cost of
production for captive consumption is laid down in CAS-4.
Particulars ` in ‘000
Direct Material 2,560
Direct Wages and Salaries 1,540
Direct Expenses 450
Indirect Materials 533
Factory Overheads 897
Administrative Overheads (40% on `1,250) 500
Quality Control Cost 565
R& D Cost 600
Total cost 7,645
Less: Realisation of scrap 460
Cost of production as per CAS-4 7,185
Note :
1. The cost of Working Capital Interest is not chargeable to Cost of Production
2. Assessable value as per Rule 30 of CGST Rules, 2017 is ` 79,03,500 (110 % × 71,85,000)
Illustration 7.
ABUNA ELECTRONICS LTD. is engaged in the manufacture of LED TV sets having its factories at Patna and
Gujarat. The company manufactures picture tube at Patna which is consumed to produce LED TV sets at Gujarat
factory. The following information pertaining to captively consumed picture tubes are extracted from the records
of the company for the half year ended March 31, 2022.
(` in Thousand)
Direct material 950

Direct wages and salaries 357
Direct expenses 80
Indirect materials 70
Factory overheads 320
Administrative overheads (20% relating to production activities) 640
Quality control cost 100
Research and development cost 125
Selling and distribution expenses 225
Sale of scrap realized 130
Profit margin 15%

You are required to determine:

(i) The cost of production for purpose of captive consumption in terms of Rule 30 of the Central Goods &
Services Tax Rules 2017 and as per CAS-4 (Revised), and
(ii) Assessable Value for the purpose of paying GST on applicable transactions.
Solution:
ABUNA ELECTRONIC LTD.
Computation of Cost of Production (As per CAS-4)
Amount in ` thousand
Direct materials 950
Direct wages and salaries 357
Direct expenses 80
Factory overheads (320+70) 390
Quality control cost 100
Research and development cost 125
Administrative overheads (to the extent relates to Production activities) 128
Less: Sale of scrap realized (130)
Cost of production 2,000
Add: 10% as per Rule 30 of CGST Rules, 2017 (10% of ` 2,000) 200
Assessable Value as per Rule 30 of CGST Rules, 2017 2,200
Illustration 8.
Purchase of Materials ` 3,00,000 (inclusive of GST of ` 15,715); Free on Board ` 12,000; Import Duty paid
` 15,000; Freight inward ` 20,000; Insurance paid for import by sea ` 10,000; Rebates allowed ` 4,000; Cash
discount ` 3,000; Subsidy received from the Government for importation of these materials ` 20,000. Compute the
landed cost of material (i.e. value of receipt of material).
Solution:
Computation of Material Cost Sheet
Particulars Amount (`)
Purchase price of Material 3,00,000
Add: Free on Board 12,000
Add: Import Duties of purchasing the material 15,000
Add: Freight Inward during the procurement of material 20,000
Add: Insurance paid 10,000
Total 3,57,000
Less: Rebates 4,000
Less: GST Input Tax Credit 15,715
Less: Subsidy received from the Government for importation of materials 20,000
Value of Receipt of Material 3,17,285

Note:
(i) Cash discount is not allowed, as it is a financial item.
(ii) Subsidy received, rebates and GST Input Tax Credit are to be deducted for the purpose of computing the
material cost.
Illustration 9.
Purchase of Materials $ 50,000 [Forward contract rate $ = `64.40 but $ = `64.60 on the date of importation];
Import Duty paid `5,65,000; Freight inward `1,62,000; Insurance paid for import by road `48,000; Cash discount
`33,000; Payment made to the foreign vendor after a month, on that date the rate of exchange was $ = `65.20.
Compute the landed cost of material.
Solution:
Computation of Landed Cost of Material
Particulars Amount (`)

Purchase price of Material [50,000 × 64.60] 32,30,000
Add Import duties of purchasing the material 5,65,000
Add Freight Inward during the procurement of material 1,62,000
Add Insurance paid 48,000
Value of Receipt of Material 40,05,000
(i) Excess payment made to the vendor due to exchange fluctuation is not an includible cost, hence not considered.
(ii) Though the forward contract rate was $ = `64.40, but the exchange rate on the date of importation is considered.
Hence, included in the cost of materials. Accordingly, the purchase cost is computed considering the $ = `64.60.
Illustration 10.
Opening stock of raw materials (5,000 units) ` 1,80,000; Purchase of Raw Materials (17,500 units) ` 7,00,000;
Closing Stock of Raw Materials 3,500 units; Freight Inward ` 85,000; Self-manufactured packing material for
purchased raw materials only `60,000 (including share of administrative overheads related to marketing sales
` 8,000); Demurrage charges levied by transporter for delay in collection ` 11,000; Normal Loss of materials due
to shrinkage in transit 1% of materials purchased; Abnormal Loss due to absorption of moisture before receipt of
materials 100 units. Calculate the value of Closing Stock (Average Cost Method).
Solution:
Computation of value of closing stock of raw materials [Average Cost Method]
Particulars Quantity Amount (`)

(Units)
Opening Stock of Raw Materials 5,000 1,80,000
Add Purchase of raw materials 17,500 7,00,000
Add Freight inwards 85,000
9,65,000

Less Abnormal Loss of raw materials ( due to absorption of moisture (100) (4,486)
before receipt of materials) = [(7,00,000 + 85,000) × 100]/17,500
Less Normal loss of materials due to shrinkage in transit (175) -----
[1% of 17,500 units]
Add Cost of self-manufactured packing materials for purchased raw 52,000
materials only
(60,000 – 8,000)
Cost of raw materials 22,225 10,12,514
Less: Value of Closing Stock (3,500) (1,58,737)
 Total Cost 
=  × Closing Stock units
 Total units − Units of Normal Loss 
 10,12,514 
=  × 3,500
 5, 000 + 17,500 − 175 
Cost of Raw Materials Consumed 18,725 8,53,777
Note:
(i) Units of normal loss adjusted in quantity only and not in cost, as it is an includible item
(ii) Cost of self-manufactured packing materials does not include any share of administrative overheads or finance
cost or marketing overheads. Hence, marketing overheads excluded.
(iii) Abnormal loss of materials arose before the receipt of the raw materials, hence, valuation done on the basis
of costs related to purchases only. Value of opening stock is not considered for arriving at the valuation of
abnormal loss.
Illustration 11.
A Steel Company which produces Iron Casting Pipes and rod iron is covered under the Cost Audit according to the
Companies (Cost Records and Audit) Rules 2014. From the expenditure data relating to 2021-22, determine the
employees cost according to CAS -7.
` in Lakh
(i) Salary, wages and other allowances 750

(ii) Bonus 100
(iii) Contribution to Providend Fund 90
(iv) Wages to contractors employees 100
(v) Employees welfare 40
(vi) Abnormal cost due to strike 80
(vii) VRS payment for closure of Rod Iron section of the plant 62
(viii) Arear Salary (2020-21) 210
(ix) Compensation paid against the past periods against Court order 67

Solution:
The following items will not be included according to CAS-7:
(i) VRS paid for closure of an unit
(ii) Abnormal cost charges to Profit and Loss A/C
(iii) Area salary not related to the current year
(iv) Compensation paid against past periods
(v) Wages paid to contractor employees.
[As per explanation(1) of CAS-7 under para-4.7: Contract employees include employees directly engaged by the
employer on contract basis but does not include employees of any contractor engaged in the organisation.]
Thus, employees cost :
` lakh
(i) Salary and wages 750
(ii) Contribution to PF 90
(iii) Employees welfare 40
(iv) Bonus 100
Total 980
Illustration 12.
A manufacturing firm has up its own power plant to cater its need in manufacturing process.
Its one month data is given below :
Number of units produced = 100 lakh units of which 5% is used by generating unit.
Material and utility used :
(i) Coal 300 MT @ ` 30,000 per MT
(ii) Oil 5 MT @ ` 1,60,000 MT
(iii) Cost of Water extraction and treatment : 6 lakh litres @ ` 3 per litre
(iv) Steam boiler cost ` 55 lakh with residual value 5 lakhs after life of 10 years.
(v) Cost of Generating Plant is ` 90 lakhs with no residual value. Depreciation is charged on straight line method
@ 10%
(vi) Generating Plant : 100 skilled workers@ ` 30,000 & 150 helpers @ ` 20,000 pm.
(vii) Boiler plant : 60 semi-skilled workers @ ` 25,000 & 100 helpers @ ` 20,000 pm
(viii) Repair & Maintenance of generating plant & Boiler is ` 5.0 lakhs
(ix) Share of Administrative charges ` 20 lakh
(x) Realization from Sale of ash disposed is ` 1.5 lakh
Prepare a cost sheet for Electricity Generating Cost and calculate cost per unit.

Solution:
Calculation ` Lakh
Material cost
Coal 300 × 30,000 90.00
Oil 5 × 1,60,000 8.00
Water 6×3 18.00
Total Material Cost 116.00
Wages for Generator Plant (100 × 30,000) + (150 × 20,000) 60.00
Wages for Boiler plant (60 × 25,000) + (100 × 20,000) 35.00
Depreciation - Generating Plant 90 × 0.10 9.00
Depreciation- boiler plant (55-5) /10 5.00
Repair & Maintenance of generating plant & boiler 5.00
Administraive Exp 20.00
Total Cost 250.00
As generating unit consumes 5%, effective unit produced for manufacturing = 95 lakh
Cost per unit = ` 250/95 = ` 2.63
Illustration 13.
During the Energy Audit of Reliable Engineering Ltd., the following figures relating to usage of power were placed
before the Auditor:
2021-22 2020-21 2019-20
Total Power consumed (kWh) 2642720 2744360 2393250
Rate per kWh (`) 6.29 5.42 4.90
Total Production (in million kg.) 422.16 416.36 376.08
Compute the necessary productivity measures and (i) Price Variance and (ii) Volume Variance of power usage
during these years.
Solution:
The power usage of Reliable Engineering Ltd. is given below along with the productivity measures and Price
Variance and Volume Variance.
2021-22 2020-21 2019-20

1. Power consumed (kWh) 26,42,720 27,44,360 23,93,250
2. Production (in million kg.) 422.16 416.36 376.08
3. Rate per kWh (`) 6.29 5.42 4.90
4. Power Cost (`) [1 × 3] 16,622,709 14,874,431 11,726,925
5. Power Cost/‘000 kg. (`) (W.N.-2) 39.375 35.725 31.182
6. Price Variance (`) (W.N.-1) 22,99,166 14,27,067
7. Volume Variance (`) (W.N.-1) 2,28,375 14,39,003

Workings:
(1)
2021-22 2020-21
Price Variance : 26,42,720 × (6.29 – 5.42) 22,99,166
: 27,44,360 × (5.42 – 4.90) 14,27,067
Volume Variance : [ ` 39.375 × (422.16 – 416.36) ×1,000 kg.] 2,28,375
: [ ` 35.725 × (416.36 – 376.08) × 1,000 kg.] 14,39,003
(2)
1 Million kg = 10,00,000 kg
422.16 Million kg. = 42,21,60,000 kg
Hence, for 1000 kg. = 4,22,160
For 2021-22, Power Cost/ ‘000 kg
` 1, 66, 22, 709
= = ` 39.375 and so on
4, 22,160
Illustration 14.
TROMA LTD., a manufacturing unit, produces two products PB and PS. The following information is extracted
from the Books of the Company for the year ended March 31, 2022:
Particulars Product PB Product PS

Units Produced (Qty.) 2,10,000 1,68,000
Units sold (Qty.) 1,68,000 1,36,500
Machine hours utilized 1,26,000 84,000
Design charges (`) 1,57,500 1,89,000
Software development charges (`) 2,62,500 3,78,000
Royalty paid on sales `6,09,000 [ @ ` 2 per unit sold for both the products].
(i) Royalty paid on units produced `3,78,000 [ @ `1 per unit produced for both the products].
(ii) Hire charges of equipment used in the manufacturing process of product PB only `53,000.
Note: No adjustments are to be made related to units held i.e. Closing Stock.
You are required to compute the Direct Expenses—keeping in view of Cost Accounting Standard (CAS-10).

Solution:
TROMA LTD.
Computation of Direct Expenses (As per CAS-10)
Amount in `
Particulars Product PB Product PS

Royalty paid on sale 3,36,000 2,73,000
Add: Royalty paid on units produced 2,10,000 1,68,000
Add: Hire charges of equipment used in the manufacturing process of 53,000 —

product-PB only
Add: Design charges

1,57,500 1,89,000
Add: Software development charges related to production
2,62,500 3,78,000
Direct expenses (total) 10,19,000 10,08,000
Illustration 15.
As per the CAS-12, how should high value spare, when replaced by a new spare and reconditioned, be treated?
Solution:
As per CAS-12 on Repairs and Maintenance Cost, high value Spare, when replaced by a new spare and
reconditioned, should be recognised as property, plant and equipment when they meet the definition of property,
plant and equipment and depreciated accordingly. Otherwise, such items are to be classified as inventory and
recognised in cost as and when they are consumed.
Example: A Company purchased equipment for `10 crore and the insurance spare was ` 1 crore. If the company
is covered under Ind AS, such spare is capitalized as Property, Plant and equipment. After use for five years, the
equipment broke down and a part was replaced with the aforesaid insurance spare. After 5 years, the depreciated
value of equipment is `5 crore. As property, plant and equipment are depreciated when they are available for
use, accordingly the depreciated value of new spare is `50 lakh. The old spare was reconditioned and the cost
of reconditioning is `10 lakh. As per the estimated life of the old spare for future economic benefits, the current
market value of the reconditioned old spare has been estimated at `25 lakh. The amount to be treated in repairs and
maintenance is ` 35 lakh as follows:
(` in Crores)
A. Equipment Cost 10.00
B. Cost of New Spare 1.00
Total Cost 11.00
Depreciation for 5 years 5.50

Depreciated value of equipment and spare [` 5 + 0.50] 5.50

Reconditioning cost of old spare 0.10
Depreciated value of old spare 0.50
Book value reconditioned spare 0.60
Current market value of reconditioned spare to be restated in Books of Account 0.25
Amount to be treated in Repairs and Maintenance 0.35
Illustration 16.
Standard Material requirement to produce 1000 units of product X is 1200 units of material at a standard price
of ` 60 per unit. The Standard allows for reject of 25% of input. It is estimated that one third of rejects can be
reworked at an additional cost of ` 20 per unit. Scrap units can be sold at ` 5 per unit.
During a particular period, units produced were 19500 with 24000 units of materials at standard cost of ` 60 per
unit, 7000 units were rejected out of which 2500 units were reworked at a cost of ` 51,000. The balance units were
sold as scrap for ` 5 per unit.
Calculate Material Quality Variance and Scrap Variance.
Solution:
Quality control cost is the cost of resources used for quality control procedures.
Standard Material Cost :
Units Particulars Amount

Material 1200 units Standard Cost (`) 72,000
Rejection 300 units
Reworked Unit =100 Rework cost (`) 2,000
Scrap of 200 units Sale value of scrap (`) -1,000
` 73,000
Unit Produced 1000 (1200 - 200) Standard Cost per unit ` 73.00
Actual Material Cost :
Units Particulars Amount

Material 24000 units Actual Cost (`) 14,40,000
Rejection 7000 units
Reworked Unit = 2500 Rework cost (`) 51,000
Scrap of 4500 units Sale value of scrap (`) -22,500
` 14,68,500
Unit Produced 19500 (24,000 - 4,500) Actual Cost per unit ` 75.31

Material Quality Variance = Actual Material Cost – Actual Quantity × Std Rate
= ` 14,68,500 – (19500 × 73) = 14,68,500 – 14,23,500 = ` 45,000 (A)
Material Usage Variance = Actual Quantity × Standard Rate – Standard Quanity × Std Rate
= Standard Rate (Actual Quantity – Standard Quantity) = 60 × [24,000 – (19,500 × 6/5)]
= 60 × (24,000 – 23,400) = 60 × 600 = ` 36,000 (A)
For Scrap Variance
Actual scrap = ` 22,500
Scrap value as per standard = 19,500 × (1/5) × 5 = ` 19,500
Scrap Variance = ` 3,000 (F)
` 72, 000
Material cost/unit = = ` 60 /unit
1200

Exercise
1. CAS-17 deals with _______ .

(a) Royalty and Technical Knowhow fee
(b) Material Cost
(c) Research & Development Cost
(d) Interest & Financing charges
2. CAS 21 deals with ________ .

(a) Cost of service cost centre
(b) Quality Control
(c) Capacity determination
(d) Cost classification.
3. The foreign exchange component of imported material is converted at the rate on ________ .
(a) Date of Payment
(b) Date of Delivery
(c) Date of Transaction
(d) Date of Use
4. Which of the following is not forming part of Cost of transportation?

(a) Cost of transport
(b) Transit insurance
(c) Demurrage Charge
(d) Local Octroi charges
5. Idle capacity is the difference between _______ .

(a) Installed capacity and Actual Capacity Utilisation
(b) Installed capacity and Normal Capacity
(c) Abnormal Idle capacity and Normal Capacity
(d) Installed capacity and Normal Capacity

6. Remuneration of the Non-Executive Directors is treated as_________ .

(a) Employee Costs
(b) Administrative Overheads
(c) Non-Cost Item
(d) Selling & Distribution Overhead
7. Which of the following is not part of the Employee Cost as per CAS-7?
(a) Leave with Pay
(b) Medical benefits to the Employees and dependents
(c) Compensation for Lay off period
(d) Cost of Employees’ stock option

1. As per CAS-7, any Cost incurred by company for providing ESOP to it’s employee is not forming part
of Employee Cost.
2. Remuneration paid by the company to its Executive Directors and Non-Executive Directors on the
Board will be considered as part of the Employee Cost.
3. Fines paid by company to the State Pollution Control Boar for violation environmental guideline is a
part of the Pollution Control cost as per CAS-14.
4. The Companies (cost records and audit) Amendment Rules, 2019, issued vide notification No. GSR
752E dt. 15.10.2019 is effective from 15.10.2019.
5. Cost Accounting Standards are issued by Ministry of Corporate Affairs.
� Fill in the blanks

1. Cost of repairs and maintenance measured as per principles and methods defined under CAS _________.
2. The cost incurred to remove the overlying material from the mine site is measured as per CAS ________.
3. CAS – 1 Classification of cost is effective from ________.
4. Employee cost, which cannot be directly attributed to a particular cost object is called ________.
5. Interest on Working capital is part of ________ Cost.

1. What is cost centre and what are the types of cost centre?
2. Write note on Secondary Packing Material and its treatment as per CAS-9?

Answer:
1. (d) Interest & Financing charges.

2. (b) Quality Control
3. (c) Date of Transaction
4. (c) Demurrage Charge
5. (a) Installed capacity and Actual Capacity Utilisation
6. (b) Administrative Overheads
7. (c) Compensation for Lay off period
State True or False
1. False- As per CAS-7, any Cost incurred by company for providing ESOP to it’s employee is forming part
of Employee Cost.
2. False -Remuneration paid to Executive Directors is a part of Employee cost whereas remuneration to non-
executive directors shall part of Administrative Overheads.
3. False -As per CAS -14, Fines, penalties and similar levies paid to statutory authorities shall not form part
of the Pollution Control cost.
4. False - The Companies (Cost Records and Audit) Amendment Rules, 2019, issued vide notification No.
GSR 752E dt. 15.10.2019 is effective from 01.04.2018.
5. False - Cost Accounting Standards are issued by Institute of Cost Accountants of India with the prior
approval from Ministry of Corporate Affairs.
Fill in the Blanks
1. CAS-12
2. CAS-23
3. 01.04.2015
4. Indirect Employee Cost
5. Finance

B. Practical Questions
1. The material purchase value arrived at ` 1,65,800.00 after adjustment of freight `12,400.00, taxes
` 17,200.00, trade discount received ` 3,600.00, Detention Charges ` 4,400.00, Subsidy received
` 15,200.00 and Cash Discount received ` 5,400. Find the value of Material Cost as per CAS-6.
(a) ` 1,81,100.00
(b) ` 1,60,400.00
(c) ` 1,66,800.00
(d) ` 1,72,200.00
2. M/s. Tech Pro Ltd. has incurred the following expenses: software services charges relating to production
` 42,000.00, Royalty on production `56,000.00, Job Charges `20,000.00 and Special Design Charges
`14,500.00. VRS cost ` 19,500.00 Find the Direct Expenses as per CAS-10 is ` _______.
(a) 1,52,000.00
(b) 98,000.00
(c) 1,32,500.00
(d) 1,29,800.00

� Unsolved Case
The below details are extracted from the Trial balance of M/s Infinity steel Ltd as on 31/3/2022:
(` in Lakhs)
Particulars Dr. Cr.

Sales - Steel Material - 11,656.00
Income from investments - 12.00
Sale of Scrap - 57.00
Sundry Creditors Written off - 4.00
Purchases of raw materials 8,400.00 -
Closing stock of raw materials - 420.00
Power & Fuel Consumed 360.00 -
Water Charges 30.00
Employees Cost 420.00 -
Legal Consultancy Fee 6.50
Audit Fee 3.20
Annual Fire Safety Inspection Fee of Corporate office 2.50
Polution Control Fee 4.00
Repair & Maitenance - Cooling Plant 12.00
Repairs & Maintanance of factory building 11.00 -
Lease Rent (Finance) 22.50
Rent Paid 22.00
Depreciation 40.00 -
Interest & Financial charges 62.00
Marketing & Publicity 15.50 -
Paking Material Expenses 26.50
Bad bebt written off 3.00 -
Donation 5.50 -
During the course of audit, the following issues were found:

1. The production during the year is 48,500 MT.
2. Opening stock of raw materials is ` 6,80,00,000.00.

3. Sale of Scrap includes Sale of Iron ore fines (waste RM) ` 40,00,000.00, Sale of discarded steel structure
recovered from building demolition ` 5,00,000.00 and balance ` 12,00,000.00 are damaged hording scrap due
to cyclone.
4. Water charges paid to govt. for raising water from river. 20% water raised is used in residential colony and
rest is used in cooling plant.
5. The Repairs & maintainance of factory building expenses consists a bill or ` 1,20,000 that belongs to previous
year. Against this insurance claim lodged last year received during the year ` 1,00,000.
6. The employee cost comprise of different departments i.e. at Plant, administrative & selling department in the
ratio of 70:20:10 respectively.
7. A sum of ` 2,20,000 incurred for special Covid-19 vaccination drive for employees which is included in
employee cost.
8. 20% of employees at plant are contractual basis who are engaged by the company.
9. Rent paid includes 20% for building at Factory site, 30% for Guest House at marketing location and Balance
paid as Godown rent.
10. 70% of Fixed Asset of the company is engaged in production process.
11. 40% of Packing Material expenses incurred for safeguard the product while the remaining packing cost
incurred for transport convience.
Calculate the Cost of Manufacturing of Steel Material as per CAS-22.

Cost Auditing and Assurance
Standards
5
5.1 Cost Auditing Standards - Overview

Cost Auditing and Assurance
Standards
To develop detail understanding of Cost Auditing Standards to ensure appropriate

This module discusses the Cost Auditing Standards. Cost Auditing Standards are designed to achieve
uniformity and consistency in the cost auditing principles and to establish regulations and also to
follow the disclosed practices consistently and to comply with promulgated Cost Auditing Standards.
After studying this module, the students will be able to –
� Get an overview about the Cost Auditing and Assurance Standards

Introduction 5
T
he Companies (Cost Records and Audit) Rules, 2014 [as amended from time to time] were notified by the
Ministry of Corporate Affairs, Government of India in exercise of the powers conferred by section 148 of
the Companies Act, 2013.
Sub-section (3) of section 148 prescribes that the auditor conducting the cost audit shall comply with the cost
auditing standards. This proviso to be read with the following explanation:
Explanation—For the purposes of this sub-section, the expression “cost auditing standards” mean such standards
as are issued by the Institute of Cost Accountants of India, constituted under the Cost and Works Accountants Act,
1959, with the approval of the Central Government.
While formulating the Standards, the Cost Audit & Assurance Standards Board [CAASB] takes into consideration
the applicable laws, usage and business environment prevailing in India. CAASB also takes into account the
relevant provisions of Cost and Works Accountants Act, Rules and Regulations, Code of Professional Ethics,
Cost Accounting Standards and other Statements issued by the Institute of the Cost Accountants of India. The
Standards issued by the CAASB are aligned, to the extent possible, with other recognised Standards issued in India
and prevailing International Practices. If a particular standard or any part thereof is inconsistent with a law, the
provisions of the said law shall prevail.
Standards formulated by the CAASB include paragraphs in bold italic type and plain type, which have equal
authority. Paragraphs in bold italic type indicate the main principles. Each Standard should be read in the context of
the objective stated in that Standard and the Preface to CAASB which is available on the Institute website and also
given in Volume-II of this Guide. Any limitation on the applicability of a Standard is made clear in the Standard
itself.

Cost Auditing Standards – Overview 5.1
T
he Institute of Cost Accountants of India is a founder member of the International Federation of Accountants
(IFAC). The International Auditing and Assurance Standards Board (IAASB) established under the
authority of IFAC have issued series of International Standards on Auditing (ISAs). These Standards have
been widely acknowledged and adopted [with or without any modifications] by all professional Institutes across
the world. As a founder member of IFAC, the Institute could have also adopted these Standards. However, as these
Standards are primarily focussed on the financial audit; hence there was need to modify their content to the extent
required.
It is a well-known fact that prima facie, the function of “Audit” per se do not differ in any audit assignment except
for its ‘scope’ and the ‘target clientele’. Broadly, the role & responsibility of an auditor, be it financial audit or cost
audit, remains same. For all practical purposes and under provision of law, cost auditor has same rights, duties,
and obligations as applicable to the financial auditor. Hence, even though the cost accounting differs from financial
accounting, but the audit practice thereof does not differ. Therefore, Standards on Cost Auditing [SCAs] issued by
the Institute are, in-principle, based on the International Standards on Auditing [ISAs] with suitable modifications
in framework and content wherever found necessary.
Government of India, Ministry of Corporate Affairs, vide their letter no. 52/33/CAB/2013 dated
10th September, 2015 has, under section 148(3) of the Companies Act, 2013, granted Central Government’s
approval to the following Cost Auditing Standards:
1. Cost Auditing Standard-101 on Planning an audit of Cost Statements;
2. Cost Auditing Standard-102 on Cost Audit Documentation;
3. Cost Auditing Standard-103 on Overall objectives of the independent cost auditor and the conduct of an Audit
in accordance with Cost Auditing Standards;
4. Cost Auditing Standard-104 on Knowledge of business, its processes and the business environment.

Cost Auditing and Assurance Standards
COST AUDITING STANDARDS
Cost Auditing Standard on Planning an Audit of Cost Statements - 101

The following is the Cost Auditing Standard (Cost Auditing Standard- 101) on “Planning an Audit of Cost
Statements”. In this Standard, the standard portions have been set in bold italic type. This Standard should be read
in the context of the background material, which has been set in normal type.
1. Introduction
Planning an audit of cost statements, records and other related documents is considered necessary to ensure
achievement of audit objectives with available resources and securing coordination with the auditee on audit
work.
2. Objective
The objective of this Standard is to guide the members in planning for the audit of cost statements so that it
is performed in an efficient and effective manner. Audit planning shall also include establishing the overall
audit strategy and audit plan for the conduct of the audit.
3. Scope
This Standard deals with the auditors’ responsibility to plan an audit of cost statements, records and other
related documents. The auditor shall prepare and document the overall audit strategy and audit plan.
4. Definitions
4.1 Audit: Audit is an independent examination of financial, cost and other related information of an
entity whether profit oriented or not, irrespective of its size or legal form, when such an examination
is conducted with a view to expressing an opinion thereon.
4.2 Audit Partner: Audit partner means the partner in the firm who is a member of the Institute of Cost
Accountants of India and is in full time practice and is responsible for the audit and its performance,
and for the report that is issued on behalf of the firm, and who, where required, has the appropriate
authority from a professional, legal or regulatory body.
4.3 Audit Plan: A record of the planned nature, timing and extent of risk assessment procedures and
further audit procedures at the assertion level in response to the assessed risks.
4.4 Audit Risk: Audit risk is the risk that the cost auditor expresses an inappropriate audit opinion on
the cost statements that are materially misstated. Audit risk is a function of the risk of material
misstatement and detection risk.
(a) The risk of material misstatement has two components viz. Inherent Risk and Control risk.
(1) Inherent risk: the susceptibility of an assertion about the measurement, assignment or
disclosure of cost to a misstatement that could be material, either individually or when
aggregated with other misstatements, before consideration of any related controls.
(2) Control risk: the risk that a misstatement that could occur in an assertion about the

measurement, assignment or disclosure of cost and that could be material, either individually
or when aggregated with other misstatements, will not be prevented, or detected and
corrected, on a timely basis by the entity’s internal, operational and management control.
(b) Detection risk: the risk that the procedures followed by the cost auditor to reduce audit risk to an
acceptable low level will not detect a misstatement that exists and that could be material, either
individually or when aggregated with other misstatements.
4.5 Audit Team: Audit team means all personnel performing an engagement, including any experts
contracted by the firm in connection with that engagement.
4.6 Auditee: Auditee means a company or any other entity for which cost audit is being carried out.
4.7 Cost Audit: Cost audit is an independent examination of cost statements, cost records and other related
information of an entity including a non-profit entity, when such an examination is conducted with a
view to expressing an opinion thereon.
4.8 Cost Auditor: “Cost Auditor” means an auditor appointed to conduct an audit of cost records and
shall be a cost accountant within the meaning of The Cost and Works Accountants Act 1959. “Cost
Accountant” is a cost accountant as defined in clause (b) of sub-section (1) of section 2 of The Cost
and Works Accountants Act, 1959 (23 of 1959) and who holds a valid certificate of practice under sub-
section (1) of section 6 and who is deemed to be in practice under sub-section (2) of section 2 of that
Act and includes a firm of cost accountants.
4.9 Firm: Firm means a sole practitioner, partnership including LLP (Limited Liability Partnership) or
any other entity of professional cost accountants as may be permitted by law and constituted under
The Cost and Works Accountants Act & Regulations.
4.10 Initial Audit: Initial audit means an audit where:-
(a) The entity is subject to audit for the first time, as per the applicable laws, or
(b) The audit of the entity for the prior period was conducted by a different audit firm.
4.11 Misstatement: A difference between the amounts, classification, presentation or disclosure of a reported
cost statement item and the amount, classification, presentation, or disclosure that is required for the
item to be in accordance with the applicable cost reporting framework. Misstatements can arise from
error or fraud.
Where the cost auditor expresses an opinion on whether the cost statements give a true and fair view,
misstatements also include those adjustments of amounts, classifications, presentation, or disclosures
that, in the cost auditor’s judgment, are necessary for the cost statements to be presented fairly, in all
material respects, or to give a true and fair view.
4.12 Overall Audit Strategy: Overall Audit Strategy sets the scope, timing and direction of the audit, and
guides the development of the detailed audit plan.
4.13 Risk Assessment: The audit procedures performed to obtain an understanding of the entity and
its environment, including the entity’s internal control, to identify and assess the risks of material
misstatement, whether due to fraud or error, at the overall cost statement level and at the assertion
level including items of cost, cost heads and disclosure thereof.

5. Requirements
5.1 Prior to entering the planning phase, the Cost Auditor shall ensure that:
(a) the appointment as cost auditor is proper, he has received the letter of appointment and legal
formalities regarding his appointment have been complied with;
(b) the ethical requirements as per the regulations continue to be satisfied; (Refer 6.3)
(c) an understanding of the terms of reference including the units to be covered, products/services to be
covered, scope of coverage where the regulations leave it to be agreed between the auditor and the
auditee.
5.2 The audit partner and other key members of an audit team shall be involved in planning the audit,
including planning and participating in the discussion among audit team members. (Refer 6.4)
5.3 The Cost Auditor shall formulate an Overall audit strategy that sets the scope, timing and direction of
the audit.
The overall audit strategy guides the development of the audit plan.
5.4 In formulating the Overall audit strategy, the Cost Auditor shall consider all relevant factors. (Refer 6.5)
These relevant factors include:
(a) results of preliminary activities as specified in 5.1 above
(b) knowledge from previous audits and other engagements with the auditee
(c) knowledge of business
(d) nature and scope of the audit
(e) statutory deadlines and reporting format
(f) relevant factors determining the direction of the audit efforts
(g) nature, timing and extent of resources required for the audit.
5.5 The Cost Auditor shall develop an audit plan.
The audit plan will include the nature, extent and timing of risk assessment, audit procedures and other
activities (Refer 6.5, 6.6)
5.6 The Cost Auditor shall plan the nature, extent and timing of the direction and supervision of audit team
members and the review of their work.(Refer 6.7)
5.7 The Cost Auditor shall update the Overall audit strategy and the audit plan as required during the course
of audit. (Refer 6.8)
5.8 The Cost Auditor shall document the overall audit strategy, the audit plan and any significant changes
made therein during the audit engagements and the reasons for the changes.
5.9 In the initial audit, the Cost Auditor shall perform procedures regarding the acceptance of the client
relationship and the specific audit.

In case where the audit of the entity for the prior period was conducted by a different audit firm, the
auditor shall communicate with the previous auditor. (Refer 6.9)
6. Application Guidance
6.1 The nature and extent of planning activities will vary according to the:
(a) size and complexity of the entity’s activities, the number of products to be covered, the processes and
operations involved.
(a) the audit team members’ previous experience with the entity and the industry.
(b) changes in circumstances that occur during the audit.
6.2 Planning is not a discrete phase of an audit, but rather a continuous and iterative process. Planning includes
scheduling which involves determining the priority of audit procedures and their inter dependence. For
example, the risk assessment procedures are planned early in the audit process.
6.3 Prior to the performance of other significant activities for the current year’s audit, the auditor shall ensure that
{Refer 5.1 (b)} :
(a) After the Cost Auditor has accepted the appointment for an entity, there are no changes in his position in
relation to the entity that impede his arm’s length relationship with the entity. Such as, acceptance of an
assignment relating to designing and implementation of cost accounting system for the entity.
(b) Subsequent to his acceptance of the assignment, no issues about management integrity has cropped up
that may affect the auditor’s willingness to continue the engagement.
6.4 The involvement of the audit partner and other key members of the audit team in planning the audit draws
on their experience and insights, thereby enhancing the effectiveness and efficiency of the planning process.
(Refer 5.2)
6.5 Matters that are relevant in formulating the overall audit strategy and drawing up the audit plan include, in
addition to those mentioned earlier, the following (Refer 5.4, 5.5):
(a) The cost reporting framework generally prescribed, under the Companies Act and Rules prescribed
thereunder, as well as under any other law as applicable, on the basis of which the cost information to be
audited has been prepared, including need for reconciliation with financial reporting framework.
(b) Industry regulators’ requirement as to how costs will be handled.
(c) Unique features of an industry that influence audit requirements such as definition of product in the
newspaper industry.
(d) Reliance that can be placed on the work of financial auditors, other cost auditors appointed by the entity
and internal auditors. such as their attendance in annual stocktaking
(e) State of IT (Information Technology) implementation, whether the entity is using an ERP (Enterprise
Resource Planning) system or internally developed systems and the reliance that can be placed on them.
(f) Statutory timelines for cost reporting, which can be modified by the management for early completion.
(g) Timelines for Board/ audit committee meetings, which can set the time limits for completion of audit
work.

(h) Resources required and available in terms of manpower, equipment and others and the assignment of
these to specific parts of the work.
6.6 The audit plan is more detailed than the overall audit strategy as it includes the nature, timing and extent of
audit procedures to be performed by audit team members. Planning for these audit procedures takes place over
the course of the audit as the audit plan for the engagement develops. For example, planning of the auditor’s
risk assessment procedures occurs early in the audit process. However, planning the nature, timing and extent
of specific further audit procedures depends on the outcome of those risk assessment procedures. (Refer 5.5)
6.7 The nature, extent and timing of the direction and supervision of audit team members and review of their work
vary depending on, among others, the size and complexity of the entities activities, risk assessment results and
the capabilities and competence of the individual team members performing the audit work. (Refer 5.6)
6.8 As a result of unexpected events, changes in conditions or the audit evidence obtained from the results of audit
procedures, the auditor may need to modify the overall audit strategy and audit plan. (Refer 5.7)
6.9 Additional Consideration in Initial Audit Engagements (Refer 5.9): The purpose and objective of planning the
audit are the same whether the audit is an initial or recurring engagement. However, for an initial audit, the
auditor may need to expand the planning activities because the auditor does not ordinarily have the previous
experience with the entity that is considered when planning recurring engagements. For the initial audit,
additional matters the auditor may consider in formulating the overall audit strategy and audit plan include the
following.
(a) The planning activities may expand to cover consultations with the previous auditor, review of previous
year’s audit working papers, if not prohibited by other Law or regulation, and previous year’s transactions
having an impact on current year’s cost.
(b) Any major issues (including the application of cost accounting principles or of auditing and reporting
standards) discussed with management in connection with the initial selection as cost auditor, the
communication of these matters to those charged with governance and how these matters affect the
overall audit strategy and audit plan.
(c) The audit procedures necessary to obtain sufficient appropriate audit evidence regarding opening
balances (such as Inventory).
(d) Other procedures required by the firm’s system of quality control for initial cost audit engagements (for
example, the firm’s system of quality control may require the involvement of another partner or senior
individual to review the overall audit strategy prior to commencing significant audit procedures or to
review reports prior to their issuance).
6.10 In audits of small entities where the entire audit may be conducted by a small audit team comprising the
audit partner working with say one team member, formulating the audit strategy and drawing up the audit
plan need not be elaborate. Nonetheless it is necessary to have regard to the matters mentioned under
Requirements.
7. Effective Date
This Standard is effective for audits on or after September 11, 2015.

Cost Auditing Standard on Cost Audit Documentation – 102
The following is the Cost Auditing Standard (Cost Auditing Standard-102) on “Cost Audit Documentation”.
In this Standard, the standard portions have been set in bold italic type. This Standard should be read in the context
of the background material, which has been set in normal type.
1. Introduction
The purpose of this Standard is to provide guidance to the members in preparation of Audit Documentation
in the context of the audit of cost statements, records and other related documents.
Nature and Purpose of Cost Audit Documentation

Cost Audit documentation that meets the requirement of this Cost Auditing Standard and the specific
documentation requirements of other relevant Cost Auditing Standards provides:
(a) Evidence of the cost auditor’s basis for a conclusion about the achievement of the overall objectives of
the cost auditor; and
(b) Evidence that the cost audit was planned and performed in accordance with Cost Auditing Standards
and applicable legal and regulatory requirements.
Cost Audit documentation serves a number of additional purposes, including the following:
(a) Assisting the audit team to plan and perform the cost audit.
(b) Assisting members of the audit team responsible for supervision to direct and supervise the cost audit
work, and to discharge their review responsibilities.
(c) Enabling the audit team to be accountable for its work.
(d) Retaining a record of matters of continuing significance to future cost audits.
(e) Enabling the conduct of quality control reviews in accordance with the Guidance Manual for Audit
Quality issued by Quality Review Board (QRB).
(f) Enabling the conduct of external inspections in accordance with applicable legal, regulatory or other
requirements.
2. Objective
The objective of this Standard is to guide the members to prepare documentation that provides:
(a) A sufficient and appropriate record of the basis for the Cost Auditor’s Report; and
(b) Evidence that the audit was planned and performed in accordance with Cost Auditing Standards
and applicable legal & regulatory requirements.
3. Scope
This Standard deals with the cost auditor’s responsibility to prepare audit documentation for the audit of
cost statements, records and other related documents. The specific documentation requirements of other
Cost Auditing Standard’s do not limit the application of this Cost Auditing Standard. Laws or regulations
may establish additional documentation requirements.

4. Definitions
The following terms are being used in this Standard with the meaning specified.
4.1 Audit: Audit is an independent examination of financial, cost and other related information of an entity
whether profit oriented or not, irrespective of its size or legal form, when such an examination is conducted
with a view to expressing an opinion thereon.
4.2 Audit documentation: Audit Documentation means the records, in physical or electronic form, including
working papers prepared by and for, or obtained and retained by the Cost auditor, in connection with the
performance of the audit.
4.3 Audit file: Audit file means one or more folders or other storage media, in physical or electronic form,
containing the records that comprise the audit documentation for a specific Assignment or audit.
4.4 Audit Partner: Audit partner means the partner in the firm who is a member of the Institute of Cost
Accountants of India and is in full time practice and is responsible for the audit and its performance, and
for the report that is issued on behalf of the firm, and who, where required, has the appropriate authority
from a professional, legal or regulatory body.
4.5 Audit Team: Audit team means all personnel performing an engagement, including any experts contracted
by the firm in connection with that engagement.
4.6 Audit working papers: Audit working papers are the documents which record all audit evidence obtained
during audit. Such documents are used to support the audit work done in order to provide assurance that
the audit was performed in accordance with the relevant Cost Auditing Standards.
4.7 Cost Auditor: “Cost Auditor” means an auditor appointed to conduct an audit of cost records and shall be a
cost accountant within the meaning of The Cost and Works Accountants Act, 1959. “Cost Accountant” is a
cost accountant as defined in clause (b) of sub-section (1) of section 2 of The Cost and Works Accountants
Act, 1959 (23 of 1959) and who holds a valid certificate of practice under subsection (1) of section 6 and
who is deemed to be in practice under sub-section (2) of section 2 of that Act and includes a firm of cost
accountants.
4.8 Firm: Firm means a sole practitioner, partnership including LLP (Limited Liability Partnership or any
other entity of professional cost accountants as may be permitted by law and constituted under The Cost
and Works Accountants Act & Regulations.
5. Requirements
5.1 The cost auditor as part of the audit documentation shall record audit procedures performed, relevant audit
evidence obtained, and conclusions reached. (Refer 6.1)
5.2 The Cost Auditor shall prepare audit documentation that is sufficient to enable another competent person,
having no previous connection with the said audit, including person undertaking peer review to understand:
(a) Conformance of audit procedures performed with legal and regulatory requirements;
(b) Conformance to Cost Auditing Standards. (Refer 6.6)
(c) The results of audit procedures performed
(d) The audit evidence obtained
(e) Significant matters arising during the audit, the conclusions reached thereon, and significant
professional judgments made in reaching those conclusions.(Refer 6.7 & 6.8)

5.3 The Cost Auditor shall record the discussions of significant matters with client personnel and outsiders.
(Refer 6.9).
5.4 The Cost Auditor shall record any departure from the standard requirement in a Cost Auditing Standard.
(Refer 6.11)
5.5 In documenting the nature, timing and extent of audit procedures performed, the Cost Auditor shall record
the characteristics of the specific items or matters tested, the persons responsible for performing and
reviewing such procedures with relevant dates and extent of review. (Refer 6.12)
5.6 The Cost Auditor shall prepare audit documentation on a timely basis. (Refer 6.14)
5.7 If, in exceptional circumstances, Cost Auditor performs any new or additional audit procedures or draws
new conclusions, after the date of Cost Audit Report, then he shall document such circumstances and
details of such procedures performed. (Refer 6.15)
5.8 The cost auditor shall assemble the audit documentation in an audit file. (Refer 6.16)
6.1. The Cost Audit documentation will usually contain:
(a) Checklists
Example: Checklist of compliance with:-(1) The Rules, regarding maintenance of Cost Records, as
prescribed under the Companies Act,
(2) The Cost Accounting Standards (CAS) as prescribed by the Institute
(3) The Generally Accepted Cost Accounting Principles (GACAP) as prescribed by the Institute
(b) Audit programs
Example: Audit Program for Material Cost, Employee Cost and others
(c) Analysis
Cost Audit relies more on analytical review than on substantive testing to establish true and fair view.
Example: Calorific value of different fuels used and average Cost per unit of calorific value and Specific
Heat Consumption.
(d) Audit Query List
Contains a log of audit queries raised and their resolution
(e) Abstracts of significant contracts relating to costs and revenues
Example: Supply of materials indicating price, quality terms, O & M contracts, Terms of supply of
contract labour and others
(f) Letters of confirmation
Example: Stock of materials with subcontractors.
(g) Letter of Representation from Management Correspondence (including e-mail) concerning
significant matters.
Example: Correspondence regarding terms of supply of goods and services.
(h) Abstract or copies of the entity’s records

6.2. Audit documentation may be in paper form or electronic form. Where it is in electronic form, special care
may be required to protect against accidental deletion, or tampering.
6.3. The content and form of audit documentation will depend on a number of factors such as:
(a) the size and complexity of the operations of the auditee,
(b) the extent of computerization of cost records,
(c) the assessed risks of material misstatement of cost,
(d) the cost audit methodology and tools used. For example whether automated queries were used to get
audit evidence from cost records.
(e) the nature of the audit procedure to be performed.
6.4. In particular, it is necessary to document the basis for a conclusion, not readily determinable from other
documentation. For example: consumption of materials by a product from technical norms, normal price for
a related party contract from Cost Auditor’s own sources of data of the industry.
6.5. Audit documentation must be sufficient and appropriate, and oral explanations by the Cost Auditor cannot
substitute for such documentation.
6.6. Audit documentation must contain evidence of conformance to requirements of Cost Auditing Standards in
respect of this Standard and other standards {Refer 5.2(b)}:
Typical of such evidence are:
(a) an adequately documented audit plan
(b) the signed appointment letter from the auditee
(c) Minutes of discussion with client personnel, with names of members of audit team present, particularly
of the audit partner when he is present
(d) Minutes of audit team discussions, with names of members of audit team present, particularly of the
audit partner when he is present.
6.7. Matters that give rise to significant risks of a material misstatement are significant matters. Those that causes
a revision of the Cost Auditor’s previous assessment of the risks of material misstatement is also a significant
matter. The Cost Auditor may have reached a certain conclusion regarding the misstatement of the Material
Cost in a Cost statement based on the availability of a well documented Bill of Materials but his assessment
of risk may undergo a change if he finds that there is considerable use of substitute and alternate materials in
the actual production process. Matters that cause the Cost Auditor significant difficulty in applying necessary
audit procedures are also significant, as for example heaps of bulk material in irregular shapes which make
volumetric measurement of stock in a physical stock taking unreliable. {Refer 5.2(e)}
6.8. Determining what are significant matters in an audit to warrant their inclusion in the documentation must be
objectively done. The conclusions reached and the application of professional judgment in respect of these
also needs to be documented. For example the determination of the normal capacity for applying overheads is
a significant matter in Cost Audit and requires not mere calculations but considerable judgment. These should
be adequately documented. {Refer 5.2(e)}
6.9. Records of discussions include Minutes of discussion of significant matters with management, those charged
with governance and others. It also includes Discussion with third parties seeking information or confirmation.
(Refer 5.3)

6.10. The Cost Audit Documentation in respect of smaller entities may be less detailed than what is indicated but
must include at the minimum the following:
(a) A description of the entity, the products produced, services provided and other activities
(b) An organization Chart showing the responsibility centres and the person responsible
(c) A description, preferably a flow chart of the manufacturing process
(d) Internal controls over material cost, labour cost and expenses
(e) The risks of material misstatement assessed, for example, in respect of scrap recovery and disposal
(f) Tests of materiality used
(g) The overall audit strategy and audit plan
(h) Significant matters noted during the audit, and conclusions reached
6.11. If, in exceptional circumstances, the Cost Auditor finds it necessary to perform alternative audit procedures
different from a corresponding requirement in a Cost Auditing Standards, the Cost Auditor shall document
how the alternative audit procedures performed achieve the aim of that requirement, and the reasons for the
departure. (Refer 5.4)
6.12. It is necessary in a Cost Audit to identify the specific matters or items tested. In connection with a Cost Audit
these may include Purchase Orders for supply of key raw materials, Goods Receipt Notes for materials, Issue
notes for materials, bills of contractors for supply of contract labour among others. Where the Cost Auditor
resorts to test checking, the basis used for selection, for example issues of spares above a certain value, and
the documents selected. (Refer 5.5)
6.13. Names of the team member preparing specific audit documents and details of their review by the Cost
Auditor are a necessary part of the Audit Documentation.
6.14. Preparing the audit Documentation on timely basis helps to enhance the quality of audit. Documentation
prepared after the audit work has been performed is likely to be less accurate than the documentation
prepared during execution. (Refer 5.6)
6.15. Facts which become known to the Cost Auditor after the date of the audit report but which if known earlier
would have caused the cost statements to be changed or the Cost Audit Report to be modified should be
added to the Cost Audit Documentation. The resulting changes to the audit documentation must also be
reviewed as the original documentation. (Refer 5.8)
6.16. The Cost Audit Documentation must be assembled as the audit goes on and the final assembly required of
audited documentation must be limited. Assembly the final audit file should be completed within a reasonable
time after the completion of the audit. After the assembly of the final audit file has completed, the auditor
should not delete or discard audit documentation of any nature before the end of its retention period. (Refer
5.9)
6.17. The audit documentation is the property of the Cost Auditor. Unless otherwise specified by law or regulation,
he may at his discretion, make portions of, or extracts from audit documentation available to clients
6.18. The Cost Audit Documentation should be retained for at least ten years from the date of the Cost Audit
Report.
7. Effective Date

Cost Auditing Standard Overall Objectives of the Independent Cost Auditor and
the Conduct of an Audit in Accordance with Cost Auditing Standards - 103
The following is the Cost Auditing Standard (Cost Auditing Standard - 103) on “Overall Objectives of the
Independent Cost Auditor and the Conduct of an Audit in Accordance with Cost Auditing Standards”. In
this Standard, the standard portions have been set in bold italic type. This Standard should be read in the context
of the background material, which has been set in normal type.
1. Introduction
This Standard on Auditing deals with the overall objectives of the independent cost auditor, the nature and
scope of a Cost audit the independent auditor’s overall responsibilities when conducting an audit of cost
statements in accordance with Cost Auditing Standards. It also explains the requirements establishing the
general responsibilities of the independent auditor applicable in all audits, including the obligation to comply
with the Cost Auditing Standards.
The independent Cost Auditor is referred to as “Cost auditor” hereafter.
2. Objectives
The objective of this Standard is to lay down the overall objectives of the Cost Auditor and ensuring the
Conduct of the Audit of Cost Statements in accordance with the Cost Auditing Standards.
The Cost auditor’s overall objectives are:
2.1. to obtain reasonable assurance about whether the cost statements as a whole are free from material
misstatement, whether due to fraud or error, and to enable the auditor to express an opinion whether
the Cost Statements are prepared, in all material respects, in accordance with the applicable Cost
reporting framework, Cost Accounting Standards (CAS) and Generally Accepted Cost Accounting
Principles (GACAP) as issued by the Institute, and give a true and fair view of the Cost of a product,
activity or service. In the case of a Cost Audit under the Companies Act and Rules prescribed
thereunder, the objective is to express an opinion on whether the Cost Statements subject to audit
represent a true and fair view of the cost of production, cost of sales and margin of products covered
by the Cost Audit.
2.2. to report on the cost statements in the form required by law or by the Cost Auditing Standards in
accordance with the auditor’s findings.
Where reasonable assurance cannot be obtained, the cost auditor should qualify the opinion and in
extreme cases disclaim an opinion.
The Cost Auditors objective may extend to making observations and suggestions where required by
applicable regulations.
3. Scope
The scope of this standard is to establish overall objectives of the cost auditor while conducting an audit of
cost statements, in accordance with the cost auditing standards.
It also describes management responsibility for the preparation and presentation of the Cost Statement, to
identify the Cost Reporting framework and to lay down Cost Accounting policies.
4. Definitions

4.1. Audit: Audit is an independent examination of financial, cost and other related information of an entity
4.2. Audit Partner: Audit partner means the partner in the firm who is a member of the Institute of Cost
Accountants of India and is in full time practice and is responsible for the audit and its performance, and
for the report that is issued on behalf of the firm, and who, where required, has the appropriate authority
from a professional, legal or regulatory body.
4.3. Audit Risk: Audit risk is the risk that the cost auditor expresses an inappropriate audit opinion on the cost
statements that are materially misstated. Audit risk is a function of the risk of material misstatement and
detection risk.
(1) Inherent risk: the susceptibility of an assertion about the measurement, assignment or disclosure
of cost to a misstatement that could be material, either individually or when aggregated with
other misstatements, before consideration of any related controls.
or when aggregated with other misstatements, will not be prevented, or detected and corrected,
on a timely basis by the entity’s internal, operational and management control.
4.4. Audit Team: Audit team means all personnel performing an engagement, including any experts contracted
by the firm in connection with that engagement.
4.5. Auditee: Auditee means a company or any other entity for which cost audit is being carried out.
4.6. Auditor: Auditor is used to refer to the person or persons conducting the audit, usually the audit partner
or other members of the audit team, or, as applicable the firm. Auditor includes Cost Auditor
4.7. Cost Audit: Cost audit is an independent examination of cost statements, cost records and other related
information of an entity including a non-profit entity, when such an examination is conducted with a view
to expressing an opinion thereon.
4.8. Cost Auditor: “Cost Auditor” means an auditor appointed to conduct an audit of cost records and shall be
a cost accountant within the meaning of The Cost and Works Accountants Act 1959. “Cost Accountant”
is a cost accountant as defined in clause (b) of sub-section (1) of section 2 of The Cost and Works
Accountants Act, 1959 (23 of 1959) and who holds a valid certificate of practice under subsection (1) of
section 6 and who is deemed to be in practice under subsection (2) of section 2 of that Act and includes a
firm of cost accountants.
4.9. Firm: Firm means a sole practitioner, partnership including LLP (Limited Liability Partnership) or any
other entity of professional cost accountants as may be permitted by law and constituted under The Cost
and Works Accountants Act & Regulations.
4.10. Management: The person(s) with executive responsibility for the conduct of the entity’s operations. For
some entities in some jurisdictions, management includes some or all of those charged with governance.
4.11. Misstatement: A difference between the amounts, classification, presentation or disclosure of a reported
cost statement item and the amount, classification, presentation, or disclosure that is required for the item

to be in accordance with the applicable cost reporting framework. Misstatements can arise from error or
fraud.
Where the cost auditor expresses an opinion on whether the cost statements give a true and fair view,
misstatements also include those adjustments of amounts, classifications, presentation, or disclosures that,
in the cost auditor’s judgment, are necessary for the cost statements to be presented fairly, in all material
respects, or to give a true and fair view.
4.12. Non-compliance: Acts of omission or commission by the entity, either intentional or unintentional,
which are contrary to the prevailing laws or regulations governing Cost Accounting, Cost Records
and Cost Audit. Such acts include transactions entered into by, or in the name of, the entity, or on
its behalf, by those charged with governance, management or employees. Non-compliance does not
include personal misconduct (unrelated to the business activities of the entity) by those charged with
governance, management or employees of the entity.
4.13. Overall Audit Strategy: Overall Audit Strategy sets the scope, timing and direction of the audit, and
guides the development of the detailed audit plan.
4.14. Professional Judgment: The application of relevant training, knowledge and experience, within the
context provided by cost auditing standards, cost accounting standards and ethical requirements, in
making informed decisions about the courses of action that are appropriate in the circumstances of
the audit engagement.
4.15. Criticism: An attitude that includes a questioning mind, being alert to conditions which may indicate
possible misstatements due to error or fraud, and a critical assessment of audit evidence.
4.16. Risk Assessment: The audit procedures performed to obtain an understanding of the entity and
misstatement, whether due to fraud or error, at the overall cost statement level and at the assertion level
including items of cost, cost heads and disclosure thereof.
4.17. Those charged with governance: The person(s) or organisation(s) (e.g., a corporate trustee) with
responsibility for overseeing the strategic direction of the entity and obligations related to the
accountability of the entity. This includes overseeing the financial reporting process. For some
entities in some jurisdictions, those charged with governance may include management personnel,
for example, executive members of a governance board of a private or public sector entity, or an
owner-manager.
5. Requirements
5.1. The cost auditor shall comply with the relevant ethical requirements including those pertaining to
independence in respect of cost audit engagements. (refer 6.1)
5.2. While conducting an audit, the cost auditor shall comply with each of the Cost Auditing Standards
relevant to the audit. A Cost Auditing Standard is relevant to the audit when the Cost Auditing
Standard is in effect and the circumstances addressed by the Cost Auditing Standard exist. (refer 6.2)
5.3. The cost auditor shall have an understanding of the entire text of the Cost Auditing Standard, including
its application and other explanatory material, to understand its objectives and to apply its requirements
properly.
5.4. The cost auditor shall not represent compliance with the cost auditing standards in the cost auditor’s
report unless the auditor has complied fully with all of the Cost Auditing Standards relevant to the audit.

5.5. In exceptional circumstances, the cost auditor may judge it necessary to depart from a relevant
requirement in a Cost Auditing Standard. In such circumstances, the auditor shall perform alternative
audit procedures to achieve the aim of that requirement.{Refer 6.2(c)}
5.6. The cost auditor shall plan and perform an audit with an attitude of ticism recognizing that circumstances
may exist that cause the Cost Statements to be materially misstated. (refer 6.3)
5.7. The auditor shall obtain sufficient appropriate audit evidence to reduce audit risk to an acceptably low
level and thereby enable the auditor to draw reasonable conclusions on which to base the auditor’s
opinion. (refer 6.4 )
5.8. The cost auditor shall exercise professional judgment in planning and performing the audit.
5.9. The cost auditor shall determine whether the Cost Reporting Framework followed by management in
preparing cost statements is in line with the Companies Act and the Rules prescribed thereunder. (refer
6.5)
5.10. The cost auditor shall not be required to perform audit procedures regarding the entity’s compliance
with laws and regulations governing cost audit in the absence of identified or suspected non-compliance.
(refer 6.6)
5.11. If an objective in a relevant Cost Auditing Standard cannot be achieved, the auditor shall evaluate whether
this prevents the auditor from achieving the overall objectives of the auditor and thereby requires the
auditor, in accordance with the Cost Auditing Standards, to modify the auditor’s opinion.
6. Application Guidance:
6.1 Audit and Ethics: The cost auditor should comply with relevant ethical requirements as per Code of
Ethics issued by the Institute of Cost Accountants of India. This code establishes fundamental principles of
professional ethics relevant to the auditor while conducting an audit and provides a conceptual framework
for applying these principles. The fundamental principles with which the auditor is required to comply
are Independence, Integrity, Objectivity, Professional competence and due care, Confidentiality and
Professional conduct. In case of an audit engagement, it is in the public interest that the auditor should be
independent of the entity subject to the audit. The cost auditor’s independence from the entity safeguards the
cost auditor’s ability to form an opinion without being affected by influences that might compromise that
opinion. Independence enhances the auditor’s ability to act with integrity to be objective and to maintain an
attitude of ticism. (Refer 5.1)
For Example: The provision of services for maintenance of cost records, design and implementation of Cost
Systems and internal audit are considered to erode the independence.
6.2 Conduct of audit: (Refer 5.2)

(a) The Cost Auditing Standards provide the standards for the cost auditor’s work in fulfilling the overall
objectives of the cost auditor. The Cost Auditing Standards deal with general responsibilities of
the cost auditor, as well as cost auditor’s further considerations relevant to the application of those
responsibilities to specific topics.
(b) In performing an audit, the cost auditor may be required to comply with legal or regulatory requirements
in addition to Cost Auditing Standards. In such cases in addition to complying with each of the Cost
Auditing Standard relevant to the cost audit, it may be necessary for the cost auditor to perform
additional audit procedures in order to comply with the legislative and regulatory requirements. The
Cost Auditing Standards do not override law or regulations that govern audit process.

The form of the cost auditor’s opinion will depend upon the applicable cost reporting framework and
any applicable laws or regulations such as Companies Act and Rules prescribed thereunder.
(c) The need for the auditor to depart from a relevant requirement is expected to arise only where the
requirement is for a specific procedure to be performed and, in the specific circumstances of the audit,
that procedure would be ineffective in achieving the aim of the requirement. (Refer 5.5)
6.3 Professional Skepticism: An attitude of ticism means the cost auditor makes a critical assessment, with a
questioning mind, of the validity of audit evidence obtained and be alert to audit evidence that contradicts or
brings into question the reliability of documents and responses to inquiries and other information obtained
from management and those charged with governance. An attitude of ticism is necessary throughout the cost
audit process for the auditor to reduce the risk of overlooking unusual circumstances, of over generalizing
when drawing conclusions from cost audit observations, and of using faulty assumptions in determining
the nature, timing and extent of the cost audit procedures and evaluating the results thereof. When making
inquiries and performing other cost audit procedures, the cost auditor should not be satisfied with less-
than-persuasive audit evidence based on a belief that management and those charged with governance are
honest and have integrity. Accordingly, representations from management are not a substitute for obtaining
sufficient appropriate audit evidence to be able to draw reasonable conclusions on which to base the cost
auditor’s opinion. (Refer 5.6)
(a) A cost auditor conducting an audit in accordance with Cost Auditing Standards obtains reasonable
assurance that the Cost Statements taken as a whole are free from material misstatement, whether due
to fraud or error. Reasonable assurance is a concept relating to the accumulation of the audit evidence
necessary for the auditor to conclude that there are no material misstatements in the Cost Statements
taken as a whole. Reasonable assurance relates to the whole audit process.
A cost auditor cannot obtain absolute assurance because there are inherent limitations in an audit that
affect the cost auditor’s ability to detect material misstatements. These limitations result from factors
such as the following:
(1) The use of sample testing.
(2) The inherent limitations of internal control (for example, the possibility of management override
or collusion).
(3) The fact that most audit evidence is persuasive rather than conclusive.
Also, the work undertaken by the cost auditor to form an audit opinion is permeated by judgment, in
particular regarding:
(1) The gathering of audit evidence, for example, in deciding the nature, timing and extent of audit
procedures; and
(2) The drawing of conclusions based on the audit evidence gathered, for example, assessing the
reasonableness of the estimates made by management in preparing the Cost Statements.
(b) Further, other limitations may affect the persuasiveness of audit evidence available to draw
conclusions on particular assertions. (For example, transactions between related parties). In these
cases certain Cost Auditing Standard identify specified audit procedures which will, because of the
nature of the particular assertions, provide sufficient appropriate audit evidence in the absence of:
(1) Unusual circumstances which increase the risk of material misstatement beyond that which
would ordinarily be expected; or
(2) Any indication that a material misstatement has occurred.

Accordingly, because of the factors described above, an audit is not a guarantee that the Cost
Statements are free from material misstatement, because absolute assurance is not attainable. Further,
an audit opinion does not assure the future viability of the entity nor the efficiency or effectiveness
with which management has conducted the affairs of the entity.
Professional skepticism is the state of mind which is ready for the situation that grabs out the errors or questions
the financial events and other events while conducting an assurance engagement. It’s basically a skill just like the
professional judgement which makes the auditor alert for any particular situation. The exercise of professional
skepticism is fundamental to the successful performance of auditors, audit firms, and the audit profession as a
whole in discharging their responsibilities to the stakeholders of business entity and the society at large.
Professional Skepticism is necessary to the critical assessment of audit evidence. This includes questioning
contradictory audit evidence and the reliability of documents and responses to inquiries and other information
and explanations obtained from management and those charged with governance. It also includes consideration
of the sufficiency and appropriateness of audit evidence obtained in the light of the circumstances, for example,
in the case where fraud risk factors exist and a single document, of a nature that is susceptible to fraud, is the sole
supporting evidence for a material financial statement amount.
The auditor should also apply professional skepticism when forming the auditor’s opinion, by considering the
overall sufficiency of evidences and explanations provided by management to support the audit opinion, and by
evaluating whether the financial statements overall are a fair presentation of underlying transactions and events
and the financial state of affairs of the company. The challenge for audit firms is to identify, develop and retain
people with the necessary skills to undertake audits with a sceptical mind-set. It also involves nurturing the
conditions that allow professional skepticism to flourish, which in turn helps professionals to discharge her/his
duties and responsibilities.
The three elements of professional skepticism —auditor attributes, auditor mindset, and auditor actions permeate
the entire audit process and are integral to audit quality. These elements of professional skepticism interact
dynamically as auditors respond to conditions and pressures that change or arise during the audit.
The purpose of an audit is to provide investors, lenders and other stakeholders with an opinion that management
prepared financial statements are presented fairly, in all material respects, in conformity with the applicable
financial reporting framework. It will impair the value of audit without professional skepticism. So it’s in one’s
best interests to understand what professional skepticism means and how to apply it throughout the attestation
process.
Professional skepticism also plays a critical role in an auditor’s consideration of fraud. Where the risk of fraud is
high, an auditor might modify planned audit procedures to gather more reliable evidence in support of financial
statement assertions. For example, an auditor might obtain confirmation from an independent third party, engage
a specialist or examine documentation from independent sources to corroborate management representations. If
required, tools and techniques of forensic audit may also be applied.
Maintaining professional skepticism throughout the audit is necessary if the auditor is, for example, to reduce
the risks of:
� Overlooking unusual circumstances.
� Over generalizing when drawing conclusions from audit observations.
� Using inappropriate assumptions in determining the nature, timing and extent of the audit procedures and
evaluating the results thereof.

6.4 Audit Risk and Materiality: Entities pursue strategies to achieve their objectives, and depending on the
nature of their operations and industry, the regulatory environment in which they operate, and their size and
complexity, they face a variety of business risks. Management is responsible for identifying such risks and
responding to them. However, not all risks relate to the preparation of the Cost Statements. The auditor is
ultimately concerned only with risks that may affect the cost statements. (Refer 5.7)
(a) The cost auditor obtains and evaluates audit evidence to obtain reasonable assurance about whether
the Cost Statements give a true and fair view or in accordance with the applicable cost reporting
framework. The concept of reasonable assurance acknowledges that there is a risk the audit opinion
is inappropriate. The risk that the cost auditor expresses an inappropriate audit opinion when the
Cost Statements are materially misstated is known as “audit risk.”The cost auditor reduces audit
risk by designing and performing audit procedures to obtain sufficient appropriate audit evidence to
be able to draw reasonable conclusions on which to base an audit opinion. Reasonable assurance is
obtained when the auditor has reduced audit risk to an acceptably low level.
(b) Audit risk is a function of the risk of material misstatement in the cost statements (or simply, the
“risk of material misstatement”) (i.e., the risk that the Cost Statements are materially misstated prior
to audit) and the risk that the auditor will not detect such misstatement (“detection risk”). The cost
auditor performs audit procedures to assess the risk of material misstatement and seeks to limit
detection risk by performing further audit procedures based on that assessment. The audit process
involves the exercise of professional judgment in designing the audit approach, through focusing
on what can go wrong (i.e., what are the potential misstatements that may arise) at the assertion
level and performing audit procedures in response to the assessed risks in order to obtain sufficient
appropriate audit evidence.
(c) The cost auditor is concerned with material misstatements, and is not responsible for the detection
of misstatements that are not material to the Cost Statements taken as a whole. The cost auditor
considers whether the effect of identified uncorrected misstatements, both individually and in the
aggregate, is material to the Cost Statements taken as a whole. Materiality and audit risk are related.
In order to design audit procedures to determine whether there are misstatements that are material to
the cost statements taken as a whole, the cost auditor considers the risk of material misstatement at
two levels:
(1) the overall cost statement level and
(2) In relation to cost heads, items of cost and disclosures and the related assertions.
(d) The cost auditor considers the risk of material misstatement at the overall cost statement level, which
refers to risks of material misstatement that relate pervasively to the Cost Statements as a whole and
potentially affect many assertions. Risks of this nature often relate to the entity’s control environment
(although these risks may also relate to other factors, such as declining economic conditions), and are
not necessarily risks identifiable with specific assertions at the cost heads, items of cost or disclosure
level. Rather, this overall risk represents circumstances that increase the risk that there could be
material misstatements in any number of different assertions, for example, through management
override of internal control. Such risks may be especially relevant to the cost auditor’s consideration
of the risk of material misstatement arising from fraud. The auditor’s response to the assessed risk
of material misstatement at the overall cost statement level includes consideration of the knowledge,
skill, and ability of personnel assigned significant engagement responsibilities, including whether to
involve experts; the appropriate levels of supervision;
(e) The cost auditor also considers the risk of material misstatement at the cost heads, items of cost and
disclosure level because such consideration directly assists in determining the nature, timing, and

extent of further audit procedures at the assertion level. The cost auditor seeks to obtain sufficient
appropriate audit evidence at the cost heads, items of cost, and disclosure level in such a way that
enables the auditor, at the completion of the audit, to express opinion on the Cost Statements taken as
a whole at an acceptably low level of cost audit risk. Auditors use various approaches to accomplish
that objective. The discussion in the following paragraphs provides an explanation of the components
of audit risk.
(f) The risk of material misstatement at the assertion level consists of two components as follows:
(1) “Inherent risk” is the susceptibility of an assertion to a misstatement that could be material,
either individually or when aggregated with other misstatements, assuming that there are no
related controls. The risk of such misstatement is greater for some assertions and related cost
heads, items of cost and disclosures than for others. For example, complex calculations are
more likely to be misstated than simple calculations. Cost heads consisting of amounts derived
from cost estimates that are subject to significant measurement uncertainty pose greater risks
than do cost heads consisting of relatively routine, factual data.
External circumstances giving rise to business risks may also influence inherent risk. For
example, technological developments might make a cause changes to a manufacturing process
rendering the existing classification of variable and fixed costs inappropriate and cause product
contribution to be misstated. In addition to those circumstances that are peculiar to a specific
assertion, factors in the entity and its environment that relate to several or all of the classes of
cost heads, items of cost, or disclosures may influence the inherent risk related to a specific
assertion. These latter factors include, for example, external market constraints may cause
normal capacity as an unreliable basis for determining unit costs.
(2) “Control risk” is the risk that a misstatement that could occur in an assertion and that could
be material, either individually or when aggregated with other misstatements, will not be
prevented, or detected and corrected, on a timely basis by the entity’s internal control. That risk
is a function of the effectiveness of the design and operation of internal control in achieving the
entity’s objectives relevant to preparation of the entity’s Cost Statements. Some control risk
will always exist because of the inherent limitations of internal control.
Inherent risk and control risk are the entity’s risks; they exist independently of the audit of
the Cost Statements. The auditor is required to assess the risk of material misstatement at the
assertion level as a basis for further audit procedures, though that assessment is a judgment,
rather than a precise measurement of risk. When the auditor’s assessment of the risk of material
misstatement includes an expectation of the operating effectiveness of controls, the auditor
performs tests of controls to support the risk assessment. The Cost Auditing Standard do not
ordinarily refer to inherent risk and control risk separately, but rather to a combined assessment
of the “risk of material misstatement.” Although the Cost Auditing Standard ordinarily describe
a combined assessment of the risk of material misstatement, the auditor may make separate or
combined assessments of inherent and control risk depending on preferred audit techniques or
methodologies and practical considerations. The assessment of the risk of material misstatement
may be expressed in quantitative terms, such as in percentages, or in non-quantitative terms. In
any case, the need for the auditor to make appropriate risk assessments is more important than
the different approaches by which they may be made.
(g) “Detection risk” is the risk that the cost auditor will not detect a misstatement that exists in an
assertion that could be material, either individually or when aggregated with other misstatements.

Detection risk is a function of the effectiveness of an audit procedure and of its application by the
auditor. Detection risk cannot be reduced to zero because the auditor usually does not examine all of
cost heads, items of cost, or disclosure and because of other factors. Such other factors include the
possibility that a cost auditor might select an inappropriate audit procedure, misapply an appropriate
audit procedure, or misinterpret the audit results. These other factors ordinarily can be addressed
through adequate planning, proper assignment of personnel to the audit team, the application of
ticism, and supervision and review of the audit work performed.
Detection risk relates to the nature, timing, and extent of the auditor’s procedures that are determined
by the auditor to reduce audit risk to an acceptably low level.
For a given level of audit risk, the acceptable level of detection risk bears an inverse relationship
to the assessment of the risk of material misstatement at the assertion level. The greater the risk of
material misstatement the auditor believes exists, the less the detection risk that can be accepted.
Conversely, the less risk of material misstatement the auditor believes exist, the greater the detection
risk that can be accepted.
6.5 Responsibility for the Cost Statements: The cost auditor is responsible for forming and expressing an
opinion on the Cost Statements. (Refer 5.9)
The term “Cost Statements” refers to a structured representation of the cost information, which ordinarily
includes accompanying notes, derived from cost accounting records and intended to communicate an entity’s
use of economic resources and the output obtained in accordance with a Cost reporting framework. The term
can refer to for example, a cost statement, reconciliation with financial accounts and related explanatory
notes.
(a) The requirements of the Cost reporting framework determine the form and content of the Cost
Statements and what constitutes a complete set of Cost Statements. For certain Cost reporting
frameworks, a single cost statement as such and the related explanatory notes constitute a complete
set of Cost Statements. For example: a Cost Statement under Cost Accounting Standard 4.
(b) The Cost auditor is not responsible for preparing and presenting the cost statements in accordance
with the applicable Cost reporting framework including inter-alia:
(1) Designing, implementing and maintaining internal control relevant to the preparation and
presentation of Cost Statements that are free from material misstatement, whether due to fraud
or error;
(2) Selecting and applying appropriate Cost accounting policies; and
(3) Making cost estimates that are reasonable in the circumstances.
6.6 Non-compliance: The cost auditor shall request management to provide written representation that all
known instances of non-compliance or suspected non - compliance with laws and regulations governing
Cost Accounting, Cost Records and Cost Audit have been disclosed to the cost auditor. The representations
provide necessary audit evidence about management knowledge of identified or suspected non-compliance
with laws and regulations whose effects may have a material effect on the cost statement however, written
representation do not provide sufficient audit evidence on their own, and accordingly do not affect the nature
and extent of other audit evidence that is to be obtained by the cost auditor. (Refer 5.10)
7. Effective Date

Cost Auditing Standard on Knowledge of Business, its Processes and the Business Environment - 104
The following is the Cost Auditing Standard (Cost Auditing Standard - 104) on “Knowledge of Business, its
Processes and the Business Environment”. In this Standard, the standard portions have been set in bold italic
type. This standard should be read in the context of the background material, which has been set in normal type.
1. Introduction
In performing an audit of cost statement, records and other related documents, the cost auditor should have
the knowledge of the client’s business to enable him to understand the processes and express his opinion on
the cost statements.
The cost auditor’s level of knowledge for a cost audit engagement should include a general knowledge of the
economy and the industry within which the entity operates, and a more particular knowledge of how the entity
operates.
2. Objective
The objective of this standard is to enable the cost auditor to have knowledge of the client’s business which
is sufficient to identify and understand the events, transactions and practices that, in the cost auditor’s
judgment may have a significant effect on the examination of cost statements or on the preparation of the
cost audit report.
3. Scope
This standard deals with obtaining the knowledge of the client’s business, its processes and business
environment as it is important for the cost auditor and members of the audit team working on an audit
engagement.
4. Definitions
4.1 Audit: Audit is an independent examination of financial, cost and other related information of an entity
4.2 Audit Plan: A record of the planned nature, timing and extent of risk assessment procedures and further
audit procedures at the assertion level in response to the assessed risk.
4.3 Audit Risk: Audit risk is the risk that the cost auditor expresses an inappropriate audit opinion on the cost
statements that are materially misstated. Audit risk is a function of the risk of material misstatement and
detection risk.
(1) Inherent risk: the susceptibility of an assertion about the measurement, assignment or disclosure
of cost to a misstatement that could be material, either individually or when aggregated with
other misstatements, before consideration of any related controls.
or when aggregated with other misstatements, will not be prevented, or detected and corrected,
on a timely basis by the entity’s internal, operational and management control.

4.4 Auditee: Auditee means a company or any other entity for which cost audit is being carried out.
4.5 Cost Auditor: “Cost Auditor” means an auditor appointed to conduct an audit of cost records and shall be
a cost accountant within the meaning of The Cost and Works Accountants Act, 1959. “Cost Accountant”
is a cost accountant as defined in clause (b) of sub-section (1) of section 2 of The Cost and Works
Accountants Act, 1959 (23 of 1959) and who holds a valid certificate of practice under sub-section (1) of
section 6 and who is deemed to be in practice under sub-section (2) of section 2 of that Act and includes
a firm of cost accountants.
4.6 Overall Audit Strategy: Overall Audit Strategy sets the scope, timing and direction of the audit, and guides
the development of the detailed audit plan.
4.7 Risk Assessment: The audit procedures performed to obtain an understanding of the entity and
misstatement, whether due to fraud or error, at the overall cost statement level and at the assertion level
including items of cost, cost heads and disclosure thereof.
5. Requirements
5.1 The Cost Auditor shall have adequate level of understanding of the knowledge of Business, its Processes
and the Business Environment to develop a reasonable assurance in order to express an opinion on the
cost statements on which he is expressing an opinion.(refer 6.1)
5.2 The Entity and Its Environment: The cost auditor should obtain an understanding of the following:
(a) The nature of the entity, (including its operations covering Business processes, major inputs, Joint
& By-Products and Wastages and major outputs etc) and the entity’s ownership and governance
structure.
(b) Relevant industry, regulatory, and other external factors including the applicable cost and financial
reporting framework.(refer 6.2)
(c) The entity’s selection and application of cost accounting policies.(refer 6.3)
(d) The measurement and review of the entity’s performance. (refer 6.4)
5.3 The Entity’s Internal Control: The cost auditor shall obtain an understanding of internal controls relevant
to the audit. (refer 6.5)
(a) Control Environment: The cost auditor shall evaluate whether management has created and
maintained a culture of honesty and ethical behaviour.
(b) The entity’s risk assessment process: The cost auditor shall obtain an understanding of whether
the entity has a process for: (refer 6.6, 6.7, 6.8)
(1) Identifying business risks relevant to cost reporting objectives;
(2) Assessing the likelihood of their occurrence;
(3) Estimating the significance of the risks; and
(4) Deciding about actions to address those risks.

(c) Cost Information System/ Management Information System: The cost auditor shall
obtain an understanding of the Information System including Management Information System,
relevant to cost reporting, including the following areas: (refer 6.9)
(1) The classes of transactions and their analysis, that are significant to the cost statements;
(2) The procedures, by which those transactions and their analysis are initiated, recorded,
processed, and reported in the management information systems and cost statements;
(3) The related cost accounting records, supporting information that are used to initiate, record,
process and report transactions; and
(4) The reporting process used to prepare the entity’s cost statements, including significant
estimates and disclosures.
(d) Control Activities: The auditor shall obtain an understanding of the control activities, relevant to
the audit.(refer 6.10)
(e) Monitoring of controls:
(1) The auditor shall obtain an understanding of the major activities, that the entity uses to
monitor internal control over reporting.(refer 6.11)
(2) The cost auditor shall evaluate the adequacy of the internal audit function in relation to
cost records. (refer 6.12)
5.4 IT (Information Technology) Environment and Control: The cost auditor shall evaluate and assess:
(refer 6.13)
(1) IT Architecture, Systems and programmes in use in the entity;
(2) Controls on access to data;
(3) Controls on changes to data in master files, systems or programmes; and
(4) Integrity of information and security of the data
5.5 Identifying and Assessing the Risks of Material Misstatement: The cost auditor shall identify and assess
the risks of material misstatement at the cost statement level; and at the assertion level including items of
cost, cost heads and disclosures thereof.
For this purpose, the cost auditor shall: (refer 6.14, 6.15, 6.16)
(1) Identify risks including relevant controls that relate to the risk of material misstatements or a risk
of fraud;
(2) Assess whether the risk is related to recent significant economic, accounting or other developments
and, therefore, requires specific attention;
(3) Assess whether the risk involves significant transactions with related parties;
(4) Assess the degree of subjectivity in the measurement of information related to the risk.
(5) Assess whether there arises a need for revising the assessment of risk based on additional audit
evidence obtained.

5.6 Documentation: The auditor shall document:

(a) Key elements of the understanding obtained regarding each of the aspects of the entity and its
environment specified in paragraph 5.1 & 5.2 above and of each of the internal control components
specified in paragraphs 5.3 above; the sources of information from which the understanding was
obtained; and the risk assessment procedures performed;
(b) The identified and assessed risks of material misstatement at the cost statement level and at the
assertion level including items of cost, cost heads and disclosure thereof as required by paragraph
5.5 above; and
(c) The risks identified, and related controls about which the auditor has obtained an understanding,
as a result of the requirements in paragraphs 5.5 above.
6.1 Obtaining an understanding of the entity and its environment, including the entity’s internal control, is a
continuous and dynamic process of gathering, updating and analysing information throughout the audit. The
understanding establishes a frame of reference within which the cost auditor plans the audit and exercises
professional judgment throughout the audit, for example, when: (Refer 5.2)
(a) Assessing risks of material misstatement of the cost statements;
(b) Considering the appropriateness of the selection and application of cost accounting policies, and the
adequacy of cost statement disclosures;
(c) Identifying areas where special audit consideration may be necessary, for example, abnormal losses,
lower yields, higher wastages, higher utilities consumption, related party transactions etc.
(d) Developing Models for use in performing analytical procedures;
(e) Responding to the assessed risks of material misstatement, including designing and performing
further audit procedures to obtain sufficient appropriate audit evidence; and
(f) Evaluating the sufficiency and appropriateness of audit evidence obtained, such as the appropriateness
of assumptions and of management’s oral and written representations.
6.2 Relevant industry factors include industry conditions such as the competitive environment, supplier and
customer relationships, and technological developments etc. Examples of matters the cost auditor may
consider include: {Refer 5.2(b)}
(a) The market and competition
(b) Cyclical or seasonal activity
(c) Changes in product technology
(d) Business risk (for example, high technology, high fashion, ease of entry for competition)
(e) Declining or expanding operations
(f) Adverse conditions (for example, declining demand, excess capacity, serious price competition)
(g) Key ratios and operating statistics

(h) Specific cost accounting practices and problems

(i) Specific or unique practices (for example, relating to labour contracts, financing methods, accounting
methods).
(j) Energy supply sources and cost
(k) Environmental requirements and problems
6.3 An understanding of the entity’s selection and application of cost accounting policies may encompass
matters such as: {Refer 5.2(c)}
(a) The methods the entity uses to account for significant and unusual transactions (abnormal events).
(b) The effect of significant cost accounting policies in controversial or emerging areas for which there
is a lack of authoritative guidance or consensus.
(c) Changes in the entity’s cost accounting policies.
(d) Cost reporting framework, and laws and regulations that are new to the entity and when and how the
entity will adopt such requirements.
6.4 Management will measure and review those things they regard as important. Performance measures, whether
external or internal, create pressures on the entity. These pressures, in turn, may motivate management to
take action to improve the business performance or to misstate the cost or financial statements. Accordingly,
an understanding of the entity’s performance measures assists the cost auditor in considering whether
pressures to achieve performance targets may result in management actions that increase the risks of
material misstatement, including those due to fraud. Examples of internally-generated information used by
management for measuring and reviewing financial performance, and which the cost auditor may consider,
include: {Refer 5.2(d)}
(a) Key performance indicators and key ratios (financial and non-financial).
(b) Key trends and operating statistics.
(c) Period-on-period financial performance analyses.
(d) Budgets, forecasts, variance analyses, segment information and divisional, departmental or other unit
level performance reports.
(e) Employee performance measures and incentive compensation policies.
(f) Comparisons of an entity’s performance with that of competitors.
6.5 While understanding controls that are relevant to the audit, cost auditor should evaluate the design of those
controls and determine whether they have been implemented properly, by performing procedures in addition
to discussions with the entity’s personnel.(Refer 5.3)
6.6 If the entity has established risk assessment process, the cost auditor should obtain an understanding of it,
and the results thereof. If the cost auditor identifies risks of material misstatement that management failed to
identify, the cost auditor should evaluate whether there was an underlying risk of a kind that the cost auditor
expects would have been identified by the entity’s risk assessment process. If there is such a risk, the cost

auditor should obtain an understanding of why that process failed to identify it, and evaluate whether the
process is appropriate to its circumstances or determine if there is a significant deficiency in internal control
with regard to the entity’s risk assessment process. {Refer 5.3(b)}
6.7 As part of the risk assessment, the cost auditor should determine whether any of the risks identified are, in
the cost auditor’s judgment, a significant risk. In exercising this judgment, the cost auditor should exclude
the effects of identified controls related to the risk. {Refer 5.3(b)}
6.8 An understanding of the business risks facing the entity increases the likelihood of identifying risks of
material misstatement, since most business risks will eventually have financial consequences and, therefore,
an effect on the cost statements. However, the cost auditor does not have a responsibility to identify or assess
all business risks because not all business risks give rise to risks of material misstatement. {Refer 5.3(b)}
6.9 The cost auditor should understand the related cost accounting records, supporting information and specific
accounts in the financial statements that are used to initiate, record, process and report transactions;
this includes the correction of incorrect information and how information is transferred primarily to the
accounting system and subsequently to cost accounting statement. {Refer 5.3(c)}
6.10 The cost auditor should obtain an understanding of control activities relevant to cost/ management
information system in order to assess the risks of material misstatement at the assertion level and design
further audit procedures responsive to assessed risks. An audit does not require an understanding of all the
control activities related to each significant class of transactions and disclosure in the cost statements or to
every assertion relevant to them. {Refer 5.3(d)}
6.11 The cost auditor should obtain an understanding of the major activities that the entity uses to monitor internal
control relevant to cost reporting, including those related to those control activities relevant to the audit, and
how the entity initiates remedial actions to deficiencies in its controls. {Refer 5.3(e)(1)}
6.12 If an entity has an internal audit function, inquiries of the appropriate individuals within the function may
provide information that is useful to the cost auditor in obtaining an understanding of the entity and its
environment, and in identifying and assessing risks of material misstatement at the cost statement and
assertion levels. If based on responses to the cost auditor’s inquiries, it appears that there are findings that
may be relevant to the entity’s audit; the cost auditor may consider it appropriate to read related reports of
the internal audit function. {Refer 5.3(e)(2)}
6.13 The cost auditor should assess the following with regard to IT environment and controls. (Refer 5.4)
(a) Reliance on systems or programs that are inaccurately processing data, processing inaccurate data, or
both.
(b) Unauthorized access to data that may result in destruction of data or improper changes to data,
including the recording of unauthorized or non-existent transactions, or inaccurate recording of
transactions. Particular risks may arise where multiple users access a common database.
(c) The possibility of IT personnel gaining access to privileges beyond those necessary to perform their
assigned duties thereby breaking down segregation of duties.
(d) Unauthorized changes to data in master files.

(e) Unauthorized changes to systems or programs.
(f) Failure to make necessary changes to systems or programs.
(g) Inappropriate manual interventions.
(h) Potential loss of data or inability to access data as required.
6.14 Risks at the cost statement level may derive in particular from a deficient control environment (although
these risks may also relate to other factors, such as declining economic conditions). For example, deficiencies
such as management’s lack of competence may have a more pervasive effect on the cost statements and may
require an overall response by the auditor. (Refer 5.5)
6.15 Risks of material misstatement at the cost statement level refer to risks that relate pervasively to the cost
statements as a whole and potentially affect many assertions. Risks of this nature are not necessarily risks
identifiable with specific assertions at the class of transactions, or disclosure level. Rather, they represent
circumstances that may increase the risks of material misstatement at the assertion level, for example,
through management override of internal control. Cost statement level risks may be especially relevant to
the auditor’s consideration of the risks of material misstatement arising from fraud. (Refer 5.5)
6.16 The auditor’s assessment of the identified risks at the assertion level provides a basis for considering the
appropriate audit approach for designing and performing further audit procedures. For example, the auditor
may determine that only by performing tests of controls may the auditor achieve an effective response to the
assessed risk of material misstatement for a particular assertion. (Refer 5.5)
7. Effective Date

Exercise
1. Cost Auditing Standards are issued by Central Government in consultation with the Institute of Cost
Accountants of India, constituted under the Cost and Works Accountants Act, 1959.
2. The Cost Accounting Standards Board [CASB] of the Institute of the Cost Accountants of India
formulates the Cost Auditing Standards.
3. The International Auditing and Assurance Standards Board (IAASB) is established under the authority
of International Federation of Accountants (IFAC) and The Institute of Cost Accountants of India is a
founder member of IFAC.
4. An Engineering expert has been engaged by the cost auditor in connection with the audit of an entity.
He will also be considered as a part of the Audit Team.
5. Audit working papers provide assurance that the audit has been performed in accordance with the
relevant Cost Accounting Standards and GACAP.
6. Cost auditing standards are advisory in nature.
1. Cost Auditing Standard 104 on Knowledge of business, its processes and the business environment
was issued on _______ and is effective from _______ .
2. The Cost Auditing Standard 102 relates to _______ .
3. A company or any other entity for which cost audit is being carried out is called _______.
4. It is the responsibility of _______ for the preparation and presentation of Cost Statements,
5. Cost Auditing standards are issued in terms of section _______ of Companies Act, 2013.
1. Explain the meaning of:
a. Initial Audit
b. Misstatement
c. Audit documentation
2. Write briefly as to how do you assess that the appointment of the cost auditor is proper.
3. What are the factors which a new cost auditor is to consider while formulating the overall strategy of
cost audit of a company?
4. What do you understand by audit risk? Explain in brief.

Answer:
State True or False
1. False - C ost auditing standards are issued by the Institute of Cost Accountants of India, constituted under
the Cost and Works Accountants Act, 1959, with the approval of the Central Government.
2. False - The Cost Audit & Assurance Standards Board [CAASB] of the Institute of the Cost Accountants
of India formulates the Cost auditing standards.
3. True
4. True
5. False - Audit working papers provide assurance that the audit has been performed in accordance with the
relevant Cost Auding Standards.
6. False - Cost auditing standards are mandatory in nature.
Fill in the Blanks
1. 10th September, 2015, 11th September, 2015

2. Cost Audit Documentation
3. Auditee
4. Company Management
5. Section 148 (3)

Cost Audit Programme 6
6.1 Introduction
6.2 Factors in Planning Cost Audit Assignment
6.3 Cost Audit Programme

Cost Audit Programme

To develop detail understanding on preparation of Cost Audit Programme.
(CMLO 4b)

This module enumerates the important factors which are considered in planning the Audit Assignment
and also discusses about the overall checklist of the Cost Audit Programme to audit the various cost
elements. After studying this module, the students will be able to –
� Learn about the Cost Audit Programme
� Understand the Factors in Planning Cost Audit Assignment

Introduction 6.1
A
cost accountant in practice should observe certain principles in planning and performing the cost audit
in hand. The work should be planned with professional care recognising that circumstances may exist
to cause the cost statements to be materially misstated. Therefore, the audit assignment should be so
programmed to provide reasonable assurance that the cost information provided is free of material misstatements.

Factors in Planning Cost Audit
Assignment 6.2
In planning the audit assignment certain important factors are taken into consideration viz.
(a) Requirement of audit personnel for the assignment
(b) Documentation of the audit procedures and of evidences
(c) Quality control exercised over performance of the assignment etc.
We describe each one of these factors in planning the audit programme for the students to understand them, in the
following paragraphs.
Audit personnel for the assignment

Experience and training of audit personnel engaged for the assignment should be considered particularly keeping
in view the relevant industry. Prior practical experience of the industry helps in carrying out the study of the system
and procedures in vogue. For this purpose, two pronged approaches may be adopted by the cost auditors. First, a
study of the industry and the second, study of the Annual Reports of the auditee company for the past at least 5
years.
The cost audit team to whom the assignment is to be delegated need appropriate direction and supervision. It is
therefore, essential that they accomplish the following tasks:
(i) Physical inspection of the activities and the area where they are performed;
(ii) Knowledge of the key personnel responsible for the activities and for the maintenance of cost records;
(iii) Physical inspection of the cost accounting records and other records relating to activities;
(iv) Study of the statements of budgets, plans and strategies relating to activities;
(v) Study of the Cost Accounting system used and the basis according to relevant CAS.
The audit personnel should be asked to collect the documentary evidences for the above tasks and file in the
relevant cost audit file for future reference.
Documentation of the audit procedures and of evidences

The cost auditor should document all matters which are important in providing evidence to support the opinion
given in the report. Documentation means the working papers prepared by and for, or obtained and retained by
the cost auditor in connection with the performance of the audit or compliance function. Working papers record
the evidence resulting from the work performed, to support the cost auditors’ opinion. It is important to remember
that the documents may include issues beyond accounting data as other information such as production schedule,
quantitative and statistical data etc. may be required for preparation of performance analysis.

The daily worksheets should include all queries raised, with it was discussed and how, and if they were satisfied.
Use of standardised working papers such as, checklists, confirmation forms, standard letters etc. may improve the
efficiency with which such working papers are prepared and reviewed. Schedules, statements, analyses and other
documents prepared by the entity may be utilised and treated a part of the working papers, only after being satisfied
that the materials have been properly prepared with due care.
Working paper management improves the productivity of the audit assignment undertaken. The essentiality is that
of quick retrieval of information from the files of working papers. Working paper file contains details relating to the
financial year under reference. This file should be properly indexed and divided into convenient sections.
The cost auditor and his team should adopt appropriate procedures for maintaining the confidentiality and safe
custody of the working papers and for retaining them for a period sufficient to meet the needs of the practice and
in accordance with legal and professional requirements of retention of records.
Quality control over performance of the assignment

Supervision and control involves direction, review and monitoring of the audit assignment in hand. The personnel
carrying out these responsibilities generally perform the following functions during the course of audit.
(a) Monitoring the progress of the preparation / maintenance of cost accounting records;
(b) Reviewing that the audit assistants do have necessary skill and competence to understand the system and
procedure to carry out the assigned tasks as per the overall plan;
(c) Being aware of the cost accounting and auditing questions raised during carrying out of the assignment and
assessing their significance and modifying the plan and programme, as considered necessary; and
(d) Removing the differences of professional judgement between the personnel and deciding the level which is
appropriate for reference purpose.

Cost Audit Programme 6.3
Checklist to Audit various Cost Elements
Before discussing the overall checklist of the cost audit programme, it is prudent to go through the checklists to
audit various cost elements as mentioned below:
1. Audit of production - Product wise
2. Audit of raw material cost
3. Audit of key raw materials inventory status
4. Audit of electricity cost
5. Audit of cost of electricity generated by DG set
6. Audit of demineralised water cost
7. Audit of steam cost
8. Audit of stores and spares cost
9. Audit of repairs and maintenance cost
10 Audit of employee cost
11. Audit of insurance cost
12. Audit of depreciation cost
13. Audit of administrative overhead cost
14. Audit of selling and distribution overhead cost
15. Audit of packing material cost
16. Audit of sales value
6.3.1 Audit of Production - Product Wise

Following checklist should be considered to audit production - product wise:
� Ensure that there is proper inventory balancing for each of the finished product, for example,
Opening Stock + Production = External Sales + Internal Transfers + Closing Stock
� Ensure that closing stock of previous year is correctly considered as opening stock of current year

� Check the capacity utilisation of previous 5 years - product wise

� For any abnormal under utilisation of production capacity the auditor should seek the reasons from the
management and what steps management has proposed to undertake to overcome under utilisation of capacity.
Under utilisation of capacity should merit attention and focus where either product is profitable or the product
has substantial positive contribution
� Check whether there is any circumstance where there is addition to capacity for any product during the year
but actual production achieved is either equal to or less than that of previous year. Reasons for the same should
be sought from the management
� The cost auditor should ask for MIS Reports as shown in Table 1 & 2.
Table 1
Inventory Balancing of Each of Finished Product
Products Unit Opening Production External Sales Internal Closing

Stock Transfers Stock
1 MT
2 -do-
3 -do-
4 -do-
5 -do-
Table 2
Product wise Capacity Utilisation of Previous 5 Years
Products Capacity F.Y. 2017-18 F.Y. 2018-19 F.Y. 2019-20 F.Y. 2020-21 F.Y. 2021-22
Utilisation
1 %
2 -do-
3 -do-
4 -do-
5 -do-
6.3.2 Audit of Raw Material Cost

Following checklist should be kept in view to audit raw material cost during cost audit:
� Ensure that proper quantitative inventory balancing is carried out for all the raw materials, for example,
Opening Stock + Purchases – Consumption = Closing Stock (Refer Table 3).
� Work out Input / Output Ratios for key raw materials for previous 3 to 5 years. (Refer Table 5). Least of these
3 to 5 years Input / Output Ratio can be considered as Benchmark Input / Output Ratio. Consumption of current
year should be compared against this Benchmark Ratio. There should be proper justification for any significant
increase.

� In case of chemical based industries, some chemicals tend to evaporate during their storage. Being normal loss,
it should be shown as consumption for that product. In case of multiple products, this normal loss need to be
appropriated among products based on consumption quantity.
� In some cases it may happen that residue of some particular raw material is not reusable but has to be sold out
in the market, say for example, raw material X is used in Product A & Product B. It may be the case that residue
of Product A is saleable but that of Product B is not saleable. In such case, sale value of residue of raw material
X will be reduced from raw material consumption of X for Product A only. Other case may be that residue of
both the Products A & B is saleable. In such case, sale value of residue of raw material X will be reduced from
raw material consumption of X for Product A as well as Product B.
� If R & D Department has carried out some process improvement for reducing the consumption of some key
raw material then it needs to be checked how much raw material consumption has reduced.
� For charging raw material cost to product/products, both FIFO & Weighted Average rates can be applied. A
company can follow any method but it needs to be ensured that it is applied consistently.
� Usually, a company prepares expense control chart where raw material is shown by different cost centres like
production cost centres and utilities cost centres like filtered water, DM water, boiler, cooling water etc. The
total of all these cost centres should agree with total raw material consumption as per Trial Balance.
� If some raw material is produced in-house, then the company would have created separate cost centre for that
raw material. So its valuation should be done as per costs which are booked against this cost centre.
� Sometimes it may happen that both imported & local raw materials are used in various products. In such case
it is prudent to show consumption of both imported & local raw materials in the same proportion in all the
products to avoid distortion of that particular raw material cost in various products.
� Similarly, it may happen that both local & self manufactured raw materials are used in various products. In
this case also it is better to show consumption of both local & self manufactured raw materials in the same
proportion in all the products to avoid distortion of that particular raw material cost in various products.
� Distillation loss of a manufactured product can be explained by citing the example, say, a company is making
product A which can either be sold as product A or which can be converted into product B and can be sold as
product B. Now, sometimes product A is required to be distilled either (i) before selling it as product A or (ii)
before its conversion into product B. In case of (i) above, it will form part of cost of production of product A
and in case of (ii) above, it will form part of cost of production of B.
� Sometimes a company may keep rented storage tank at port to store the material which is subsequently brought
to the company premises. This rent will form part of cost of material.
� Usage above standard may be due to unproductive plant or equipment being used in manufacture. Check and
ensure that correct equipment is being used.
� Explore the possibility to tie up the entire requirement of A category raw materials with proven manufacture
at a fixed rate. This will result in no risk factor for any increase in cost of that raw material during the period
of contract.
� R & D department can carry many innovations for utilizing alternative cheaper materials without compromising
on quality of output.

� Demurrage or detention charges or any penalty levied should not form part of landed cost of raw material.
� Examine if all the specifications and features of the product, some of which are causes for this extra spoilage,
are really necessary and if insisted upon then they are paid for by the customer.
� Ensure that at the end of the year all raw materials dispatched by suppliers through the public or private carriers
where ownership of goods has been passed on to the company are shown either in transit or as receipts.
� Check that the opening balance is correct after adjustment of results of physical stock verification. Similarly
closing balances should be checked to ensure that adjustments on stock verification have been carried out.
� Check up whether all the receipts have been correctly valued after taking into account freight and other
incidental charges.
� Statement of over-usage of raw materials should be prepared regularly and it should be given to concerned
departmental head for necessary action.
� R & D department should suggest how to reduce/eliminate wastages.
� Check the trend of rates of key raw materials for previous 4 years (Refer Table 4).
Table 3
Balancing of Key Materials in MT
Particulars Opening Purchases Total Consumption Transfer to Closing

Stock Available other plant Stock
Raw Material 1
Raw Material 2
Raw Material 3
Raw Material 4
Raw Material 5
Table 4
Rates of Key Raw Materials for Previous 4 Years
Particulars Unit F.Y. F.Y. F.Y. F.Y.

2018-19 2019-20 2020-21 2021-22
Raw Material 1 `/MT
Raw Material 2 -do-

Raw Material 3 -do-
Raw Material 4 -do-
Raw Material 5 -do-

Table 5
Consumption of Key Raw Materials per MT of Finished Products
Particulars Finished Products Unit F.Y. F.Y. F.Y. F.Y.

2018-19 2019-20 2020-21 2021-22
Raw Material 1 Finished Products 1 MT / MT
Raw Material 2 Finished Products 2 -do-
6.3.3 Audit of Key Raw Materials Inventory Status

Following list of control points should be kept in view for audit of key raw materials representing significant
inventory value.
List of control points:
� Obtain information about current stock position
� Assess how the stock position is keeping pace with consumption pattern
� Check whether unnecessary increase in the volume of inventory results in more and more cost locked up in
inventory (Refer Table 6)
Table 6
List of Key Raw Materials Inventory Dominating Total Inventory Value of Raw Materials
Key Finished Average Monthly Average Monthly Closing Stock of Closing Stock as
Products Consumption Consumption the Month Months’ Cover
Previous Year Current Year
(MT) (MT) (MT)
Raw Material 1
Raw Material 2
Raw Material 3
Raw Material 4
Raw Material 5
6.3.4 Audit of Electricity Cost

Following checklist should be kept in view to audit electricity cost during cost audit:
� Focus on A Category cost centres (Refer Table 7)
� Any increase in consumption without any corresponding increase in output requires explanation from the
management as it is a matter of concern (Refer Table 7 & 8)

� Check the trend of electricity cost for previous 5 years (Refer Table 9, 10, & 11)
� Check whether proper meters are installed
� Check whether meters are regularly calibrated
� Monthly report showing cost centre wise allocation of electricity as submitted by electrical department should
be the basis for ascertainment of cost centre wise/product wise electricity cost (Refer Table 7 & 12)
� A company may have more than one source of electricity. Therefore, check and verify the effect of different
sources of electricity on overall cost of electricity
� Check that optimum electricity is procured from the cheaper source (Refer Table 13)
Table 7
Trend of Consumption of Electricity for Previous 5 Years – Cost Centre wise
Cost Centres Unit F.Y. F.Y. F.Y. F.Y. F.Y.

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost KWH
Centres
1 -do-
2 -do-
3 -do-
Total 1 -do-
Utility Cost Centres
Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-

Table 8
Consumption of Electricity per MT of Finished Products for 5 years
(For A Category & B Category Products)
Products Unit F.Y. F.Y. F.Y. F.Y. F.Y.

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 KWH/MT
2 -do-
3 -do-
4 -do-
5 -do-
Table 9
Trend of Cost of Electricity for Previous 5 Years
Particulars Unit F.Y. F.Y. F.Y. F.Y. F.Y.

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Cost of `/KWH
electricity
Table 10
Cost of Electricity (` / MT) for Key Products for 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 `/MT
2 -do-
3 -do-
4 -do-
5 -do-
Table 11
Total Electricity Cost for the Company for Previous 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Electricity Cost ` Lakhs

Table 12
Consumption of Electricity – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 KWH
2 -do-
3 -do-
4 -do-
5 -do-
Total -do-
Table 13
Procurement of Electricity & its Average Cost – Source wise
Source F.Y 2019 - 20 F.Y. 2020 - 21 F.Y. 2021 - 22

KWH ` Lakhs ` / KWH KWH ` Lakhs `/ KWH KWH ` Lakhs `/ KWH
1
2
3
4
5
Total
6.3.5 Audit of Cost of Electricity Generated by DG Set

Following checklist should be remembered to audit the cost of electricity generated by DG set:
� Monthly report of Diesel Generating Set prepared by officer in-charge of DG set should be the basis for
ascertainment of cost of electricity generated
� Ensure that monthly report contains the following information:
(a) No of hours DG set is operated
(b) Quantity of high speed diesel used
(c) Total units generated

� Proper meters should be in place to quantify the total units generated and units allocated to various cost centres
� Meters should be regularly calibrated
� There should be proper system to quantify quantity of diesel used
� Ratio of units (KWH) generated to diesel used should be studied for previous 5 years
� Ensure that allocation of units to various cost centres are in line with the output of respective cost centres
� Ensure that employee cost is properly booked and it pertains to only those employees who are really employed
for DG set and actually working for DG set
� Ensure that cost of consumable stores and repairs is properly allocated and it pertains to cost actually incurred
for DG set
� Ensure the correctness of depreciation and insurance booked against DG set
� Ensure that proper cost centre is allocated to DG set
� Generally, CMA Department prepares expense control chart which lists out all the expenses incurred for DG
set and its allocation to various cost centres. The cost auditor should also go through this expense control chart
� Cost auditor should ask for MIS reports as shown in Table 14, 15 & 16
Table 14
Trend of Cost of Electricity Generated for Previous 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Cost of Electricity ` / KWH
Generated
Table 15
Trend of Cost of Electricity per MT of Product 1 for Previous 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Cost of Electricity per ` / MT
MT of product 1

Table 16
Trend of Consumption of Electricity for Previous 5 Years – Cost Centre wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost Centres KWH
1 -do-
2 -do-
3 -do-
Total 1 -do-
Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-
6.3.6 Audit of Demineralised Water Cost

Following checklist should be kept in view to audit demineralised water cost during cost audit:
� Proper cost centre should be allocated to DM water plant
� Monthly report prepared for demineralised water plant should form the basis for ascertainment of cost of
demineralised water plant
� Ensure that monthly report so prepared contains the following data
(a) Quantity of filtered water used
(b) Quantity of chemicals used

(c) Electricity units used (KWH)

(d) Quantity of demineralised water generated
(e) Quantity of demineralised water allocated to production cost centres, boiler etc
� There should be proper system in place to quantify quantity of demineralised water generated and quantity
allocated to various cost centres
� It is recommended to have proper meters which should be regularly calibrated
� Ensure that quantity of DM water allocated to production cost centres and boiler are in line with output of
respective cost centres
� Ensure that employee cost allocated pertains only to those employees who are looking after DM water plant
� Ensure that cost of consumables and repairs allocated to demineralised water plant actually pertains to DM
water plant only. It should be ensured that expenses pertaining to other cost centres are not booked against DM
water cost centre
� Ensure correctness of depreciation and insurance
� Cost of electricity should be as per work sheet prepared by CMA department
� Cost of chemicals consumed should be as per priced stores ledger
� Generally, company prepares expense control chart which shows compilation of element wise cost of DM
water and its allocation to various cost centres. The cost auditor should collect and go through this expense
control chart
� Ensure that cost sheet of DM water shows correct applicable cost of filtered water
� Cost auditor should ask for the MIS report as shown in Table 17, 18 & 19
Table 17
Cost of Demineralised Water for Previous 5 Years
Year Unit F.Y. F.Y. F.Y. F.Y. F.Y.

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Cost ` / KLT
Table 18
Cost of Demineralised Water per MT of Product 1 for Previous 5 Years
Year Unit F.Y. F.Y. F.Y. F.Y. F.Y.

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Product 1 ` / MT

Table 19
Cost of Consumption of DM Water for Previous 5 Years – Centre wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost Centres MT
Boiler
6.3.7 Audit of Steam Cost

Following checklist should be considered to audit steam cost during cost audit:
� Generally boiler house prepares monthly report which becomes the basis for ascertainment of cost of steam.
Ensure that monthly report for boiler contains the following information:
(a) Running hours of boiler
(b) Quantity of steam generated (MT)
(c) DM water consumption (KL)
(d) Electricity consumption (Kwh)
(e) Fuel consumption
(f) Furnace oil, LSHS, Light Diesel oil, coal, Lignite etc.
(g) Steam consumption in boiler auxiliary
(h) Line losses
(i) Steam consumed by manufacturing plants, labs etc
� The cost auditor should check the following ratios for previous 5 years:
(a) Cost of steam generated for previous 5 years (Refer Table 20)
(b) Quantity of steam generated per unit of fuel used (Refer Table 21)
(c) Quantity of steam consumption in boiler auxiliary to total steam generated
(d) Quantity of line losses to total steam generated
(e) Quantity of steam per MT of finished product (Refer Table 22)
(f) Cost of steam per MT of finished product for previous 5 years (Refer Table 23)
� Focus on A category cost centres (Refer Table 24)
� Proper steam meters should be in place to quantify steam generation and its allocation to various cost centres
� Steam meters should be regularly calibrated
� Line losses may be due to leakages in pipe lines. So all pipe lines should be properly insulated
� Ensure that employees cost is correctly worked out and cost of only those employees is considered who are
really employed for boiler house
� Ensure that cost of consumable stores and repairs is properly booked against boiler

� Ensure that depreciation and insurance are correctly worked out
� Cost auditor should go through steam cost of previous 5 years
� Generally CMA department prepares expense control chart which lists out all expenses for boiler and its
allocation to various cost centre. The auditor can study this expense control chart
Table 20
Cost of Steam Generated for Previous 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Cost of Steam Generated ` / MT
Table 21
Input / Output Ratio at Steam Generation Stage for Previous 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Coal MT
Steam -do-
Input /Output Ratio MT / MT
Table 22
Consumption of Steam per MT of Finished Product for Previous 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Steam MT
Product 1 -do-
Steam per MT of MT /
Product 1 MT
Table 23
Cost of Steam per MT of Product 1 for Previous 5 Years

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Product 1 ` / MT

Table 24
Consumption of Steam (in MT) for Previous 5 years – Cost Centre wise
Sr. Production Cost Centres F.Y. F.Y. F.Y. F.Y. F.Y.

No. 2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 1
2 2
3 3
4 4
5 5
TOTAL
6.3.8 Audit of Stores and Spares Cost

Following checklist should be kept in view to audit cost of stores & spares during cost audit:
� The cost auditor should obtain information as shown in Table 25 from either CMA department/Finance
department or through prevailing ERP system in the company. It provides at a glance year wise, cost centre wise
expenses on stores & spares. If there is any substantial increase in expenditure with respect to any particular
cost centre/cost centres then reasons for the same should be discussed with the head of that cost centre(s) so
that appropriate action can be taken to prevent such recurrences. Through this table, cost auditor will come to
know A category of cost centres which will account for 70% to 75 % of total stores & spares expenses incurred.
It is always advisable to focus on these A category cost centres to monitor, control and reduce expenses on
stores & spares. This is because even a small step taken by the management with respect to these A category
of cost centres will result in far greater advantage to the management regarding cost control and cost reduction
with respect to stores & spares
� Similarly, cost auditor should obtain information as shown in Table 26 from either CMA department/Finance
department or through prevailing ERP system in the company. It provides at a glance year wise, product wise
expenses on stores & spares. If there is any substantial increase in expenditure with respect to any particular
product then reasons for the same should be discussed with the head of concerned cost centre(s) so that
appropriate action can be taken to prevent such recurrences
� The cost auditor can pick up few major items of stores & spares and ensure that they have been booked against
correct cost centres
� The cost auditor should ask for information as shown in Table 27. The higher per MT expenses can be due to
lower capacity utilization which he needs to highlight to the management
� The cost auditor should also go through expense control chart which shows plant wise expenses duly tied up
with Trial Balance

Table 25
Expenses Incurred on Stores & Spares for Previous 5 Years – Cost Centre wise
2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost Centres
1 ` Lakhs
2 -do-
3 -do-
Total 1 -do-
Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1+2+3 -do-
Table 26
Cost of Stores & Spares for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-

Table 27
Cost of Stores & Spares (`/MT) for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` / MT
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-
6.3.9 Audit of Repairs and Maintenance Cost

Following checklist should be taken into account to audit cost of repairs & maintenance during cost audit:
department or through prevailing ERP system in the company. It provides at a glance year wise, cost centre
wise expenses on repairs & maintenance. If there is any substantial increase in expenditure with respect to
any particular cost centre / cost centres then reasons for the same should be discussed with the head of that
cost centre(s) so that appropriate action can be taken to prevent such recurrences. Through this table, the cost
auditor will come to know A category of cost centres which will account 70% to 75% of total expenses on
repairs & maintenance incurred. It is always advisable to focus on these A category cost centres to monitor,
control and reduce expenses on repairs & maintenance. A little step taken by the management with respect to
these A category of cost centres will result in far greater advantage to the management regarding cost control
and cost reduction with respect to repairs and maintenance.
� Similarly, the cost auditor should obtain information as shown in Table 29 from either CMA department/
Finance department or through prevailing ERP system in the company. It provides at a glance year wise,
product wise expenses on repairs & maintenance. If there is any substantial increase in expenditure with
respect to any particular product then reasons for the same should be discussed with the head of concerned cost
centre(s) so that appropriate action can be taken to prevent such recurrences.
� The cost auditor can pick up few major items of repairs & maintenance and ensure that they have been booked
against correct cost centres.
� The cost auditor should ask for information as shown in Table 30. Higher per MT expenses can be due to lower
capacity utilisation which he needs to highlight to the management.
� The cost auditor should also go through expense control chart which gives plant wise expenses duly tied up
with Trial Balance.

Table 28
Expenses Incurred on Repairs & Maintenance for Previous 5 Years – Cost Centre wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs
2 -do-
3 -do-
Total 1 -do-
Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-
Table 29
Cost of Repairs & Maintenance (`/Lakhs) for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-

Table 30
Cost of Repairs & Maintenance (` / MT) for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` / MT
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-
6.3.10 Audit of Employee Cost

Following checklist should be kept in view to audit employee cost during cost audit:
� The cost auditor should verify the following information:
(a) Employee cost for previous 5 years – cost centre wise
(b) Number of employees for previous 5 years - cost centre wise
(c) Employee cost per employee for previous 5 years - cost centre wise (Refer Table 31, 32 & 33)
� The cost auditor should also verify the following information:
(a) Employee cost for previous 5 years – product wise
(b) Number of employees for previous 5 years – Product wise
(c) Employee cost per employee for previous 5 years – product wise (Refer Table 34, 35 & 36)
� The cost auditor should also verify product wise employee cost per MT of production for previous 5 years
(Refer Table 37)
� Increase in per MT employee cost may be due to lower capacity utilisation of the product. This needs to be
properly brought out to the management
� The cost auditor should verify that cost centre wise list of employees is regularly updated in employee payroll
so that cost centre wise employee cost gives correct reflection of employee cost
� Generally, employees are transferred from one cost centre to another cost centre. The cost auditor should
ensure that pay roll of employees reflect all such transfers correctly and timely
� Increase in number of employees for particular cost centres or product should be looked into. The reasons and
justification should be obtained from the management

Table 31
Employee Cost for Previous 5 Years – Cost Centre wise
2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost
Centres
1 ` Lakhs
2 -do-
3 -do-
Total 1 -do-
Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Ware House -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-
Table 32
Number of Employees for Previous 5 Years – Cost Centre wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost
Centres
1 No.
2 -do-
3 -do-
Total 1 -do-


Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-
Table 33
Employees Cost per Employee for Previous 5 Years – Cost Centre wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs / No.
2 -do-
3 -do-
Total 1 -do-
Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-

Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-
Table 34
Employee Cost for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-
Table 35
Number of Employees for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 No.
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-

Table 36
Employee Cost per Employee for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs / No.
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-
Table 37
Employee Cost for Previous 5 Years – Product wise
2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` / MT
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-
6.3.11 Audit of Insurance Cost

The insurance premium paid by company may cover various kinds of insurances. Insurance of Plant & Machinery,
buildings and equipments, furniture & fixtures usually covers risks of general loss and fire. Following checklist
should be kept in view to audit cost of insurance during cost audit:
wise expenses on insurance. Through this table, a cost auditor will come to know A category of cost centre(s)
which will account for 70% to 75% of total insurance expenses incurred.
product wise expenses on insurance. If there is any substantial increase in expenditure with respect to any
particular product then reasons for the same should be discussed with the insurance department. It may be due
to allocation of insurance expenses to wrong plant / wrong cost centre. The cost auditor can pick few major
items and ensure that they have been booked against correct cost centres.
� The Cost auditor should ask for information as shown in Table 40. Higher per MT expenses may be due to
lower capacity utilisation which he needs to highlight to the management.

Table 38
Expenses Incurred on Insurance for Previous 5 Years – Cost Centre wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost
Centres
1 ` Lakhs
2 -do-
3 -do-
Total 1 -do-
Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-
Table 39
Cost of Insurance (`/Lakhs) for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-

Table 40
Cost of Insurance (`/MT) for Previous 5 Years – Product wise
2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` / MT
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-
6.3.12 Audit of Depreciation Cost

Depreciation is defined as the diminution in the value of a fixed asset due to use and/or lapse of time. A fixed asset
such as a plant & machinery has a life span during which it renders service and on the expiry of which, the asset
has either no value or has only a small value as scrap. During the period of the life of the asset, its value is thus
gradually reduced till it reaches nil or a very small figure. This reduction in value is called depreciation.
Following checklist should be considered to audit cost of depreciation during cost audit:
wise expenses on depreciation. Through this information, a cost auditor will come to know A category of cost
centres which will account for 70% to 75% of total depreciation charged in books of accounts.
product wise depreciation. If there is any substantial increase in depreciation expenditure with respect to
any particular product then reasons for the same should be discussed with the central accounts section which
maintains fixed asset register. It may be due to capitalisation of additions in wrong plant/wrong cost centre.
The cost auditor can pick up few major items and ensure that they have been booked against correct cost
centres.
� The cost auditor should ask for information as shown in Table 43. Higher per MT expenses can be due to lower
capacity utilisation which he needs to highlight to the management.
Table 41
Expenses Incurred on Depreciation (`/Lakhs) for Previous 5 Years – Cost Centre wise
2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
Production Cost
Centres
1 ` Lakhs
2 -do-
3 -do-
Total 1 -do-


Filtered Water -do-
DM Water -do-
Steam -do-
Air Compressor -do-
Nitrogen -do-
Cooling Water -do-
Chilled Water -do-
Total 2 -do-
Others
Stores -do-
Warehouse -do-
Office -do-
Total 3 -do-
Total 1 + 2 + 3 -do-
Table 42
Cost of Depreciation (`/Lakhs) for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` Lakhs
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-
Table 43
Cost of Depreciation (`/MT) for Previous 5 Years – Product wise

2017 - 18 2018 - 19 2019 - 20 2020 - 21 2021 - 22
1 ` / MT
2 -do-
3 -do-
4 -do-
5 -do-
TOTAL -do-

6.3.13 Audit of Administrative Overhead Cost

A company is required to incur certain fixed expenses in order to run its business of manufacturing and selling its
products. A cost auditor should ask for the following information:
(a) Trend of administrative expenses (`/Lacs) – year wise (Refer Table 44)
(b) Administrative expenses (`/MT) – year wise product wise (Refer Table 45)
Table 44
Trend of Administrative Expenses (`/Lakhs) for Company/for Plant 1 – Year wise for Previous 4 Years
Particulars 2018-19 % 2019-20 % 2020-21 % 2021-22 %

(` Lakhs) (` Lakhs) (` Lakhs) (` Lakhs)
(a) Stationery for computers
(b) Stationery for other office use
(c) Travelling – domestic
(d) Travelling - abroad
(e) Bus expenses
(f) Uniform
(g) Security
(h) Legal and professional fees
(i) Seminar
(j) Telephone expenses
(k) Book and periodicals
(l) Audit fees – financial audit
(m) Audit fees – cost audit
(n) Donations
(o) Penalties
TOTAL

Table 45
Administrative Expenses (`/MT) for Previous 4 Years – Product wise
Products Unit F.Y. F.Y. F.Y. F.Y.

2018-19 2019-20 2020-21 2021-22
1 `/MT
2 -do-
3 -do-
4 -do-
5 -do-
� The above Tables (44 & 45) provide at a glance year wise trend of administrative overhead cost and year wise
product wise trend of per MT administrative expenses.
� The auditor should see that basis of allocation/apportionment to different plants/products is consistent over a
period of time.
� For any abnormal increase in any expenses, the cost auditor should ask for cost centre wise break up of all these
years to enable him to analyse and discuss with the management.
� He should see that donations and penalties are not charged to products but shown as items of reconciliation.
� If there is any substantial increase/decrease in per MT administrative expenses as compared to any of 4 years,
he should seek the reasons for the same.
� The auditor should see whether any annual rate contract with concerned suppliers are entered into for a given
period or for a given quantity to control expenses with respect to stationery for computer and stationery for
other office use.
� If there is any substantial increase either in domestic travel or foreign travel, it may be due to certain business
conditions which might have necessitated either domestic travel or foreign travel. If required, the cost auditor
should ask for cost centre wise analysis.
� Incidence of legal and professional fees depends upon circumstances of that particular year. For any substantial
increase, he should obtain reasons for the same. It should be ensured that the cost of litigation is not more than
the benefit.
6.3.14 Audit of Selling and Distribution Overhead Cost

The main function of a manufacturing concern is to produce and sell the product(s) manufactured. Similarly, the
function of a non manufacturing concern like a wholesale trade or retail business is to purchase and sell goods and
merchandise. In both cases, we find that selling (and incidentally, distribution also) is a common function and thus,
selling & distribution costs are incurred by all concerns, both manufacturing and non manufacturing. As most of
the items of selling & distribution expenses are not identifiable with products, they are in the nature of indirect
costs. The necessity for proper accounting of selling & distribution costs arises from the following:
1) Determination of the costs of sales of products and the extent of profitability of each. [Costs are not complete
and profits cannot be worked out unless selling & distribution cost are included]
2) Control of selling & distribution costs
3) Price fixation

� A cost auditor should ask for the following information:

(a) Trend of selling & distribution expenses (`/Lakhs) – year wise (Refer Table 46)
(b) Selling & distribution expenses (per/MT) – year wise product wise (Refer Table 47)
Table 46
Trend of Selling & Distribution Expenses (`/Lakhs) for Company/for Plant –Year wise
Particulars 2018-19 % 2019-20 % 2020-21 % 2021-22 %

(` Lakhs) (` Lakhs) (` Lakhs) (` Lakhs)
(a) Stationery for computers
(b) Travelling – domestic
(c) Travelling - abroad
(d) Commission
(e) Discount
(f) Advertising
(g) Legal cost for debt realisation
(h) Seminar
(i) Telephone expenses
(j) Book and periodicals
(k) Vehicle hire charges
TOTAL
Table 47
Selling & Distribution Expenses (`/MT) for Previous 4 Years – Product wise
Products Unit F.Y. F.Y. F.Y. F.Y.
2018-19 2019-20 2020-21 2021-22
1 `/MT
2 -do-
3 -do-
4 -do-
5 -do-
� The above information (Table 46 & 47) provide at a glance year wise trend of selling & distribution overhead
cost and year wise product wise trend of per MT selling & distribution expenses.
� He should see that basis of allocation/apportionment to different plants/products is reasonable and consistent
over a period of time.
� For any abnormal increase in any expenses, the cost auditor should ask for reasons to enable him to analyse
and discuss with the management.
� If there is any substantial increase either in domestic travel or foreign travel, it may be due to expansion of
domestic market and or export market or launch of some new product. Therefore, the cost auditor should
discuss with marketing department to analyse the reasons.

� Incidence of legal and professional fees depends upon circumstances of that particular year. For any substantial
increase, he should obtain reasons for the same.
6.3.15 Audit of Packing Material Cost

Following checklist should be kept in view to audit packing material cost during cost audit:
� Efforts should be made to negotiate the rate of high value consumption packing materials.
� Steps should be taken to reduce handling losses, wastages, etc.
� At times, finished product is sold both in loose form and in packed form. In such cases, cost of packed material
will have packing material cost which should be recovered in sales invoice. So, few sales invoices can be
checked to ensure that for packed material, packing cost is recovered through sales invoices.
� Ensure that proper quantitative inventory balancing is carried out for all the packing materials i.e.
opening stock + purchases – consumption = closing stock (Refer Table 48).
� For charging packing material cost to product/products, both FIFO and weighted average rates can be applied.
A company can follow any method but it needs to be ensured that it is applied consistently.
� Usually, a company prepares expense control chart where packing is shown for different production cost
centres and total of all these cost centres will agree with total packing material consumption as per Trial
Balance.
� If some packing material is produced in-house then the company would have created separate cost centre for
that packing material. So its valuation should be done as per costs which are booked against this cost centre.
� Explore the possibility to tie up the entire requirement of A category packing materials with proven manufacture
at a fixed rate. This will result in no risk factor for any increase in the cost of packing material during the period
of contract.
� Demurrage or detention charges or any penalty levied should not form part of landed cost of packing material.
� Ensure that at the end of the year all packing materials despatched by suppliers through the public or private
carriers where ownership of goods has passed on to the company are shown either in transit or as receipts.
� Check that the opening balance is correct after adjustment of results of physical stock verification. Similarly,
closing balances should be checked to ensure that adjustments on stock verification have been carried out.
� Check up whether all the receipts have been correctly valued after taking into account freight and other
incidental charges.
� Check the trend of rates of key packing materials for previous 5 years (Refer Table 49).
� Check the trend of consumption of key packing materials (per/MT) of finished products year wise for 5 years
(Refer Table 50).

Table 48
Balancing of Key Packing Materials
Particulars Opening Purchases Total Consumption Transfer to Closing

Stock Available other plant Stock
Packing Material 1
Packing Material 2
Packing Material 3
Packing Material 4
Packing Material 5
Table 49
Rates of Key Packing Materials for Previous 5 Years

2017-18 2018-19 2019-20 2020-21 2021-22
Packing Material 1 `/Unit
Packing Material 2 -do-
Table 50
Consumption of Key Packing Materials per MT of Finished Products for Previous 5 Years
Particulars Finished Products Unit F.Y. F.Y. F.Y. F.Y. F.Y.

2017-18 2018-19 2019-20 2020-21 2021-22
Packing Material 1 Finished Products 1 `/MT
Packing Material 2 Finished Products 2 -do-
6.3.16 Audit of Sales Value

Following checklist should be kept in view to audit sales of products:
� More focus should be on products of A category and B category in terms of sales value (Refer Table 51).
� Check whether efforts have been made to increase sales realisation to absorb any increase in variable cost so
that contribution of product or net margin is maintained (Refer Table 54).
� Check whether efforts have been made to procure more orders for product/products having higher contribution
(Refer Table 51 & 54).

� Check whether company has diverted resource allocation from high volume/low contribution products to high
contribution products (Refer Table 51, 52 & 54).
� Check whether there is any expansion of production capacity for product/products enjoying higher contribution
(Refer Table 54 & 56).
� Check that there is a proper balance between the opening stock, production, sales and closing stock in order to
ensure no unnecessary locking up of working capital in terms of closing stock (Refer Table 55).
� Check that any increase in production capacity has resulted in increase in sales quantity without affecting
corresponding sales realisation (Refer Table 52, 53, 54 & 56)
Table 51
Product wise Sales Value & % Share in Total Sales Value for Previous 5 Years
F.Y. F.Y. F.Y. F.Y. F.Y.

2017-18 2018-19 2019-20 2020-21 2021-22
Products ` Crore % ` Crore % ` Crore % ` Crore % ` Crore %
1
2
3
4
5
TOTAL
Table 52
Product wise Sales Quantity (in MT) for Previous 5 Years
Products F.Y. F.Y. F.Y. F.Y. F.Y.

2017-18 2018-19 2019-20 2020-21 2021-22
1
2
3
4
5
Table 53
Product wise Sales Realisation (`/ MT) for Previous 5 Years
Products F.Y. F.Y. F.Y. F.Y. F.Y.
2017-18 2018-19 2019-20 2020-21 2021-22
1
2
3
4
5

Table 54
Product wise Sales Realisation & Variable Cost of Key Products (In `/MT)
F.Y. 2018-19 F.Y. 2019-20 F.Y. 2020-21 F.Y. 2021-22

Products Sales Variable Sales Variable Sales Variable Sales Variable
Realisation Cost Realisation Cost Realisation Cost Realisation Cost
1
2
3
4
5
Table 55
Inventory Balancing of Each of Finished Product
Products Unit Opening Production External Sales Internal Closing

Stock Transfers Stock
1
2
3
4
5
Table 56
Product wise Capacity Utilisation for Previous 5 Years
Products Capacity F.Y. F.Y. F.Y. F.Y. F.Y.

Utilisation 2017-18 2018-19 2019-20 2020-21 2021-22
1 (%)
2 -do-
3 -do-
4 -do-
5 -do-

Overall Checklist of the Cost Audit Programme

An overall checklist of the programme is drawn up for reader’s guidance:
SI. Planning Phases Action to be taken Comments

No.
1. Familiarisation with the company:
(a) Nature of business and industry Acquire the previous The specific business
years’ Annual Reports objectives shall
and Accounts (at least also be checked and
5 years) notes kept in respect
thereof, as contained
in the Memorandum of
Association.
(b) Objectives of the company, e.g., maximisation Keep notes
of profits, cost reduction, quality improvement,
customised production etc.
Strategies of the company like market expansion,
market diversification including mergers/
acquisitions, research including innovation,
product diversification including product mix etc.
(c) Ownership, e.g. public or private, domestically Identify and keep

controlled or MNC, major shareholders, notes on legal forms.
management position of shareholders
(d) Corporate structure, subsidiaries and affiliates Keep notes

ownership percentage and dates of acquisition
2. Company records:
Memorandum and Articles of Association, Obtain copies. Only material information
foreign technical collaboration & agreement, Keep notes need to be obtained/notes
other agreement deeds or contracts including that kept in respect of that
of inter- company transactions, secretarial records contained in the secretariat
and registers. records and registers,
since these contain much
detailed information
relating to different
statutory matters.
3. Familiarisation with the Organisation of the
Company:
(a) Head of Finance/ Accounts/Costing Keep notes
(b) Other Directors & Key Managerial Personnel
(c) Delegation of Financial and Administrative
Authorities;
Organisation control systems in existence
including MIS, and cost control processes

4. Familiarity with organisation profile:

Main or Central or Head Office Administration Obtain detailed
Offices other functional managements, e.g. organisation chart
Purchase, Sales, Production, Finance, etc. showing functional
Background of Key personnel relationships.
5. Familiarity with the company policies:
(a) Capitalisation: Keep notes and
Debit/Credit lines- Short-term Seasonal capital Identify
requirements, Short-term obligations, Long-term
obligations, especially capital arrangements in the
last five years and their life cycle profiles.
(b) Products or Services: Obtain a chart
Main Product lines, By-product lines production Keep notes
sites Identify
(c) Inter-company transactions policies
(d) Other important policies
6. Sales policy and sales management: Keep notes and
Pricing Policies – Home and export sales, Export Identify
Policy – Exporting countries, Export/Import
Control Order –effect, Product image – place
in national economy, Own country sales policy,
Distribution policy, Credit and collection policy.
7. Production planning and control:
Manufacturing process, factory layout, Product Obtain the process
details, Production plans, scheduling etc. Plant flowcharts, planning
capacities and other facilities. scheduled, and charts
for licensed and
installed capacities.
8. Accounting systems:
Financial accounting, Cost accounting, Integrated Obtain the proce-dures
accounts, Internal control set-up, Stores manual, if any.
accounting, Trial balance, details of Manual and/
or ERP base Accounting systems
9. Management information systems:
♦ Budgets Obtain an outline of
♦ Standard costing the schemes adopted,
if any
10. Internal audit system and Internal control:
Systems/Internal Audit Programmes, Internal Obtain Internal
Audit Manual Auditor’s Manual
and reports on areas
covered.

11. Cost records, statements and reports:

(a) Cost accounting records and other related records Obtain them from the
cost department.
(b) Cost Statements and related Statements &
documents
(c) Cost Accounts Manual
(d) Previous cost auditor’s reports (if any)
An Illustrative check-list of information to be obtained

A. One Time Information:
1. Organisation chart
2. Process of manufacture with Flow Chart
3. Blueprint of production area with machine locations
4. List of cost centres – production and utilities/services
5. Machine details of individual cost centres, Capacity of each machine/cost centre
6. Cost centre-wise/machine-wise deployment of workers
7. Product details – different types and products manufactured/produced
8. Details of any product manufactured under any technical collaboration, licence agreement, Terms of
payment of royalty if any
9. Standard raw material composition of products/Bill of materials
10. Details of process chemicals, Indirect materials
11. Details of packing materials, types of packing, stocking units
12. Details of utilities/services – separately for each type of utility like Water, DM Water, Steam, Power,
Compressed Air etc.
13. Details of pollution control measures, effluent treatment etc.
14. Details of products exported, export incentives, if any
15. Finance Costs – types of loans (term loans, working capital loans), terms of loan arrangements
16. Budgetary control system, if any, methodology of budget preparation and variance analysis
17. Cost accounting system and policy in vogue
18. System of capturing of expenses and income and booking thereof

B. Data required for the Audit Period:

1. Balance Sheet and Profit & Loss Account with schedules and Trial Balance
2. Details of Inventories – quantity and value
3. Expense analysis cost centre-wise for individual heads of expenses
4. Details of all raw materials consumed including process materials/chemicals showing receipts, issues and
balances
5. Raw material and process materials/chemicals consumption details both in quantity and value for individual
products – material-wise
6. Packing material details both in quantity and value for individual products
7. Quantitative details of individual products from issue of raw material to the product till finished packed
stage showing product-wise work-in-progress at each stage of production and finished stock details
8. Details of scrap/wastage generated at each stage of production. If the waste/scrap is recycled in the
production process, quantitative adjustment thereof
9. Details of utilities self-produced/generated – utility-wise
10. Details of utilities consumed by user departments/cost centres in quantity including utilities purchased, if
any
11. Cost centre-wise expense analysis in respect of individual heads of expenses
12. Cost centre-wise machine utilization details
(a) Down time details – normal and abnormal
(b) Product-wise running hours, production in quantity
13. Product-wise sales analysis showing domestic and export sales separately in quantity and value
14. Basis of factory/production overheads and other overheads allocation and apportionment
15. Statutory returns of GST and other statutes


Cost Audit Documentation, Audit
Process and Execution
7
7.1 Cost Audit Documentation

7.2 Audit Process
7.3 Practical Steps of Audit Process

Cost Audit Documentation, Audit
Process and Execution
1. To gain in-depth knowledge about the statutory provisions of Companies (Cost
2. To develop detail understanding of Cost Accounting and Auditing Standards to
ensure appropriate evaluation of cost records maintained. (CMLO 4a, b)

This module discusses about how in documenting the nature and extent of audit procedures performed,
the Cost Auditor shall record the characteristics of the specific items or matters tested the responsibility
for performing and reviewing such procedures and the relevant dates. The Cost Auditor shall prepare
audit documentation that is sufficient to enable another Cost Auditor undertaking a peer review to
understanding. After studying this module, the students will be able to –
� Enumerate the relevant Cost Audit Documentation
� Know the steps of Audit Process and its Implementation

Introduction 7
B
efore starting Cost Audit, the Cost Auditor should be familiar with all documents to be audited by him/
her. He/she should also be knowledgeable about processes of Cost Audit as well as the practical steps of
the Audit Process.

Cost Audit Documentation 7.1
A
udit documentation: Audit Documentation means the material including working papers prepared by
and for, or obtained and retained by the cost auditor in connection with the performance of the audit.
Audit file: Audit file means one or more folders or other storage media, in physical or electronic form,
containing the records that comprise the audit documentation for a specific assignment or audit.
Audit working papers: Audit working papers are the documents which record all audit evidence obtained during
audit. Such documents are used to support the audit work done in order to provide assurance that the audit was
performed in accordance with the relevant Cost Audit and Assurance Standards.
AUDIT STAGES
The stages of an audit of cost statements are:
1. Planning
2. Performing
3. Reporting
Figure below gives a pictorial view of these three stages.
Performing
• Understanding the entity
and its enviornment • Conclusion
• Risk identification and • Execution • Reporting
Strategy
• Audit Procedures
• Risk and materiality
• Audit Findings
assessment
Planning Reporting
Figure 7.1: Overview of the Cost Audit

Cost Audit Documentation, Audit Process and Execution
Once the entity’s acceptance or continuation decision has been made, the first stage is planning the audit. Broadly,
the planning stage involves: (i) gaining an understanding of the client, (ii) identifying factors that may impact
the risk of a material misstatement in the cost statements, (iii) performing a risk and materiality assessment, and
(iv) developing an audit strategy. The risk of a material misstatement is the risk that the cost statements include
a significant error or fraud. The execution stage (or performing stage) of the audit involves the performance of
detailed testing of internal controls and substantive testing of cost accounting policies & procedures. The reporting
stage involves evaluating the results of detailed testing in light of the cost auditor’s understanding of the entity and
forming an opinion on the fair presentation of the entity’s cost statements as a whole.
Planning an Audit - First Stage

“It is well said that a well planned audit is almost half way done”
The planning stage involves determining the audit strategy as well as identifying the nature and the timing of
the procedures to be performed. This is done to optimize efficiency and effectiveness when conducting an audit.
Efficiency refers to the amount of time spent gathering audit evidence. Effectiveness refers to the minimization
of audit risk. A well-planned audit will ensure that sufficient appropriate evidence is gathered to minimize risk of
material misstatement at the cost statement level.
Performing an Audit – Second Stage

The performance, or execution, stage of the audit involves detailed testing of internal controls, material consumptions,
cost accumulation, allocation, apportionment, and absorption. If an auditor plans to rely on their client’s system of
internal controls, they will conduct tests of controls. Cost auditor will conduct detailed substantive tests of audit
procedures for the period and detailed substantive tests of consumptions and balances recorded at the period end.
This detailed testing provides the evidence that the cost auditor requires to determine whether the cost statements
have been fairly presented.
Concluding and Reporting on an Audit – Final Stage

The final stage of the audit involves drawing conclusions based on the evidence gathered and arriving at an opinion
regarding the fair presentation of cost statements. The cost auditor’s opinion is expressed in the cost audit report.
At this stage of the audit, a cost auditor will draw on their understanding of the client, their detailed knowledge of
the risks faced by the client, and the conclusions drawn when testing the entity’s controls, transactions, cost heads,
item of cost and related disclosures.

Audit Process 7.2
The Processes of Cost Audit can be explained through the following table that shows connection between
Activity Purpose Documentation at the planning, performing and reporting phases.
Figure 7.2: Audit Process

Practical Steps of Audit Process 7.3
The points given below summarize what a cost auditor does when he undertakes a cost audit:
Step-I : Objectives of Audit and Management Outlook

The cost auditor should understand whether the audit is meant only for meeting with the statutory requirements or
the management does have any other expectations or outcomes in its mind from the cost audit, such as
(a) cost optimization or cost reduction
(b) checking parameters of operational efficiency of a unit or any utility or any other function or department
(c) suggesting product diversification or changed product-mix
(d) identifying profit making or loss making products
(e) suggesting changed marketing strategies; market expansion; market diversification
(f) complete review of business strategies
Step-II : Pre-conditions
1. The cost auditor should fully understand the
(a) Objectives of cost audit
(b) Area, nature and scope of audit
(c) Number of cost auditors appointed
(d) The applicable reporting framework
(e) The reporting period
(f) The statutory deadlines
2. The auditor should ascertian whether the Management understands its scope of work and responsibilities for
(a) maintenance of cost records & producing them to the cost auditor;
(b) preparation & presentation of cost statements & other details as per the applicable reporting framework,
and in compliance with the cost accounting standards;
(c) selection and consistent application of appropriate cost accounting policies;

(d) allowing access to the auditor all information, including the books of accounts, vouchers, cost records,
other records, documents, and other matters of the company, which are relevant to the preparation of the
cost statements;
(e) providing additional information that the cost auditor may request from the management for the purpose
of cost audit;
(f) allowing unrestricted access to persons within the company from whom the cost auditor determines and
obtains cost audit evidence; and
(g) giving proper management representation.
3. The auditee and the cost auditor decides the audit fee and payment schedule; and finally, the cost auditor gets
an engagement letter. All these are called pre-conditions of audit.
Step-III : Understanding the Company’s Business

The cost auditor is required to understand the company’s business, its corporate structure and various systems
followed. The company related details and other general details include:
(a) The company, its nature of activities, its size, product profile, unit locations, ownership structure, management
structure, organisational structure, marketing set-up, accounting set-up, etc.
(b) The nature of the industry or the sector in which client company operates
(c) The applicable regulatory framework, financial reporting framework and cost reporting framework
(d) The company’s production process, product details, joint or by-products, outsourcing, if any
(e) Details of subsidiaries, associates and joint ventures
(f) Key personnel in all departments including in Finance, Accounts, Costing, IT, Administration, Production,
Purchase, Sales, etc
(g) Purchase policy, sales policy, pricing policy, export/import policy
(h) Inventory receipt, storage, issue & pricing policies; physical verification system; inventory management
system
(i) Related parties and nature of transactions with them
(j) Indirect tax structure, as applicable
(k) Internal Control Systems followed by the company

(l) Internal Audit System, its scope & adequacy of coverage as well as effectiveness
(m) Accounting Systems & Policies followed by the company
(n) Cost Accounting System & Policies followed by the company
(o) Company’s MIS system, risk identification & management system
(p) IT structure followed for financial accounting and for cost accounting, IT policy, control checks, authorization
checks, IT data security policy
(q) Previous auditor’s report

Cost Audit Documentation, Audit Process and Execution
Step-IV : Planning the Audit

Planning the audit include:
(a) Timing [dates] and duration [no. of days] of audit period including plan to visit the unit(s)
(b) Level and number of audit personnel to be deployed including supervision and review of work done by the
audit team
(c) Audit partner to be deployed and his expected days & dates
(d) Drawing up an overall audit plan and audit strategy – this will act as guide to the audit team
(e) Deciding the materiality levels & sampling levels
(f) Formulating appropriate audit procedures
� Management Representation
� Management Assertion
� Test of Controls
� Test of Details
� Substantive procedures
� Analytical procedures
(g) Formulating risk assessment strategies & procedures i.e. methodology to measure material misstatements
(h) Planning for discussions with key personnel of the company, previous cost auditor, statutory financial auditor,
and internal auditor
(i) Key inputs for planning are
� results of preliminary activities as specified above
� knowledge from previous audits and other engagements with the company
� knowledge of business
� nature and scope of the audit
� statutory deadlines and reporting format
� relevant factors determining the direction of the audit efforts
� nature, timing and extent of resources required for the audit
(j) Documenting the Audit Plan and sharing it with the company
(k) Ensuring adherence to the Guidance Manual for Audit Quality
Step-V : Execution of Audit

(a) Performing the audit checks and procedures, as planned
(b) Collecting all required audit evidence enabling the auditor to form his opinion

(i) validating their relevance and reliability

(ii) checking their accuracy, completeness and sufficiency
(iii) checking the source and consistency
(c) Preparing draft observations & discussing with key management personnel
(d) Preparing final audit report
Step-VI : Audit Documentation

(a) Documenting audit plan, audit strategy
(b) Documenting all working papers
(c) Documenting all the audit evidences
(d) Documenting draft observations and discussions
(e) Documenting final report
(f) Preserving all documents in a bound folder/filing for the prescribed period.

Preparation and Filing of Cost
Audit Report 8
8.1 Introduction
8.2 Critical Elements of Cost Audit Report and Related Evidences (Physical and Digital)
8.3 Qualified Audit Report
8.4 Adverse Audit Report
8.5 Filing of Cost Audit Report to MCA in XBRL Format (as per TAXONOMY)

Preparation and Filing of Cost
Audit Report
To focus on basic cost information, appropriately computed cost centre wise,
system-based cost data support for decision-making processes. (CMLO 5a)

Every Cost Auditor or every Lead Cost Auditor on behalf of all the Cost Auditors in a Company,
has to file their Cost Audit Report and other documents with the Central Government as per sub-
section (4) of section 233B of the Act, and rules made there under. Companies operating in the
above mentioned industries and meeting the criteria, should have cost auditors to conduct their cost
records and file in XBRL format and those are discussed in the module. After studying this module,
the students will be able to –
� Identify the Critical Elements of Cost Audit Report and Related Evidences
� Ascertain and understand a Qualified Audit Report and an Adverse Audit Report
� Perform the Filing of Cost Audit Report to MCA in XBRL Format

Introduction 8.1
A
Cost Auditor is required to submit his report in Form CRA-3 which is required to be prepared on the ,basis
of data and information available in the cost accounting records and other data maintained by the company
in accordance with CRA-1 of the rules. The format of the Cost Audit Report and Annexure thereto has
been prescribed by the Companies (Cost Records and Audit) Rules, 2014 [amended as on 15th October, 2019].
The primary responsibility of preparation of the Annexures to the Cost Audit Report lies with the company.
However, the same should be prepared in consultation with the cost auditor to ensure that the reporting conforms
to the prescribed rules and at the same time the report is in conformity with the cost accounting records.
If, as a result of the examination of the books of the accounts, the cost auditor wants to point out any material
deficiency or give a qualified report, he shall indicate the same against the relevant paragraph (i) to (vi) in the
prescribed form of the cost audit report giving details of discrepancies noticed by him. It implies that the cost
auditor should put his comments in the respective paragraphs of the cost audit report itself.
The report, suggestions, observations and conclusions given by the cost auditor shall be based upon data duly
verified, and reference to which shall be made in the report and shall be included after an opportunity is given to
the company to comment on them. The cost auditor is required to point out any deficiency or reservation to the
management first. In case he is satisfied with the response of the management, he may decide to drop the issue.
However, if he is not satisfied with the explanation of the management, he may decide to qualify the report to that
extent.

Critical Elements of Cost Audit Report and
Related Evidences (Physical and Digital) 8.2
T
he Institute of Cost Accountants of India defines ‘cost audit’ as an audit of efficiency of minute details
of expenditure while the work is in progress and not a post-mortem examination like Financial
audit, which is a ‘fait accompli’.
A cost audit comprises the following:
Verification of the cost accounting records such as the accuracy of the cost accounts, cost reports, cost
statements, cost data and costing technique. Examination of these records to ensure that they adhere to the cost
accounting principles, plans, procedures and objective.
Cost audit helps in detection of errors and frauds. The management gets accurate and reliable data based on
which they can make day-to-day decisions like price fixation, margin, continuity or outsourcing, make or buy etc.
It helps in cost control and finding avenues of cost reduction.
The Cost Audit and requirement of details are informative for better and clear understanding of the Users of
Report. CRA – 1, prescribes 30 (thirty) broad headings for detailed cost accumulation. The Headings are:
1. Material Cost,
2. Employee Cost,
3. Utilities,
4. Direct Expenses,
5. Repair and Maintenance,
6. Fixed Assets and Depreciation,
7. Overheads,
8. Administrative Overheads,
9. Transportation Cost,
10. Royalty and Technical Know-how,
11. Research and Development Expenses,
12. Quality Control Expenses,
13. Pollution control Expenses,

Preparation and Filing of Cost Audit Report
14. Service Department Expenses,

15. Packing Expenses,
16. Finance Cost,
17. Any other item of Cost,
18. Capacity determination,
19. Work-In-Progress,
20. Captive consumption,
21. By-product and Joint product,
22. Adjustment of cost variances,
23. Reconciliation of Cost and Financial Account,
24. Related Party,
25. Expenses or Incentives on Exports,
26. Production Records,
27. Sales Records,
28. Cost Statements,
29. Statistical Records,
30. Records of Physical verification.
Accordingly, the prescribed Format (Ref. CRA -3) i.e the Cost Audit Report includes Unit-wise, Product/Service-
wise Cost Statements and Schedules, deviation for the same need to be reported. Part – D of CRA-3 is a measure
towards performance orientation which includes the following aspects :
(a) Product and Service profitability statement
(b) Profit reconciliation
(c) Value addition and distribution of earnings
(d) Financial position and ratio analysis
It is needless to point out that appropriate documentation ( Working papers, Files, process document in physical or
electronic form/ mode ) and additional supporting, if any, to be to be filed along with XBRL.
The above requirements are to accomplish the objectives of cost audit:
(i) To verify that the cost accounting records (or costing books) are accurate.
(ii) To certify that costing principles have been fully adhered to in maintaining cost accounts.
(iii) To find out whether the predetermined cost accounting procedures and processes have been strictly followed
by the management.

(iv) To detect errors and frauds, which might have been committed intentionally or otherwise in preparing cost
accounts.
(v) To check whether each item of expenditure involved into the relevant components of goods manufactured has
been properly incurred.
(vi) To see how far the existing practices of cost records are helpful for the management to take decisions.
(vii) To disclose the deficiencies or inefficiencies in the use of material, labour and machines with a view to assist
the management.
(viii) To assist the external auditor in conducting detailed checking by reducing the volume of audit work through
the use of internal cost audit system.
(ix) To exercise moral check on the cost accounting staff and to attain efficiency in cost accounting systems and
procedures.
The following critical elements must be stated in the cost auditor’s report:
(a) Whether the machines and labour remained idle during the year because of the shortage of raw materials.
(b) Whether a large quantity of raw materials were stocked which remained unutilized for a long time, thereby
locking up the working capital of the company.
(c) He should state whether the cost records maintained by the company were adequate for the purpose of audit.
(d) He should state whether the broad policy laid down by the management was faithfully followed.
(e) The report should concentrate more on the cost of production, comparative profitability, and operating
efficiency of different lines in which the company is engaged rather than the routine statistical or financial
information.
(f) The cost auditor should state if there has been a rise in the cost of production as compared to that of the
previous year. He should analyse the causes of such a rise. He should clearly point out where the problem
originates from.
(g) The report should state if there has been any wastage during the process of manufacture and how it could be
avoided.
(h) The cost auditor should also mention the areas in which it is possible to reduce the cost of production.
(i) He should state whether or not the cost statement reveals a true and fair view of the cost of production.
Every Company covered under this rules, within a period of 30 days from the receipt of the cost audit report to
submit /upload in XBRL Format the detail and report with full information and explanations on every reservations
or quantification contained therein in CRA-4 as specified in the Companies Filing of Documents and Forms
in XBRL Rules 2015 in MCA Portal. This helps Companies to integrate Financial and Cost datum across all
operational areas for better control.

Qualified Audit Report 8.3
A
qualified audit report is given by the cost auditor when the cost statements are materially misstated due to
misstatement in one particular cost element, class of transaction or disclosure that does not have pervasive
effect on the cost statements and when the cost auditor is unable to obtain audit evidence regarding
particular cost element, its allocation and apportionment, class of transaction or disclosure that does not have
pervasive effect on the cost statements.
A qualified audit report issued when the cost auditor encounters any of these situations which do not comply with
the generally accepted cost accounting principles and is not in conformity with the principles laid down in CRA-1.

Adverse Audit Report 8.4
A
n adverse audit report on the cost accounting records and cost statements of a company means that the
cost statements are materially misstated and such misstatements have pervasive effect on the cost of
production, cost of sales and margin of the products. An adverse opinion is issued when the cost auditor
determines that the cost statements of an auditee are materially misstated and when considered as a whole, do not
conform with the generally accepted cost accounting principle. It is considered the opposite of an unqualified or
clean opinion, essentially stating that the information contained is materially incorrect, unreliable, and inaccurate
in order to assess the company’s operational results.

Filing of Cost Audit Report to MCA in
XBRL Format (As per TAXONOMY) 8.5
B
efore we discuss about cost audit report, let us know in detail about XBRL, its Glossary and Format as per
Costing Taxanomy.
Rule 6(6), of the Companies (Cost Records and Audit) Rules, 2014, as amended by the Companies (Cost
Records and Audit) Amendment Rules, 2016, vide Gazette notification No: G.S.R. 695(E), dated 14th July, 2016
mandates that:
“Every company covered under these rules shall, within a period of thirty days from the date of receipt of a copy of
the cost audit report, furnish the Central Government with such report along with full information and explanation
on every reservation or qualification contained therein, in Form CRA-4 in Extensible Business Reporting Language
format in the manner as specified in the Companies (Filing of Documents and Forms in Extensible Business
Reporting language) Rules, 2015 along with fees specified in the Companies (Registration Offices and Fees) Rules,
2014.”.
Accordingly, all the cost audit reports have to be filed online, with MCA, in XBRL format, attached to the
prescribed Form CRA-4. XBRL international, and the MCA portal, provide detailed information about XBRL and
its applications. The necessary information and procedure for understanding XBRL in general and filing of cost
audit report in that format, as extracted from these portals is briefly recited below:
XBRL is the open international standard for digital business reporting, managed by a global not for profit
consortium called “XBRL International”. XBRL is used around the world, in more than 50 countries. Millions of
XBRL documents are created every year, replacing older, paper-based reports with more useful, more effective and
more accurate digital versions. The change from paper, PDF and HTML based reports to XBRL is like the change
from film photography to digital photography, or from paper maps to digital maps.
XBRL makes reporting more accurate and more efficient. It allows unique tags to be associated with reported facts,
allowing:
� people publishing reports to do so with confidence that the information contained in them can be consumed and
analysed accurately.
� people consuming reports to test them against a set of business and logical rules, in order to capture and avoid
mistakes at their source.
� people using the information to do so in the way that best suits their needs, including by using different
languages, alternative currencies and in their preferred style.
� people consuming the information to do so confident that the data provided to them conforms to a set of
sophisticated pre-defined definitions.

Comprehensive definitions and accurate data tags allow the:
� preparation
� validation
� publication
� exchange
� consumption
� analysis
of business information of all kinds.
Information in reports prepared using the XBRL standard is interchangeable between different information systems
in entirely different organisations. This allows for the exchange of business information across a reporting chain.
People that want to report information, share information, publish performance information and allow straight
through information processing all rely on XBRL.
Potential uses of XBRL
XBRL can be applied to a very wide range of business applications including financial and cost data. XBRL has
applications in the following areas:-
� Reporting for internal and external purposes by an entity involving financial and costing data/information.
� Business reporting to all types of regulators, including tax and financial authorities, central banks and
governments.
� Filing of loan reports and applications; credit risk assessments.
� Exchange of information between government departments, institutions and banks.
Benefit from using XBRL
All types of organisations can make use of XBRL to automate their process of data collection and distribution
to various stakeholders. It helps in saving costs and improving the efficiency in managing business information
- financial or cost. XBRL being extensible and flexible, can be adapted to a wide variety of requirements. All
stakeholders whether they are preparers, transmitters or users of business data in the financial information supply
chain can benefit from the use of XBRL.
Future of XBRL
XBRL has a bright future ahead of it that goes way beyond the current focus on regulatory reporting and compliance.
Businesses that are now creating XBRL filings for regulatory bodies should be thinking about how they can
leverage their investment in understanding and using XBRL to drive more consistent and comparable internal
reporting. By tagging data at the account/transaction level, by investigating how XBRL can help to deliver new
holistic reports that integrate and connect financial and non-financial data, and by leveraging emerging online
XBRL data streams for better industry performance and peer group analytics, every business can power its own
journey towards financial transformation.

Benefit of having cost related data in XBRL format
Government and Regulators require cost data of different sectors for policy making. The availability of cost data
[without compromising on the confidentiality] in XBRL format enables informed decision making and for sectoral
studies.
With full adoption of XBRL, companies would be able to integrate its financial and cost data across its operational
areas and exercise better control on its activities.
Costing Taxonomy
Costing Taxonomy is a dictionary of all cost elements required in the cost audit report. The costing taxonomy
contains the properties and interrelationships of all these cost elements for the purposes of capturing the required
reporting data in XBRL format.
Conversion of cost audit report into the XBRL format
XBRL is an open source technology. Any of the following methods can be adopted to create the instance document
required for filing of the respective reports.
� XBRL-enabled software packages developed by different software vendors which support the creation of cost
reports in XBRL format can be used to create the necessary document.
� Various elements of Cost Audit Report can be mapped into XBRL tags of the costing taxonomy using
specialised XBRL software tools specifically designed for this purpose.
� Different third party packages can be integrated into the existing accounting systems to generate XBRL Cost
statements.
� There are various web based applications available that take input reports in various formats viz. Microsoft
Excel etc. and transform them into XBRL format.
The methodology adopted by an individual company will depend on its requirements and the cost accounting
software and systems being used and other factors.
Process to be followed to file the reports in XBRL Format
The following steps have to be followed in sequence:
� Mapping the individual cost elements of the company to the elements of the costing taxonomy.
� Populating the relevant data in the software/filing tool.
� Creating instance document.
� Validating the Instance Document with the Validation Tool of MCA.
� Use available tool to convert the Instance document to a human readable format and check correctness of data.
� Attaching the Instance Document to the e-Form and filing on MCA Portal.

STEPS FOR FILING COST AUDIT REPORT IN XBRL FORMAT ON MCA PORTAL
1. Creation of XBRL instance document

The first step for creating the instance document is tagging of the XBRL taxonomy elements with the information
in the Cost audit report of the company by means of mapping of the taxonomy elements with the Cost audit report.
This converts the report into XBRL form. We need to have a tool to create an ‘xml’ file and convert it into an
instance document. There are several vendors, who provide and sell this application, that has to be acquired for
the purpose.
Mapping is the process of comparing the concepts in the Cost audit report to the elements in the published taxonomy,
assigning a taxonomy element to each costing concept published by the company. Once the tagging of Cost audit
report elements with the published taxonomy elements is done, the next step is to create the instance document.
An instance document is a XML file that contains business reporting information and represents a collection of
costing information and report-specific information using tags from the XBRL taxonomy. It is to be noted that no
extensions to the core Taxonomy will be allowed. Separate instance documents need to be created for the Cost
Audit report, for the periods prior to and beginning after 01.04.2014.
Once the instance document has been prepared, it needs to be ensured that the instance document is a valid instance
document and all the information has been correctly captured in the instance document. MCA Validation Tool
provides for ‘human readable’ PDF printable form as well as a view of the instance document.
2. Download XBRL validation tool
A separate tool has been provided on the MCA XBRL portal for validating the generated XBRL instance document.
Validating the instance document with the MCA XBRL validation tool (for costing taxonomy) is a pre-requisite
before filing the Cost audit report on MCA portal.
You are required to download the tool from the portal and validate the instance document before uploading the
same. The MCA XBRL validation tool (for costing taxonomy) can be downloaded from the XBRL website of the
Ministry (www.mca.gov.in/XBRL).
Before Validating an Instance document, the applicable taxonomy is to be selected by the user from the drop
down option ‘Taxonomy’. In case the user is under LAN network, then he/she is required to click the link ‘Proxy
Settings’ under ‘Taxonomy’ menu in the tool to enter the Proxy Host and Port along with user name and password.
This is to setup the Internet connection, required to download the taxonomy through the XBRL Validation Tool.
3. Load the instance document
To load the instance document, you need to click the open button, select the instance document and open it. You
need not exit the tool to load another instance document just click on ‘open’ again in the menu bar to open the next
document. The detail of the company is available under the General Information tag in the XBRL viewer.
4. Validate the instance document
The next step is to validate the instance document. The following validations shall be performed by the tool-
� Validating that the instance document is as per the latest and correct version of taxonomy prescribed by MCA
� All mandatory elements have been entered
� Business Rules as specified by MCA
� Validations relating to XBRL Technical Specifications as per taxonomy

In case the instance document is not properly created, then the tool will through up the list of errors, in a separate
window, and they need to be corrected and validated again for successful uploading of the report. The List of
common errors and interpretation of validation errors as provided in Annexures –I & II, which are given at the end
of this chapter.
5. Pre-scrutiny of the instance document
Once the instance document is successfully validated from the tool, the next step is to pre-scrutinise the validated
instance document with the help of the same tool using a working internet connection. In the Pre-scrutiny, the
server side validations (i.e. validations which are to be validated from the MCA21 system) shall be performed,
using the MCA21 data base.
6. Convert to PDF and verify the contents of the instance document
Once the instance document has been successfully pre-scrutinized, the next step is to generate PDF by using
‘Export to PDF’ functionality in the tool to verify the final instance document. This step is essential to ensure that
the textual information entered in the instance document is clearly readable. The company and the cost auditor/ cost
accountant can use this feature to verify the accuracy of the instance document.
In case there is PDF conversion error or the size of the converted PDF is zero kilobytes, then check the textual
information entered in the instance document and follow the html guidelines provided under the technical
specifications to correct the instance document and validate and pre-scrutinize again.
7. Attach instance document to the Form CRA-4

Form CRA-4 is available on the MCA portal for filing in XBRL instance documents by the Company. First the
Form has to be filled up correctly and thereafter, the validated and pre-scrutinised instance document for Cost
Audit Report has to be attached to Form CRA-4.
8. Submitting the Form CRA-4 on the MCA portal

After the form is correctly filled, it is required to pre-scrutinize and then sign the form [with a valid digital signature
of the person authorized by the board resolution] and then upload the same as per the normal e-Form filing process.
XBRL CONVERSION AND FILING ERRORS AND INTERPRETATION

Once the validation has been performed the list of errors, which may have occurred will be displayed by the tool.
An “error” indicates that a mistake has happened, either in respect of the value of an item, or the format in which
the value of the item is to be entered, not the value of an item, not matching with the values as in the data base of
the MCA. E.g.: Date format 10-05-2021 is not the correct format, and it has to be entered as 10/05/2021.
A. List of common errors [Annexure – II]

Following are the few errors that may crop up in the process:
(1) Issue in net connectivity. Please check your connection.
(2) The PDF is not getting generated or PDF generated is of zero kilobytes in size.
(3) The format of the date entered is not as per the valid format.
(4) For Boolean data types ‘Yes’ or ‘No’ has been entered.

(5) 0-100 entered for Percentage Data Type fields
(6) Wrong Currency code like Rs entered.
(7) Mandatory fields have not been entered.
(8) In case the mandatory line-items of a table are not entered in the instance document.
(9) The elements are not entered for any abstract.
(10) The elements are not entered for ordered explicit members.
(11) In case of mandatory table, there is no element present.
(12) The value of element should be provided in at least one of the dimensional member.
(13) All details for given product or activity group code should be provided.
(14) An element having dimensional relationship is invalid with respect to scenario element in the referenced
context.
B. Interpretation of validation errors [Annexure – I]

The following the instructions have to be followed to interpret those errors –
� All the Element Names will be shown within single quotes, like-’QuantityOfMaterialConsumed’
� All the values will be shown within square brackets like- [In Employment]
� All the explicit members must come within curly brackets like-{MaterialConsumed1Member}
� All the axis names will be shown within parenthesis like-(IdentificationOfProductOrActivityGroupAxis)
� Errors which start with “cvc” are those which have occurred for the reason that the instance document
generated is not as per valid taxonomy schema and the XML is not properly formed.
This is a basic level error and the software vendor needs to be contacted for these errors like: cvc-complex-
type.2.2. [The schema validator used is Xerces from Apache (http://xerces.apache.org/) which is Industry
Standard Schema Validator]
� In case of Costing Taxonomy, in some of the errors you might see terms like: “table”, “axis”, “explicit-
members” and “typed-members”.
The same has been explained below for better understanding:

� Table (Hypercube): is a collection of axes (dimensions) when grouped together define an entity.
� Axis (Dimension): is a category used to analyze the information about the items having relationship with a
table.
� Explicit-members: are domains that are used to express an explicit dimension. It is an element defined in the
taxonomy.
� Typed-members: are domains that are used to express a typed dimension. The dimension value for simple type
domain is decided by the user creating instance document.

Solved Questions:
1. What is XBRL?
XBRL (eXtensible Business Reporting Language) is a language based on XML (Extensible Markup Language)
family of languages. It is an open standards-based reporting system that is built to accommodate the electronic
preparation and exchange of business reports around the world using internet as a medium. It has been defined
specifically to meet the requirements of business and financial information.
It enables unique identifying tags to be applied to items of accounting data. The tags provide a range of
information about the item, such as whether it is a monetary item, percentage or fraction. XBRL not only
allows labels in any language to be applied to items, it also allows the accounting references or other subsidiary
information to be added to the tags.
2. What are the potential uses of XBRL?
XBRL can be applied to a very wide range of business applications including financial and cost data. XBRL
has applications in the following areas:-
� Reporting for internal and external purposes by an entity involving financial and costing data/information.
� Business reporting to all types of regulators, including tax and financial authorities, central banks and
governments.
� Filing of loan reports and applications; credit risk assessments.
� Exchange of information between government departments, institutions and banks.
3. Who can benefit from using XBRL?
All types of organisations can make use of XBRL to automate their process of data collection and distribution
to various stakeholders. It helps in saving costs and improving the efficiency in managing business information
– financial or cost. XBRL, being extensible and flexible, can be adapted to a wide variety of requirements.
All stakeholders whether they are preparers, transmitters or users of business data in the financial information
supply chain can benefit from the use of XBRL.
4. What is the future of XBRL?
XBRL has a bright future ahead of it that goes way beyond the current focus on regulatory reporting and
compliance. Businesses that are now creating XBRL filings for regulatory bodies should be thinking about how
they can leverage their investment in understanding and using XBRL to drive more consistent and comparable
internal reporting. By tagging data at the account/transaction level, by investigating how XBRL can help to
deliver new holistic reports that integrate and connect financial and non-financial data, and by leveraging
emerging online XBRL data streams for better industry performance and peer group analytics, every business
can power its own journey towards financial transformation.
5. Who developed XBRL?
The Extensible Business Reporting Language (XBRL) is managed and promoted by XBRL International,
a not-for-profit consortium, with companies, government bodies and other organizations as its members.
Currently over 600 organizations are associated with XBRL International. It is comprised of jurisdictions,
which represent countries, regions or international bodies and which focus on the progress of XBRL in their
area.

6. What is the benefit of having cost related data in XBRL format?

Government and Regulators require cost data of different sectors for policy making. The availability of cost
data [without compromising on the confidentiality] in XBRL format enables informed decision making and for
sectoral studies.
With full adoption of XBRL, companies would be able to integrate its financial and cost data across its
operational areas and exercise better control on its activities.
7. What is Costing Taxonomy?
Costing Taxonomy is a dictionary of all cost elements required in the cost audit report and compliance report.
The costing taxonomy contains the properties and interrelationships of all these cost elements for the purposes
of capturing the required reporting data in XBRL format.
8. Where can I find the Costing Taxonomy and related Business Rules?
The Costing Taxonomy and related Business Rules including sample instance documents can be downloaded
from the website of MCA (http://mca.gov.in).
9. What is the use of other files given in xml / xsd format along with the taxonomy?
Taxonomy file has extensions of XML and XSD. An XBRL processor (computer software that understands
and/or manipulates XBRL documents) will need those XML and XSD documents.
10. How and where can a person interested in filing cost audit report and compliance report in XBRL
format take training for the same?
The Institute of Cost Accountants of India has been organizing XBRL training programmes across the country
to familiarize interested professionals with the Costing Taxonomy. The details of the programmes are available
on the website of the Institute (www.icmai.in) as well the website of MCA (www.mca.gov.in).
11. How can the cost audit report and compliance report is converted into the XBRL format?
XBRL is an open source technology. Any of the following methods can be adopted to create the instance
document required for filing of the respective reports.
� XBRL-enabled software packages developed by different software vendors which support the creation of
cost reports in XBRL format can be used to create the necessary document.
� Various elements of Cost Audit Report and Compliance Report can be mapped into XBRL tags of the
costing taxonomy using specialised XBRL software tools specifically designed for this purpose.
� Different third party packages can be integrated into the existing accounting systems to generate XBRL
Cost statements.
� There are various web based applications available that take input reports in various formats viz. Microsoft
Excel etc. and transform them into XBRL format.
The methodology adopted by an individual company will depend on its requirements and the cost accounting
software and systems being used and other factors.
12. Does preparing XBRL Documents mean that the entire report has to be typed (Data Entry) in XBRL?
XBRL software is required for creating instance documents. The way of working and sequence of entering data
in the software may be different, but the output, i.e. the XBRL instance document has to be same irrespective

of the software used. The softwares developed by individual vendors being different, some may require data
entry to be done, while some others may facilitate tagging on the document itself.
13. Is the XBRL software required to be purchased from a software vendor or MCA will provide the
software. Which agency should I approach to get the XBRL software?
XBRL instance document creation software is required to be purchased from the software vendors in the market.
This software is used to create XBRL instance documents for uploading on the MCA portal. MCA21 system
provides facility for validation of the instance document and filing of the same. MCA is not recommending any
specific XBRL software.
There are several software vendors in the market, who are in the business of developing XBRL software tools.
The users are free to choose the one that suits their requirements in order to create XBRL documents for filing.
14. What is the purpose of the Final Costing Taxonomy and the Business Rules?
The final costing taxonomy published by MCA is to be used for mapping of individual cost elements of the
company to the Taxonomy. The Business Rules of the Costing Taxonomy published by the MCA provides
details of the character of individual elements of the taxonomy and the validation checks built into the system
to ensure correctness of the information.
15. What process is to be followed to file the reports in XBRL Format?
The following steps have to be followed in sequence to file the reports in XBRL Format:
� Mapping the individual cost elements of the company to the elements of the costing taxonomy.
� Populating the relevant data in the software/filing tool.
� Creating an XBRL instance document.
� Download XBRL validation tool.
� Validating the instance document with the validation tool of MCA.
� Pre-scrutiny of the instance document.
� Use available tool to convert the instance document to a human readable pdf format and check correctness
of data.
� Attaching the instance document to the e-Form and filing on MCA portal.
16. Is it necessary to convert the instance document (xml) into a human readable / pdf format?
Though technically, it is not required to convert the xml instance document into human readable / pdf format,
it is advisable to generate a human readable format of the instance document to ensure its correctness by
matching with relevant Cost Audit Report or Compliance Report prepared by the Cost Auditor/Accountant
before it is uploaded.
17. Whether it is required to validate the instance document created before uploading the same on MCA
portal?
Yes, validating the instance document is a pre requisite before filing the Cost Audit Report and Compliance
Report on MCA portal. A tool has been provided on the MCA portal for validating the generated XBRL
instance document. You are required to download the tool from the portal and validate the instance document

before uploading the same. The MCA XBRL validation tool can be downloaded from the XBRL website of
the Ministry of Corporate Affairs.
18. Will extension to the taxonomy be allowed based on company specific requirements?
No extensions are allowed in the Costing Taxonomy. This means the tagging is required to be done with the
elements already defined in the Costing Taxonomy and additional elements cannot be added.
19. When we are filing Cost Audit Report/ Compliance in XBRL format, then whether the previous Form-I
and Form-A are still in existence or not?
Previous forms are no longer in existence. Only the new forms I-XBRL and A-XBRL are to be used for filing
of Cost Audit Report and Compliance Report respectively in the XBRL format.

SECTION - B
MANAGEMENT AUDIT
Basics of Management Audit 9
This Module includes
9.1 Definition
9.2 Nature and Scope
9.3 Need for Management Audit and Reporting
9.4 Audit of Management Process and Functions
9.5 Establishing Reliability of Information
9.6 Role of CMAs in Management Audit

Basics of Management Audit
To obtain in-depth knowledge about management audit processes to identify the
scope of improvement at various functional areas of the organisation. (CMLO 2a, b)

Management Audit is a future-oriented, independent, and systematic evaluation of the activities
of all levels of management for the purpose of improving organisational profitability, efficiency
and increasing the attainment of the other organisational objectives through improvements in the
performance of the management function, achievement of program purpose, social objectives and
employees’ development. After studying this module, the students will be able to –
 Understand the Nature and Scope of the Management Audit.
 Understand the need and importance of Management Audit.
 Enumerate Management Audit Process and its functions.
 Identify the Role of CMAs in the Management Audit Process.

Basics of Management Audit 9
T
wo words can exactly answer the most pertinent question-why management audit is necessary for an
organisation? They are efficiency and profitability.
There may be loopholes in the organisational structure, methods, and practices in the management of a
business organisation that needs to be identified. An independent person (sometimes an internal employee) is
assigned for the task who takes a neutral, non-biased view to point out the lapses in management techniques. This
happens to be the prime aim of management audit.
In short, the role of a management auditor is to provide a critical appraisal of the business structure. The critical
analysis thus becomes a pointer to necessary actions required to be taken to sort out the lapses, thereby promoting
the overall efficiency of the workforce and enhancing business profitability.

Definition 9.1
Management Audit means an impartial evaluation of management performance beyond that implicitly provided
by historical results.
- Burton
Management Audit may be more specifically defined as being an investigation of a business from the highest
level downwards to ascertain whether sound management prevails throughout, thus facilitating the most effective
relationship with the outside world and the most efficient organisation and smooth running internally.
- Leslie Howard
The Management Audit may be defined as a comprehensive and constructive examination of an organisation
structure of a company, institution, or branch of Government, or any component thereof, such as division or
department and its plan and objectives, its means of operation, and its use of human and physical facilities.
-William P. Leonard
Management Audit is a future-oriented, independent, and systematic evaluation of the activities of all levels of
management for the purpose of improving organisational profitability and increasing the attainment of the other
organisational objectives through improvements in the performance of the management function, achievement
of program purpose, social objectives and employees’ development.
- The Institute of Internal Auditors Inc.
A
Management Audit is an independent review, analysis, and assessment of the competencies and capabilities
of a company’s management in carrying out the corporate objectives. The purpose of a Management Audit
is not to appraise individual executive performance but to evaluate the management team’s effectiveness
with respect to work in the interests of all the stakeholders, maintain good relations with the employees, and uphold
reputational standards.
There is as such no formal management audit committee for the board of directors. However, the board members
assess the performance of management team individual executives by using quantitative information on like organic
sales, EBIT margins, segment margins, operating cash flows, cost rationalization and EPS and unquantifiable or
intangible elements like efforts toward acquisition, integration, etc.
A Management audit is an assessment of how well an organisation’s management team is applying its strategies
and resources. A Management Audit is carried out by internal team as well as by outsourced agency, who evaluates
whether management team is working in the interests of shareholders, employees, and the company’s reputation.

Area of Management audit is beyond conventional audit. It is an audit of the overall performance of management. It
covers planning, organising, coordination, processes and control, etc. Management audit detects and diagnoses the
problem and suggests various means to avoid and resolve the problems. Management audits are often conducted
before mergers, restructurings, bankruptcies, and succession planning etc.- they can identify weaknesses in a
company’s management.
Objectives of Management Audit:

� It helps management in setting appropriate decision making.
� It suggests management in getting desired results and revealing any defects and irregularities in the process of
management.
� Management audit helps the management in the effective discharge of their duties and responsibilities.
� It helps in identification of process gaps and strengthening of controls.
� Suggests appropriate cost effective implementation of plans.

Nature and Scope 9.2
Management Audit might address many important issues like:
� Appropriateness of Organization Structure and reporting
� Coordination among Departments to accomplish management objective
� Suggesting a ‘risk management’ structure for better governance
� Stakeholder management
� Project evaluation including growth budget and appropriation methodology
Management Audit encompasses all areas where management decision making and actions are involved.
Qualities of Management Auditor:

The management auditor should have the following qualities:
� A management auditor should have good knowledge and experience of all Managerial Functions.
� An Auditor should have good knowledge of financial, cost statements analysis techniques.
� She/he should know about economics and business laws, etc.
� Understanding of Organisation structure and decisions taken by management the, working of the organisation
and its problems is also required.
� Thorough understanding of all processes and control aspects.
� She/he should know and understand the objectives of the organisation very well.
� She/he should understand planning, budgets, rules, and procedures to be applied in management reviews.
� She/he should be well-versed with the entire production process.
� She/he should have enough knowledge and experience to understand the reason behind the lack of coordination
between different departments.
� She/he should have the quality of giving practical and achievable solutions to the problems in the organisation.

Need for Management Audit and
Reporting
9.3
T
he reports on matters of policies and their implementation are very important to improve effectiveness, the
efficiency of the management. Management Auditors advise the management on various matters related to
the performance of functions/operations as well as of the organisation as a whole. It can be said management
audit helps in improving the performance and efficiency of management.
Management audit is not compulsory under any law. No specific qualifications have been prescribed for the
Management Auditor.
Advantages of Management Audit:

� It helps management to make plans and policies with more objectivity.
� It is beneficial for achieving the set objectives of the management.
� It is helpful to management by providing input on process gaps and way forward to improve, evaluate the
performance of management.
� It is helpful to strategies resources and improvement planning.

Audit of Management Process and
Functions 9.4
M
anagement Audit Programme means the planning of the outlines for the whole process and procedures
from the beginning to the end.
The programme can be designed in the following way:
� To study the organisation structure
� To understand decision making process and line of command.
� To have a detailed understanding about discussion with the top management about the objectives and the plans.
� To study the current policies adopted to achieve the desired objectives.
� To discuss and decide the areas of improvement post review of operations.
� To give recommendations for improvements required in areas of operation and decision making processes.
� To study whether the control system of an organisation is in place, adequate and effective.
The report submitted by a management auditor should provide proper assessment of the management decisions and
on ground implementation along with implications therefor. The management auditor should cover the following
areas in his report:
� She/he should highlight the areas of weakness and the suggest for improvement.
� She/he should also review the Stakeholder relationship and benefits passed on to them for maintaining a
cordial and desired relationship (Stakeholder management). She/he should cover the methods and procedures
of production.
Functions of Management Audit:

Management audit is a difficult and complex task. It performs the following functions:
1. Management audit requires a tight rope walking with clear, identified roles to perform while dealing with top
management.
2. It examines all the scope of work with respect to areas for review. In this regard, the auditor should help
management in pinning down and inter-relating the performance standards and measurements with the
ownership of responsibilities.
3. Management audit provides valuable suggestions to the management after proper evaluation.

Establishing Reliability of
Information 9.5
E
ventually the success as Management Auditor depends on the role played by the Team. Journey from ‘Police
Man’ as normally conceived, toward ‘Policy Man’ depends to some extent also on the Management of the
Organisation. ‘Tone at the top’ is very much required from management to help the management auditor
in performing and accomplishment of management objectives/ desired goal. Despite having many advantages of
management audit in the modern business world, it has faced criticism too. According to managers and accountants,
it is just a vague concept that serves no material purpose. The management auditors usually pinpoint shortcomings
of manager’s in action, therefore they hesitate to take initiative. It is believed that the normal practice of managers
is to keep their records up to date instead of improving efficiency and reducing costs.
Organisational culture is an important factor for getting/fulfilling desired objectives through management audit
team. It is healthy for a business organisation to have a business audit from time to time. A business owner would
get an insight into:
� Whether the management style is conducive to the business purpose?
� Whether the company management has effectively been able to control overall business operations?
� How good is the management team to nurture a healthy relationship with the employees and shareholders of
the company?
� Is the management team able to uphold the company’s reputation?
Management Audit primarily focuses on:

� Assessing existing management policies.
� Proper and rational utilization of resources.
� Assessing the efficiency and efficacy of tactics and strategies behind current business plans.
� Appraising overall team performance, rather than an individual.
Top Objectives of having a Management Audit are:

� Clearly defined prime objectives of the organisation.
� Ensuring a clear, lean and thin Organisational reporting structure. The setting of a well-defined organisational
structure with clear-cut lines of reporting.
� Goal setting process aligned with business objectivity.
� Process benchmarking for improving effectiveness. Challenge existing rules and regulations to work out on
effectiveness level.

� Suggesting improvement measures for giving an impetus to business performance in the forthcoming months/
periods.
� Suggesting ways to restructure the organisation and ensure high-quality service at all quarters.
� More effective resource utilization planning.
� Incorporating management information systems to reach production and work efficiency goals.
� Identification of weak points or managerial inefficiencies with respect to core functional areas of the business,
namely finance, sales, and production.
Management Audit can address financial questions too, like:

� The management’s role in the annual budgeting exercise of the company.
� Plan /Budget deviations and reason therefor.
� Existence of function-based approval prior to Finance accord.
� The compliance level of the current policies employed by the finance team of the company.

Role of CMAs in Management
Audit 9.6
M
anagement Audit not having any statutory obligation, however, the Cost Accountant can perform Internal
Audit as per the Companies Act, 2013 as well as can perform Management Audit also. A Cost Auditor
can not perform simultaneously the role of Internal Auditor.
A Management auditor should have the following specific qualities:
(i) Ability to understand and gauge business problems.
(ii) General understanding of the organisation and its various processes at pre and post approval stage.
(iii) Thorough understanding of the applicable Rules, Regulations and legal aspects. Expert knowledge on the
principle of delegation of authority, management by objective, management by exception, management
planning and control and the different budgetary systems, and those of internal control devices (viz. flow
chart, the flow of work, analysis of work schedules, etc.).
(iv) General understanding of different Laws - General Laws, Company Law, Tax Laws FEMA, etc. that affect
the functioning of the whole of the organisation.
(vi) Background knowledge and subject matter expertise viz. about - Engineering, Statistics, Costing,
Management Accounting, Financial Accounting, Industrial Psychology, Managerial Economics, etc.
(vii) Focused, dynamic and result orientation. Tactfulness, perseverance, and lastly, pleasing and dynamic
personality.
A Management Auditor may embrace the following aspects:-

Formulation of plan and policy:
She/he should ensure that “accounting, economic and other data needed by the management in constructing its
basic policy framework” are provided supplied by the management services unit.
Decision-making process:
Validation of prior decisions, implementation gap and suggestion to re-design.
She/he should take into account the outcome of the decisions previously applied, and see that the decisions are
based on management by objectives, management by exception, management information services.
Designing organisational authority structure:

She/he should assist in the flow of information among different functional managers (responsibility-wise).
Measuring and evaluating business performance:

She/he should concentrate on key functions or operations in the profit-making process.

Tax-planning and budgeting:

She/he should appraise the appropriateness of tax implications with respect to decision to invest/sell off, and those
of different information and data needed for budgetary control and preparation.
Improving communication system:

Two-way communication provides better organisational culture. The management should ensure that decisions
are cascaded down for proper implementation of objectives. The flow of communication also to move towards
managers at the helm of decision making to ensure effective, timely and purposive decisions having buying in from
rank and file as well as from managers of different levels of the Organisation.
A strong external communication channel is also a pre-requisite.
She/he should guide in the flow of internal communication (between various departments) to strengthen the
organisation structure, and in the flow of external communication (e.g., market conditions, legal requirements,
social accounting, competitors’ standing, economic trends, etc.) to strengthen the progress of the business.
The role of a Management Auditor in the coordination (or harmonization) of the functions of planning, organising,
controlling, and appraising business, is crucial.
A Management Auditor should have the following general considerations with respect to communication
and reliability of datum to:
� Indicate source of base, nature, and basis of datum.
� Purposiveness of data for perusal. Stick to essential information; that is, not matters of general knowledge.
� Avoid gathering data acquired during a previous study, except when a change in the data presents new evidence.
� Obtain the complete details where cost is an important factor.
� Look for irregularities, uncertainties, conflicts, and possible disagreements about plans, objectives, functions,
systems, and operations.
� Validation of datum collected.
� Datum collection process and relevancy of datum collected.
� Channels of communication and responsibility attached with such communicators. Be alert for weaknesses in
organisation systems, methods, controls, operations, and personnel.
� Role of system data administrator to avoid ‘Garbage In, Garbage Out’. Substantiate all data by verification
through actual observation, examination, or test checks.
� Watch out for inaccurate, incomplete, inadequate, and unnecessary reports, forms and statements.
� Determine compliance with policies and procedures by checking performance.
� Seek out methods for improvement.
� Note areas and functions for greater effectiveness in performance.
� Be on the lookout for inadequate protective and preventive methods.
� Determine whether or not responsibilities are being appropriately discharged.
� Access control and data sharing process.

Look into the matters of cost-effective utilization of all resources- human, physical financial, and national,
including the scarce resources and utilities of public nature.
� Take note of fluctuations in production, work-loads, and services.
� Communication channels and openness in the Organisation. Ascertain the ultimate use (i.e., utility aspects) of
each activity, record, and report to determine value or necessity.
� Information sharing among multiple locations of the entity and possibility of data loss, if any. Look for
problems, bottlenecks, waste, unnecessary work or function, poor coordination, low morale, inadequate
motivation, and other defects in all functions and areas under study.
To Sum Up:
A management audit is an independent and systematic analysis and evaluation of a company’s entire business
areas and related overall activities and performances therefor. It is a valuable tool used to measure determine the
efficiency, functions, accomplishments, and achievements to move towards business excellency of the company.
The primary objective of the management audit is to identify gaps, errors in management objectives and activities,
for suggesting improvement and possible changes. It guides the management to manage the operations most
effectively and productively.
In other words, a management audit is involved in the evaluation and assessment of the management system and
information in the various departments or the entire company. Its reach has been extended to review system and
sub-system, authorization, procedure, accountability, quality of data generated, quality of personnel, etc.
A management audit is vast as compared to a financial review because it not only evaluates finance but also other
features of a company. It has an efficiency for assessing management from top to lower level. A few main scopes
of management audit is described below:
� Assess the effectiveness of the Management- It audits the entire level of management of a company.
� Evaluation of processes deployed.
Execution of Principals and Policies: It reviews whether the policies and the principles deployed by the company
are effective and successful.
Suggest improvement based on such evaluation.
� Locate and Examine the Differences: It helps to identify the differences in productivity and if the pattern set
by the company is not fulfilled.
� Suggest for Improvement: The management audit suggests improvement in areas, e.g. purchase, sale, finance,
administration, human resources, etc.

Annexure - I
Management Audit Checklist is used to ensure that management systems and processes are effectively addressing
the objectives and goals of the business/entity or company. The following template (A Specimen) can be used by
compliance teams or management auditors to record and report any act of non-conformity. Few steps are given
hereunder.
Administration:
� Whether roles and responsibilities are assigned for administrative functions? Does the organisation have
policies and procedures manual?
� Whether policies and procedures are in place for monitoring activities?
� Are members aware of the policies and procedures?
� Are management committee meetings held at intervals prescribed by the constitution?
� Is the annual report distributed to the members?
� Is access to information regarding members limited to certain committee members?
� Whether management decisions are articulated properly for carrying out responsibilities.
� Whether functional reporting hierarchy is in place?
� Whether administrative lapses are flagged and resolved immediately?
� Are the computer files backed up on a regular / frequent basis (i.e., weekly / monthly)?
� And the backup is stored in a different location w.r.t the main computer?
� Is inward and outward correspondence monitored by the committee?
Finance:
� Whether budgetary process and approval mechanism is in place? Are all transactions recorded?
� Whether Cash Flow Statement prepared and reviewed by senior management on regular basis? Is a financial
report produced for management committee and general meetings?
� Whether financial goals are set with assigned responsibility for achievement? Is a process followed for
approving expenditure?
� Are multiple signatures required for monetary transactions?
� Does the company have an annual operating budget?
� Is the annual operating budget regularly reviewed?
Insurance:
� Whether all Company Assets across locations are covered with adequate insurance against insurable perils?
� Whether ‘loss of Profit’, Earthquake, Burglary etc. are covered?

� Does the company have insurance cover for the following?

� Amateur accident insurance
� Public liability insurance
� Directors’ and officers’ insurance
� Event liability insurance
� Contingency insurance
� Whether the members aware of the insurance coverage and related policies?
� Whether renewals are made as per timeline defined?
� Whether Claims are made prudently as per stipulation in Policies?
� Whether claims received accounted for with accuracy?
Policy:
� Whether the Company having documented policy guideline for all critical areas of business?
� Whether general coverage of multiple Rules and Regulations are looked into while framing Policy guidelines?
� Whether the Policies are communicated/distributed to all employees?
� Are the policies reviewed and monitored at regular intervals annually?
� Whether updated guidelines are immediately brought to notice?
� Are there policies on the following issues?
� Harassment
� Drugs
� Alcohol
� Coaching ethics
� Child protection
� Disabilities
Planning:
� Whether a culture of action oriented (operational, marketing etc. including contingencies) planning process is
in place? Does the company have a strategic plan or development plan?
� Whether the entity company have a risk management plan?
� Whether deviation against Plans are mapped and adequate ‘root cause’ analysis made to overcome such issues
in future?
� Does the company have an operational plan?
� Does the company have a marketing plan?
� Are the members aware of these plans?

� Are the jobs completed in the time frame stated in the plans?
� Are there adequate resources to implement the plans?
� Does the company have an emergency evacuation plan?
� Are the plans reviewed annually?
Personnel Management:
� Whether the entity having a Human Resource Policy in place? Are the job descriptions accessible to the
members?
� Whether the company set appropriate codes of conduct? Is it applicable and made known to all?
� Whether benchmarked practices are followed to retain resources and avoid attrition?
� Do the committee members share responsibilities equally?
� Whether a procedure to handle feedback and complaints available to address matters raised?
Contracts:
� While entering into any Contract (long or short term), the evaluation and possible outcome/impacts are
assessed?
� Whether appropriate legal safeguard evaluated for any expected shortcoming or execution problems?
� Whether Financial impact analysis carried out to pre-empt possibility of any breach? Is the company involved
in any of the following contracts?
� Employment
� Lease
� Membership
� Sponsorship
� Are the employees aware of the contracts and who they apply to?
Hazard Identification and Control:

� Whether Industry specific HAZOP exercise carried out to protect the probable impact on mishap?
� Are work health and safety inspections carried out on the following?
� Buildings
� Equipment
� Grounds
� Parking
� Whether appropriate declaration to relevant authorities made on hazardous operations? Are the work health
and safety inspections carried out by qualified personnel?
� Is any maintenance required from Government inspection carried within time frame?

� Does the company have a maintenance schedule?

� Is there a procedure for reporting maintenance needs?
� Whether self-assessment carried out and result reported to responsible controller of the entity? Does the
company carry out internal safety checks on a regular basis?
� Are risk assessments created for events?
� Is there a procedure for reporting accidents, injuries, and incidents?
Event Management:
� Whether Risks and Mitigation planned against each and every Event planned? Are risk assessments conducted
when planning an event?
� Are all the risks identified?
� Have appropriate steps been taken to reduce risks?
� Are risk management procedures maintained and updated?
� Are there suitable first aid personnel on site during events?
� Whether a documented contingency plan in place documented?
� Whether budgetary approval accorded with a note on positive outcomes of the event? Are permits sought to
hold certain events?
� Whether failure mode analysis carried out, in case of shortfall in outcome?
� Is the manager in charge of permitting the event?
� Is the feasibility and risk considered high priority when conducting an event?
� Is a budget prepared for all events?
� Does the company take responsibility for the participant’s actions?
� Has a “Code of Behaviour” been set?
� Are players, member’s etc. aware of the “Code of Behaviour”?
Legislation and Industry standards:

� Whether appropriate legislative and industry standards are made known to related responsibility owners?
� Whether penal actions on non-compliance also appraised to the persons accountable to ensure compliance?
Does the company comply with the government standard set?
� Is the company aware of the government standards?
� Whether a ‘good governance’ practice is circulated to ensure ‘beyond compliance’? Are the employees aware
of “Duty of Care”?
� Whether legal experts are manned to ensure compliance issues?

Annexure - II
(1) Steps of management audit: Management reviews can be carried out for the area pre-planned or as directed
from time to time. The steps of a management audit are:
1. Understanding of the objective and scope of the review. Select an area of operation of management.
2. Collection of appropriate document and datum to establish the context and outcome.
Discuss and appraise management about gaps and recommendations with respect to mitigation.
Issuance of formal report.
3. Determine whether the actual results meet the standards, norms, or targets. If not, why not?
(i) Is the target too difficult?
(ii) Is failure to achieve the target costing the organisation?
4. Establish what is done to ensure the achievement of the norms, targets, and standards. What steps are taken
for:
(i) Planning
(ii) Operations, execution, and implementation e.g., use of up-to-date technology
(iii) Measurement of performance and controls.
5. Carry out a detailed investigation, collect evidence as well as a document for audit findings.
6. Report the findings of the audit and make recommendations.
(2) Management auditing procedure:
Audit procedures should be tailored to the specific needs. of each situation examined. The process may be
followed:
1. Clarity of understanding with respect to selected area. Make a preliminary survey of the activity under
audit to obtain the necessary background and other working information for use in conducting the audit.
2. Responsibility owner and preliminary discussion to understand ‘pain points’.
3. Data and document collection to align with audit objective/scope.
4. Thorough analysis in support of accomplishment of objective.
Study the basic charter or assignment of responsibility of the activity under audit (applicable laws and
related legislative history in the case of a government activity) to ascertain the authorized purposes and
related authorities of the activity and any applicable restrictions or limitations.
5. Review pertinent parts of the system of management control by studying the policies established to govern
the activities under audit, testing the effectiveness of specific operating and administrative procedures and
practices followed, and fully exploring all significant weaknesses encountered.
6. Identification of weakness, inaccuracy, process gaps and take it forward for discussion with process owner/
responsible management representative/s.
7. Report on the findings of the audit work performed to those responsible for receiving or acting them
together with the recommendations for improvement.
Techniques by which the auditor can identify problems areas warranting detailed examination and the source
of her/his information are as follows:

(i) Identification of possible control weakness by survey

During the preliminary survey work, though practical working information is obtained on how the activity is
supposed to function and how control procedures are supposed to work, key features or aspects can usually
be identified that appear to be difficult to control effectively or be susceptible to abuse. For example, the key
points in the purchasing process may be:
(a) The determination made of the quantities and the quality of materials to be purchased.
(b) The procedure followed in obtaining the best prices, and
(c) The methods for determining whether the correct quantities and quality are received. If about the total
purchasing operation, the auditor concludes that these processes are the most critical from the standpoint
of the need for good performance, he would be justified in concentrating his testing work on them.
(ii) Review of management reports

MIS (Management Information System) for various areas and Reports created and distributed for perusal by
management from time to time.
System driven reports or generation with manual intervention for ensuring accuracy and comparison with
prevalent situation. The auditor’s review of internal reports which the management itself regularly uses to
obtain information on progress, status, or accomplishment of work can be valuable sources of information on
possible problem areas suggesting audit attention.
(iii) Review of internal audit

Using the outcome of other professional work, always having an issue of quality and depth of coverage.
However, once ensuring the same; the Reports can be perused for understanding gaps and management actions
against recommendations, if any, w.r.t the same. These reports can also be a valuable source of information
on problem areas. Of particular interest to the management and auditor; are those reports which bring to light
significant findings on which the management has taken no action. Inquiry into the reasons and justification
for inaction in such cases should be made since these circumstances could throw light on weaknesses in the
management system that have not previously been referred to the management for resolution.
(iv) Physical inspection

Physical inspections are carried out to ensure existence, quality of assets, usage, physical condition etc.
Mishandling, change of location (transfer to other Unit/s) having higher implications to management. The
organisation’s activities and resources can be a useful way of identifying possible inefficiencies. Examples are
excess accumulations, idle or little-used equipment, employee idleness, rejections of the product by inspectors
(or customers), executive rework operations, or disposal of apparently useful materials or equipment.
(v) Test examination of transactions
Transaction testing methods are used to ensure prescribed rules/guidance being adhered to through selection of
sample representing the universe. A very useful way to obtain practical insight into the efficacy of procedures
is to pursue several transactions about the organisation’s operations from initiation to final disposition. This
kind of testing will provide the auditor with valuable information on the organisation’s business is transactions,
the usefulness (or pertinence) of a prescribed procedure, the capabilities of personnel involved in the various
operating phases, and possible weaknesses in procedures or practices that could represent an unnecessary
drain on the organisation’s resources (i.e., Ineffective or inefficient performance).

(vi) Discussions with the officials and employees

The management auditor can obtain valuable information on problem areas warranting audit attention through
discussions with responsible officials in the organisation and other employees concerned. Even buying in
and implementation of recommendations becomes easier for such clarity of understanding emanated out of
discussion. The degree of success in obtaining useful information in this way is, in large part, dependent on
the auditor’s reputation for independent and constructive inquiry. If he is regarded with fear because of overly
critical reporting in the past, this source of information may not be productive.
Testing procedures and practices

Testing procedures and practices first require some preliminary review work to obtain information on how they
work and an insight into their effectiveness and usefulness. Based on such review, specific matters may be identified
as problem areas on weaknesses needing further probing. The general factors to be considered by the auditor in his
preliminary review work on management controls are:
� Understanding of process flow.
� Auditing in depth for selected transaction/s.
� Auditing in and around computer.
� Whether the policies of the organisation comply with its basic charter or grant of authority.
� Whether the system of procedures and management controls is designed to carry out those policies and result
in activities being conducted as desired by the top management, efficiently and economically.
� Whether the system of management controls provides adequate control over the organisation’s resources,
revenues, costs, and expenditures.
Specific factors which may well be considered by the auditor in assessing the management control system and
identifying problem areas warranting a more detailed audit include –
� The use by management of standards or goals in judging accomplishment, productivity, and efficiency in the
use of goods or services.
� Lack of clarity in written procedures, misunderstandings, or inconsistent interpretations in the organisation
may affect:
� Capabilities of personnel.
� Failures to accept responsibilities.
� Duplication of effort.
� Improper or imprudent use of funds.
� Cumbersome or extravagant organisational patterns.
� Ineffective or useful use of employees and physical resources.
This; the listing is indicative of the kinds of factors that an alert management auditor must keep in mind in all his
work. The knowledge gained in a preliminary review that is conducted in recognition of these kinds of factors
provides a solid basis for more detailed examination work that can lead to constructive improvements in the
management system.
(3) Techniques of management audit:

Techniques employed by a management auditor in effectively discharging her/his responsibility depends on the
area of review.

As for example, ‘Financial performance related reviews’ calls for use of ‘Break Even Point’, Make or Buy, Cost
rationalization, Cost benefit analysis, Marginal Cost and Standard Costing etc.
(i) Accounting or economic techniques

(a) Break-even analysis
(b) Budgetary control including a flexible budget system
(c) Cost management techniques indicating how an organisation’s assets should be allocated over competing
projects or to decide whether it is worth proceeding with the investment, keeping in view the proportionate
value of expenditure on such projects.
(d) Discounted cash flow and net present value methods.
(e) Cost-benefit analysis.
(f) Standard costing and marginal costing
(g) Activity-based costing to test the relevance of costs to activities.
(h) Quality analysis of company transactions.
(ii) Scientific techniques e.g. Linear Programming, Transportation and Assignment etc. are perused for
desired outcome
(a) Computer Models: There are many types of problems that can be solved on a computer e.g. decision on
the material mix, product, mix, make or buy, etc.
(b) Network Analysis: To analyze strings of tasks to arrange them in sequential or parallel order to complete
the project in the shortest possible time.
(c) Mathematical programming for solving by heuristic (trial and error) techniques: To determine the
best material mix, best use of the organisation’s transport fleet, the best mix of products to obtain, to
maximize profits and optimum use of labour, finance, equipment, etc. Linear programming is usually
effective when relationships vary in linear order whereas quadratic programming may be used when the
variations are in the order of the square root of some other factors.
(iii) Statistical techniques are in use to point out comparatives, scenario planning etc.
(a) Activity Sampling: It is one of the many ways in which the present workloads can be measured to obtain
controls to be exercised by management.
(b) Monte Carlo Simulation: In this, several variables are drawn from a large statistical population which
has an equal choice of being selected and obtaining the best sample possible.
(c) Exponential smoothing.
(d) Inter-firm comparison.
(iv) Personnel techniques like interviewing, Training methods are perused for manpower and the quality
related assignments
(a) Attitude survey.
(b) Ergonomic (Man-machine relationship).
(c) Training methods.
(d) Profitability and productivity measurement.

(v) General techniques

(a) Statistical theory of management is an attempt to emphasize what should be the practical approach to a
problem by –
� Analysing the problem to establish the basic difficulties and factors involved.
� Establish management by objectives.
� Identifying the likely ways of tackling the problems in the light of objectives to develop a solution.
� Determine the key factors affecting management decision-making.
� Evaluating alternative courses of action
� Evaluate each alternative in terms of economy, efficiency, and best fit.
� Specifying the action required to exploit the situation to the best advantage of the organisation.
(b) Brain storming
(c) Transfer pricing
(d) Management by objectives
(e) Management by exception
(f) Corporate planning
(g) Information theory
(4) Management Audit Evidence:
Evidences are supporting documents in favour of review outcome. Evidences are collected from both internal and
external sources as well as database analyzed. Unlike financial audits or other audits, there can be no fixed items
of evidence to be checked by a management auditor. A management auditor has to rely more on his experience
and acumen to identify areas of review and study, particularly areas of weaknesses to be overcome, strengths to be
exploited, and risks to be properly covered.
The auditor’s evidence comes from his discussions with the people concerned in the organisation, the survey, and
reviews of various reports of the organisation, including internal audit reports, inspection reports or any investigation
reports, physical inspection, test examination of various transactions, an inspection of important departmental files,
monthly performance review statements, minutes and notes, and above all personal observations.
Evidence can be gathered either by sampling techniques or by going into full detail depending on what the samples
reveal. The evidence should be such that an auditory can draw valid conclusions, duly verifying the same with the
people concerned. It should be understood that a management auditor does not rely on a voucher as evidence, but
shall fall back on various records, including vouchers as evidence for his audit, if the samples demand so. There is
no area of restrictions for obtaining evidence.
(5) Management Audit Programme (MAP):
A management audit programme is an essential prerequisite to conducting the audit. The programme is the basic
guide to Team members with allocation of area aligned with accomplishment of audit objective with a definitive
time span allocation. Such a comprehensive list helps in reviewing the work and also ensures completeness i.e.
without missing any check point as to control assessment of operations, adherence to statutes or value add. It is a
plan of action drawn in advance of taking up the audit, and to help the auditor to cover the entire area of his function
thoroughly.
She/he should lay down for himself a proper procedure to be followed to complete the work in time, giving
thorough coverage to all aspects.

An efficient management audit programme shall comprise the following:

(i) Review of the organisational objectives and plans
(ii) Study of the policies and practices of the management
(iii) A critical review of the organisational structure
(iv) Study of the systems and procedures
(v) Evaluation of operations
(vi) Study of the efficiency of the use of physical resources available
(vii) Exercise of proper management control
(viii) Maintain a suitable monitoring system through a management information system (MIS)
(ix) Check on adherence to the statutory obligation
(x) Above all, review the efficiency of manpower handling, which ultimately results in the organisation’s success.
An audit programme is laying down the path in its required details before conducting such an audit.
A management auditor shall shrewdly assess weak and risk areas in the organisation and deal with such areas in
more detail. She/he has to lay down a programme by making a list of such weak and risk areas and follow them
up in his audit.
(6) Management Auditor:

A management auditor is expected to offer special skills and expertise to his clients. He, therefore, has a special
responsibility to exercise special care in the performance of his duties to ensure a positive response to his opinion
to motivate action thereon.
A management auditor should be technically competent enough to handle the assignment with adequate knowledge.
Thinking ability and unbiased approach is the key to success of a management auditor. Sometimes resources of
different disciplines are selected for Management Audit, in the exercise of his audit function and formulation of
his opinion based on such audit. He should be a person of independent thinking, who can maintain an unbiased
view, without any influence, either financial, sentimental, or otherwise. He should be technically competent in the
discharge of his duties, having education, training, and experience all around. The management auditor should be
supported by a good organisation i.e. a team of people who can competently execute his audit.
Qualifications of Management Auditor

The prime qualification of a management auditor is to process broad business experience in an allied profession
such as accountancy, statistics, engineering, marketing, or administration. It is not possible that one person can
possess all the specialized qualifications, but a special qualification in one field could have a respective view of the
whole system. If a team of auditors is appointed it will be preferable to have people from different streams, because
cross-fertilization of ideas from different business fields can be a stimulating factor. Management audit should aim
at highlighting any team of administration or managerial efficiency or otherwise affecting the performance of the
organisation.
The essential qualities of a management auditor are:
(i) Ability to grasp the business problems.
(ii) General understanding of the nature, purposes and objects of the organisation e.g. nationalized or Government-
controlled organisations, etc.

(iii) Ability to determine or assist the progress of the organisation.

(iv) Knowledge of the principles of delegation of authority and control and the preparation of different budgets
viz. cash budget, production budget, master budget, etc.
(v) Power of grasping and understanding different internal control devices viz., flow chart, the flow of work,
analysis of work schedule, use of a computer, etc.
(vi) Sufficient knowledge about engineering statistical techniques, cost, and management accounting, general
financial accounting, production planning, control, etc.
(vii) General understanding of different laws viz. company laws, tax laws, and other economic legislations.
(viii) Sufficient knowledge and experience in preparing various reports for submission to different levels of
management including the top management.
(ix) Tactfulness, perseverance, pleasing and dynamic personality.
(7) Management Audit Team – Organisation
A management auditor handling a large organisation continuously or several audits at the same time has to build-up
a competent team of people, who possess the educational qualifications as well as requisite skill set to operate as
attributed to a management auditor.
As a management auditor is concerned with all aspects of the business and the organisation, ranging from
manufacturing to marketing and finance, the management audit team should be multi-disciplinary to make a
multidimensional approach to the audit function.
A competent management audit team, internal to an organisation, could effectively be represented by seniors
having prior exposure to the heads of various departments viz., production, materials management, maintenance,
personnel, marketing, finance, industrial engineering, quality control, etc. areas. Such a team can competently lead
and direct the audit to attain the organisational objectives.
(8) Audit Checklist:
A management auditor shall normally maintain an audit checklist to ensure completeness and quality assurance
that she/he has not omitted any areas that require to be audited. The organisational areas covered fall under the
broad Checklist can be prepared for all operational and business areas to be reviewed.
� Planning
� Organising
� Staffing
� Coordinating
� Communicating
� Directing
� Motivating
� Controlling and
� Innovating
In these areas, an auditor should look for any weakness which may affect the efficiency of the organisation. Her/
his checklist can be made area-wise and may be overlapping or complementary between different areas as follows:
(a) Directorial weakness
(b) Management weakness

(c) Organisational weakness

(d) Financial weakness
(e) Systems weakness
(f) Procedural weakness
(g) Functional weakness
(h) Operational weakness
(i) Marketing weakness
(j) Industrial relations weakness
(k) Weakness in meeting social responsibilities, and
(l) Security lapses etc.
Management Audit Report (MAR)
MAR is the reflection of the quality of review performed in various areas. It is important to prepare a good MAR.
A good MAR can motivate the management and get the required results.
Characteristics of a good management audit report
The detailed characteristics of a good management audit report can be summarized as follows :
(i) Pertinence
(ii) Comprehensiveness
(iii) Brevity
(iv) Timeliness
(v) Motivating
(vi) Appropriate
(vi) Data based to support outcome
Contents of the report

Management Audit reports are often labelled as ‘exception reporting’. The deviations from laid down processes,
unauthorized activities, performance deterioration, value destruction are normally dealt with in reports.
Benchmarking of activities, industry norms and practices are also highlighted as ‘scope of improvement’.
Fraudulent activities, reputational risk, system and control lapses are also forming part of reports. Corrective
measures are suggested to rectify the position and address management concerns. The top policy executive is
generally interested in four factors in operating statements – facts, the person responsible, deviations in actual
performance from standards, and the effect of the result on the financial or physical status of the organisation.
The report must allow management to study comparisons, review organisation, and appraise the effectiveness of
the executives. Departmental weakness can be quickly seen by the management if the report is properly prepared.
The management audit report should create awareness among the management of prudent management practices
that can make the organisation come alive. It is a very important function of management audit to help the change
management mindset.
Report discussion with management and buying in of suggestions for implementation in time bound manner
improves governance and a hallmark of progressive management and Organisation.

A management audit report should also be discussed with the people concerned in various areas before reporting.
Every point that is raised in the report should have the acceptance of the people involved in the concerned function.
A report that indicates suggestions that had come from the people themselves would have a better than coming as
a suggestion from the auditor.
The report should be drafted and structured so that it makes a logical presentation to the management and makes
it easily readable. The report should contain not only the problems and defects in the working but also should
come out with solutions as if given by the operational people themselves so that it gains immediate acceptance for
implementation. A management audit report relies heavily on accepted managerial practices and feasible solutions.
Special Reports for Banks, Shareholders, Employees & Small Business
Sometimes, the reports have to be prepared and submitted for special persons or purposes. Salient features for these
special reports are briefly discussed below:
(1) Reports for banks and creditors
The form and content of financial statements and schedules are important to the lender but explanatory notes to the
statements and schedules are perhaps more important to them. They require accuracy in reports and confirmation of
statements made, which should be properly verified and certified. Bankers are more oriented towards security due
to their long-term expectation of debt servicing by the business. Hence, the reliability of the report is an important
factor. All statements by the auditor should be clear and positive.
(2) Report to shareholders
The report is read by financial experts, bankers, tax authorities, public officials, and research people. The report
should, therefore, be useful in analytical details for its user, and give full facts about the organisation’s business.
The report should also convey the right and correct message to a layman. The report is often used as a public
relations exercise to improve relations with investors and to promote loyalty. In India, an auditor’s report in the
prospectus at the time of public issue is very important. Experts read “between the lines” of the auditor’s report. It
will ultimately reflect in the auditor.
(3) Reports to employees
Reports for employees are mainly prepared for a better understanding of the business, to dispel any misconceptions,
counter charges by unions, or explain the need for continuance of the business in times of strike, competition, or
sickness. The report to employees must gain the confidence of employees and earn respect for the statements.
The report should consider the needs of employees, when the employee morale is low or when the relations with
employees are strained. Auditor’s views will be expected to be unbiased.
(4) Reports for small business
The form of annual accounts and other requirements under the Companies Act is the same for a large or a tiny
private company. However, the management auditor should design his report in a very simple way as the report
for a small business is specifically directed to a person or a small group of persons only. A great deal of reporting
for small businesses is subjective, due to a lack of adequate data. This poses problems in analyzing and comparing
data. Suggestions in the report must be based on a proper appraisal of the problem.
Conclusion: The report of the management auditor will leave a permanent impact on the user regarding his
competence, integrity, and honesty. She/he should, therefore, make his observations and recommendations clear
even if it may affect the job of any executives or affect the fortunes of a few people concerned or interested in the
organisation. She/he cannot escape the duty to judge right and wrong. The best report is one that motivates the
person receiving the report to act in the manner desired in the report.

Exercise
1. Management auditor should have a thorough knowledge of_______.

(a) Financial Accounting
(b) Production techniques
(c) Costing systems
(d) All of the above
2. A management auditor can recommend the most suitable system of flow of information_______.
(a) Internally
(b) Externally
(c) Internally and externally
(d) None of the above
3. Management auditor should be well versed with_______.

(a) Management by exception.
(b) Management by objectives.
(c) Principles of delegation of authority.
(d) All of the above.
4. Which of the following statements are true about management audit?

(a) The management audit is made compulsory and statutory.
(b) Management audit is a programme of one year.
(c) Management audit cannot be conducted by an independent person.
(d) No, time limit can be fixed for submission of the report under management audit.
5. Cost audit is a verification of cost records to estimate the _______ efficiency of a business.
(a) External
(b) Internal
(c) Both internal and external

6. The management auditor’s work begins

(a) After the work of a statutory auditor ends
(b) Before the work of a statutory auditor begins
(c) Varies from firm to firm
7. Management audit is useful for

(a) Suggestion for targets
(b) Assistance to management
(c) Good staff relationship
 State True or False

1. Management auditors should be conversant with the nature of production activities in the organization.
2. Management auditing is a part of statutory auditing.
 Essay Type Questions

1. Discuss the scope of the management audit?
2. State the essential qualities required of a Management Auditor.

3. What are the objectives of a management audit?
4. Discuss the concept of evidence for Management Audit
Answer:
 Multiple Choice Questions (MCQ)
1 2 3 4 5 6 7
(d) (c) (d) (d) (b) (a) (d)
1 2
T F

Management Reporting Issues
and Analysis 10
10.1 Introduction
10.2 Performance Analysis
10.3 Capacity Utilisation Analysis
10.4 Productivity and Efficiency Analysis
10.5 Utilities and Energy Efficiency Analysis
10.6 Key Costs and Contribution Analysis
10.7 Profitability Analysis
10.8 Working Capital and Liquidity Management Analysis
10.9 Manpower Analysis
10.10 Other Areas Suggested to be covered in the Report on Performance Analysis
10.11 Management Accounting Tools

Management Reporting Issues
and Analysis
To develop detail understanding about management reporting system to facilitate
preparation of reliable reports which will ensure accurate data driven cost effective
decisions and will build brand image. (CMLO 5b)

Reporting can be defined as the communication with related information between the two parties.
The process of providing information to the management is known as management reporting.
These reports are provided to the various levels of management on regular basis to keep the
management abreast of the effectiveness of their respective responsibility. The process of reporting
to management is concerned with the proper selection of financial and operating data, arranging
information in a proper form, analysing and interpreting the data, and then reporting it to the
management through an appropriate method. After studying this module, the students will be able
to –
 Analyse the Performance parameters of the Organisation like Capacity Utilization, Productivity,
Utilities, Energy efficiencies, etc.
 Interpret Profitability Parameter and infer its importance.
 Learn about the Importance of Working Capital Management and Liquidity Management.
 Implement Various Management Accounting Tools which helps the Organisation’s development
and growth.

Management Reporting Issues and Analysis
Introduction 10.1
T
he purpose of reporting is to provide the information needed by the concerned service requisitioners and/
or the Users of the function. The report is the essence of the management audit function for the areas
reviewed.
Introduction
Reporting can be defined as the communication of statements with related information between the two parties. The
process of providing information to the management is known as management reporting. A report is a statement
containing facts.
The quality of the Report brings clarity on the Objective for which the service was sought for, efficiency and ability
of the Team deployed for review, depth of skill and handling specifics. These reports are provided to the various
levels of management on regular basis to keep the management abreast about the effectiveness of their respective
responsibility.
Reports are of various types and depends on the requirement of the Management. Management Team of respective
entities feel for the different reports as per their requirement of exercising ready results/outcome of their function and
imbibe suitable control measures and effectiveness of the controls. The operational purpose and level (organisation
hierarchy) of the User determines the frequency, format and size of report.
As for example, CFO wants ‘Daily collection Report at Branches with total (all SKU) Inventory level’; National
Sales Head (NSH) requires a different report having same information with a more granular way i.e. SKU-wise
daily collection in respective Branches.
As evident from above, the size of report varies due to difference between objective of CFO and SH.
Let’s take another example, the Production Head (PH) of every Plant (multiple locations) wants Hourly Production
of each Product. The National Plant Head (NPH) requires a report shift-wise and location-wise for each Product.
Here also the objective is different due to hierarchy /level in the Organisation and objectivity/purpose.
The Frequency of Report also varies depending upon requirement of the management hierarchy e.g. Managing
Director (MD) wants a cost benefit analysis at Product level on monthly basis whereas the Costing Head monitors
the performance of each Product at individual Plant level.
The aforesaid Reports are mostly generated from designed ERP process to cater the requirement of Organisation
and its’ management Team and commonly called as ‘Operational Reports’, ‘Business Intelligence’.
The distinguish function of Management Audit is there in the Organisation to:

(i) help management in taking right decision at the right point of time by providing analytical views;

(ii) imbibe a better control culture by suggesting appropriate controls in process. Timely flagging to the notice
management such goals can be achieved.
As for example, to achieve higher sale in the month, last minute ‘push’ given by extending credit limit and
invoicing against the same. For a huge conglomerate, the management auditor can take help of generating
ERP based Report to analyze the cost of such extended credit and quality of sales made on account of fund
blockage. This may help CFO and NSH to reconsider the ‘credit limit’ and ‘cost of fund’ w.r.t additional sales
achieved.
(iii) The Management Audit Reports are of analytical nature, of course, datum collected from the database
maintained by the Company, IT Department. At the instance of Management Audit function, to facilitate
decision making process, tailormade reports are suggested to have better and quick database as per requirement.
(iv) Management Audit Team carries out process improvement reviews also and for the sake of smooth operational
flow and cost reduction, ERP based reports are suggested. As for example, Truck-wise TAT (Turn Around
Time) monitoring increases the possibility of reduction in transit time and ensure availability of more Trucks.
Accordingly, Fixed Cost incurred by the Truckers will be reduced when compared with number of Trips and
a percentage of the same, if passed on to Company, the Transportation rate can be reduced.
(v) Depending on the organisational hierarchy the Management Audit Report also may vary in length. For the
topmost hierarchy, it should be as crispy, sharp and to the point as possible, while for middle and junior level
the same report can be elaborate with action orientation.
(vi) Management Auditor at time handles ‘Special Assignments’ also, scope of which varies assignment purpose-
wise.
Characteristics of Management Reports

Management Reports are purposive and depends upon management requirement. The reports prepared should be
simple and clear in respect of various operating activities.
a. Financial Reports: This type of report includes cash flow reports, borrowing vs. cost of borrowing,
Performance vs Budget etc. Normally current period and comparative with earlier period/s, annual with prior
year/s considered for comparison purposes.
b. Information Reports: These reports are of three types, viz., trend reports, analytical reports, and activity
reports. In trend reports, comparative information is provided over a period regarding the direction or trend
of different activities. Analytical reports are based on the horizontal comparison of results. This analytically
provides information about the comparison of different activities for a particular period. When reports are
prepared for any particular activity of the business then they are known as activity reports. Segment reports are
also information reports.
c. Control Reports: Various responsibility centers are established in every business to have effective control. To
know the performance of each responsibility center, periodically reports are prepared.
Reports Based on Nature:

a. Enterprise Reports: These are the reports, which give a detailed description of the various operating activities
and financial position of the business. They are generally meant for external users i.e., bankers, financial
institutions, shareholders, and government authorities.

b. Investigative Reports: These reports are specially prepared only when to investigate a particular problem.
Functional Classification of Reports:

These reports are normally for a particular function or a particular department or joint activity.
They are also of two types:
a. Individual Activity Report: Report is prepared for the individual activity of a single department working
under the supervision of one executive is known as an individual activity report.
b. Joint Activity Report: This report is prepared when joint efforts are made in performing the activity e.g.
Central Procurement Department with Project Department for a big Project, where delay in commissioning can
be gauged with responsibility fixed.

Performance Analysis 10.2
B
usiness goals are the prerequisite for measuring performance against the same. A performance analysis
is an evaluation of how a business or individual has performed within the limited timeframe against set
parameters. Any variations from projected metrics, need to be under focus to understand the next course of
action to preempt the possibility of any future failure/shortcoming.
What’s included in a business performance analysis?

A business performance analysis includes company performance metrics and goals. Depending on the scope and
focus of the analysis, these may be more or less comprehensive. Here are some specific metrics or goals a company
might consider during a performance analysis:
� parameters against which performance to be measured.
� past parameters and measuring yardstick.

� ensuring no change in parameters and yardstick.
� measurement of actual delivery.
� assumptions used for both micro and macro conditions with impact thereon.
� adjustment at base level for the actuals at different point of time.
� process of monitoring and review of parameters and actuals against the same.
� equal period or timeframe for evaluation and period of appraisal.
� ‘root cause’ analysis for deviations from expected performance.
� feedback to employees on business performance improvement.

Capacity Utilisation Analysis 10.3
C
apacity utilization refers to the manufacturing and production capabilities that are being utilized at any
given time against the pre-fixed tagged capability. It is the relationship between the output produced and the
potential outputwith the given resources. The utilization can be disclosed by way of comparison of whole
number or/and percentile.
The formula for Capacity Utilization:

The mathematical formula for calculating capacity utilization is:
Actual Level of Output

Capacity Utilization = × 100
Maximum Level of Output
Suppose XYZ Company is producing 20,000 and it is determined that the company can produce 40,000 units. The
company’s capacity utilization rate is 50% [(20,000/40,000) × 100]. If all the resources are utilized in production,
the capacity rate is 100%, indicating full capacity. If the rate is low, it signifies a situation of “excess capacity” or
“surplus capacity.” or ‘under utilization of capacity’.
One example may bring more clarity - Industry and respective entities under specific industry facing both the
scenarios e.g Indian Cement industry overall capacity is higher than Demand, some players of which functioning
over 100% of their respective Plant capacity while some even failed to achieve even 70% of the available capacity.
Economic Significance of Capacity Utilization:

Capacities are build-up in anticipation of demand projection of the Product. Any change in market dynamics causes
fluctuation in demand and consequential impact on capacity utilization. Economies with a capacity ratio of much
less than 100% can significantly boost production without affecting the associated costs.
The capacity utilization rate is an important indicator for companies because it can be used to assess operating
efficiency and provides an insight into cost structure. It can be used to determine the level at which costs per unit
go up or down. When there is a rise in output, the average cost of production will decrease.
It means that the higher the capacity utilization, the lower the cost per unit, allowing a business to gain an edge over
its competitors. Many companies aim to produce to the extent of fullest capacity. Low-capacity utilization leading
to opportunity loss, since fixed cost recovery will be a challenge.

Productivity and Efficiency 10.4
Analysis
P
roductive efficiency, also known as production efficiency, is the economic concept of producing the largest
possible output from the available resources. Productivity enhancement and/or efficiency improvement are
positives for growth and profitability.
How Productive Efficiency Works:

Productive efficiency often comes into play when a production process relies on scarce resources. In microeconomics,
this could involve two industries competing for the same raw materials and ending up limited by similar externalities.
As an example, consider the production of most rechargeable batteries, which require a steady supply of the
mineral lithium and cobalt. When companies allocate these minerals toward the maximum production efficiency
of car batteries, they reduce the available resources for other types of batteries that rely on the same core materials.
If the car battery manufacturing process has reached its maximum productive efficiency, there will be higher
marginal costs for any additional unit produced. In competitive markets, companies may be able to evade such
situations by improving workflows, technical efficiency, and exploiting economies of scale. In the short run, they
bump up against the limits of production efficiency.
What Is the Production Possibility Frontier?

The production possibility frontier (PPF) refers to a graphic curve used in both macroeconomics and microeconomics
to describe the output limits on two products that compete for the same finite resources. These resources can be
physical materials such as wood or minerals. They can also refer to human capital, land, equipment, and production
technology.
A PPF is represented on an XY coordinate plane where the X-axis represents the production of one commodity and
the Y-axis represents the production of a different commodity. The PPF appears as a curve that tracks these metrics
concurrently. A production possibility frontier is calculated via the combination of inputs from both products. An
increase in the production of one product will lead to a decrease in the other product because both products must
be made using the same pool of finite resources.
Productive vs. Allocative Efficiency: What’s the Difference?

Productive efficiency and allocative efficiency measure common characteristics, but the two terms are not
synonyms.
Productive efficiency represents the maximum output of a product given scarce resources. The production of
any additional units results in opportunity costs- one which is the reduced output of another product. This metric
focuses entirely on monetary costs and resources.

Allocative efficiency measures the distribution of goods and services. Allocative efficiency is a state of market
equilibrium where both producer and consumer benefit. Specifically, it means the marginal cost of production for
each unit sold will equal the marginal benefit to the customer buying that good. To have true allocative efficiency,
both producers and buyers must benefit from the overall condition of the market. On a macroeconomic level, this
applies to entire societies such that producers benefit in an open market and consumers pay reasonable prices for
an enhanced quality of life.
Both efficiencies are limited by externalities. A corporation or small business can do a great deal to improve its
productive efficiency levels and reduce inefficiency. This includes ramping up its level of production, performing
preventive maintenance on equipment, reducing factory downtime, tracking key performance indicators (KPIs),
reimagining production lines, and incentivizing higher productivity levels among its workforce. However, even
when a company streamlines and optimizes in every possible way, it can still be hampered by the production of
another product that taps into its same supply chain.

Utilities and Energy Efficiency 10.5
Analysis
E
nergy efficiency is defined as using lesser energy to provide the same product or service, such as lighting,
heating, and transportation. Together with the move to renewable energy sources, increasing energy
efficiency is considered to be one of the twin pillars of sustainable energy policy.
Energy-efficiency experts worldwide have identified several areas where the greatest savings in the use of energy
can be made, including industry, transport, homes and buildings.
The International Energy Agency (IEA) has stated that improved energy efficiency in industrial processes,
transportation, and buildings could lead to a 30% reduction in the world’s energy needs by 2050 and help control
global emissions of greenhouse gases.
Energy Efficiency in Industry:

The global energy intensity of industry-measured as the amount of primary energy demand needed to produce one
unit of gross domestic product (GDP) – fell by nearly 20% between 2000 and 2016, primarily as a result of energy
efficiency policies. The size of these reductions is similar both in the 29 member countries of the IEA and in major
emerging economies. Out of the hundreds of opportunities for substantial savings specific to large industries that
have been identified by energy-efficiency experts.
Inefficient electric motors are found throughout the global industrial sector. Enormous savings for the industry
can be made by replacing older inefficient electric motors with more efficient modern motors, producing savings
that exceed the purchase price after just a few weeks of usage, even when the cost of lost production time while
replacing the motors is taken into account. These newer industrial motors are easier to operate and more reliable.
The steel industry has saved huge amounts of energy and drastically reduced CO2 emissions through advance
technology / process known as “thin-slab casting” and “direct casting”. Traditionally, steel mills have heated steel
twice; first, to melt the metals into thick cast sheets, and then a second time to recast the steel into the particular
form desired.
The new, more efficient process involves directly casting the steel from its liquid state into the final form desired,
with the bonus of producing both a lighter and stronger steel than with the older process, as well as at lower cost.
Further savings for industries such as paper milling have been achieved through the use of more efficient fluid
handling. By redesigning piping systems to optimize fluid flow, and by replacing older, oversized, and inefficient
pumps with more efficient, modern pumps, many companies have reduced maintenance and production costs,
made huge energy savings, increased productivity, and achieved greater reliability and product quality.
Large amounts of heat are produced by most industrial facilities and this wasted thermal energy can be profitably
captured and reused, or sold for heating and cooling nearby buildings. CHP (combined heat and power) systems,
also known as cogeneration systems, use the thermal energy produced during electricity production to turn turbines
to produce more electricity, effectively using fuel twice and significantly and profitably increasing efficiency in a

short period. Studies carried out in the U.S. have shown that fossil fuel use and CO2 emissions could be reduced by
20 percent if all wasted thermal energy from factories were to be captured and recycled.
Many European cities use district heating and cooling systems, where hot water generated at a single point of
supply is piped under the streets and into heat exchangers and absorption chillers for heating and cooling nearby
buildings, including large institutions such as universities and hospitals. Finland is one of the world leaders in the
use of CHP and district heating and cooling systems. According to the International Energy Agency’s CHP/DHC
Collaborative, CHP produces 74% of Finland’s district heating. The system has generated so much electricity that
the surplus is sold to other countries in Scandinavia.
The potential savings from the use of new LED lightbulbs to replace older, incandescent bulbs are truly astounding,
not only for homeowners and businesses but also for towns and cities through the use of more efficient street
lighting. Switching to LED lighting can yield energy savings of over 75%. By 2022, 90% of indoor lighting
worldwide is expected to be provided by compact fluorescent lamps (CFLs) and LEDs. In addition, intelligent use
of motion sensors to detect when people are present can also be used to achieve further savings and reductions in
emissions.
Efficient Homes and Buildings:

“Every day,” says Bernie Sanders, “we are paying more for energy than we should due to poor insulation, inefficient
lights, appliances, and heating and cooling equipment – money we could save by investing in energy efficiency.”
The use of LED lightbulbs in homes and buildings is only one of many ways for reducing energy costs and CO2
emissions, and achieve substantial reductions in electricity bills.
Efficient Transportation:
Transport was responsible for 28% of global final energy consumption in 2016 and is one of the biggest sources of
greenhouse gas emissions, with road transport such as trucks, buses, and cars emitting the most greenhouse gases.
The use of improved engine technologies, hybrid cars, and plug-in electric vehicles have already produced gains
in savings and reductions in emissions as well as more mileage. Global sales of electric vehicles grew by 40% in
2016, mainly in China and Europe, and there are now more than 2 million electric vehicles worldwide.
Electric vehicles are much more efficient than diesel or gasoline alternatives but are not yet at a scale to have a
significant influence on global fuel economy.
Mass transit systems such as bus and light rail networks in urban areas, along with complimentary walking and
cycling infrastructures, can sharply reduce both CO2 emission and subsequent health benefits due to improved air
quality for local inhabitants. According to the World Health Organization, “Safe, equitable, and energy-efficient
urban transport can help achieve multiple health and sustainability goals.
Several companies in the aviation industry have developed much lighter and stronger materials which, together with
more efficient fuel use and aircraft design, have achieved gains in energy efficiency. Yet, despite these advances,
the environmental impact of aviation continues to be of great concern.
Recycling:
The recycling of commonly used materials such as paper, glass, plastics, and aluminum is another area that results
in huge reductions in energy use and CO2 emissions. According to Stanford University, in the U.S. alone, “the
amount of lost energy from throwing away recyclable commodities such as aluminum cans and newspapers is
equivalent to the annual output of 15 power plants.

Aluminum is the most efficient recyclable material. It never degrades and can be reused indefinitely with no need
to bring new materials into the production cycle. Processing recycled aluminum would reduce the energy used in
the production of the metal from bauxite ore, currently one of the most energy-intensive processes in the global
economy, by an incredible 95 percent.
However, according to the Container Recycling Institute, sales of canned and bottled beverages in the U.S. have
continued to grow over the last few decades but recycling of the containers has stagnated, resulting in higher rates
of landfilling, incineration, littering, and other negative environmental impacts.
Glass can be recycled indefinitely. The energy savings from recycling glass are relatively less, as recycled glass
still needs to be re-melted at very high temperatures to make new glass products. However, according to a report by
the Environmental Protection Agency, creating glass from recycled materials rather than raw materials generates
20 percent less air pollution and 50 percent less water pollution, as well as helps to reduce the size of landfills,
preserve natural resources like sand, soda ash, and limestone, and eliminate the costs involved with transporting
these heavy materials.
Paper is one of the most recycled materials in the world. Manufacturing recycled paper saves thousands of trees each
year in the U.S. alone and uses only 60 percent of the energy required to produce paper from fresh pulp. Emerging
research on biodegradable inks and even erasable paper could soon solve the problems faced by manufacturers of
producing high-quality, bright white paper due to ink residue.
Every year, more than 100 million tons of plastics are manufactured across the globe, yet only 14% of this amount
is recycled. 8 million tons of plastic end up in our seas and oceans each year and some plastic materials can take
hundreds of years to break down in a landfill. However, many plastics can be recycled and turned into items such as
clothes, containers, bags, carpets, bottles, garden products, car components, furniture, and insulation, to name just
a few. Recycling a single plastic bottle can conserve enough energy to light a 10W LED bulb for up to 36 hours!
It’s easy to see why recycling plastic is so important.
Barriers to Success:
1. Fear for high initial Investment.
2. Lack of understanding and clarity over benefit accruals.
3. Less concerned over environmental negative impacts.
4. Mentality to stick to old, ‘old is gold’.

Key Costs and Contribution 10.6
Analysis
C
ontribution Analysis is useful in understanding the effect of variable costs on the net income (performance
indicator). It helps a company understand the contribution of individual business lines or different products
by calculating the contribution margin (contribution/sales) of each in terms of rupees and percentage. To
arrive at the contribution margin, direct and variable costs related to the manufacturing process are subtracted from
the revenue
Suppose, the contribution of products is 10%, which is lower than other products of a business. If a company
is unable to reduce the variable costs of this product, it may eventually decide to drop the product. Moreover,
contribution analysis is done to understand the strong and weak points of the business or the product. It also tells
how each unit helps in recovering the fixed cost.
During contribution analysis, the managers also consider the effect of internal and external factors.
Formula to calculate Contribution in rupees per unit is (Total Revenue- Variable costs) / Number of units sold.
For example, a company sells 15,000 units of shirts for a total revenue of ` 4,00,000. Cost of goods sold is ` 1,50,000,
labour expenses of ` 1,00,000. The contribution margin per shirt is (` 4,00,000 – ` 1,50,000 – ` 1,00,000) / 15,000
= ` 10.00 per shirt.
Contribution Analysis is done largely to support the decision-making process. For better results, a company uses
such analysis along with the budgeting process and management accountant functions.
Profit-Volume-Chart:
Not every manager is technical, and therefore, a graph helps them with an easy understanding of the concept. A
Profit Volume chart explains the relationship between volume and profit through graphical representation. In the
graph, the contribution figure is considered as a variable. Through this graphical representation, managers can
understand the profit at a given level.
Calculation of Break Even:

A break-even point is where the business makes no profit or loss. One can calculate the break-even point using a
formula = Fixed cost/Contribution per unit.
Asses Losses:
Every business needs to calculate a margin of safety to come up with future strategies. One can easily do so by
using contribution analysis. To make it easier for the managers, contribution analysis is expressed in percentage
terms. For instance, if the break-even unit is 2,500, it means, the company would be profitable once they sell 2501th
unit.
In case, the company has set a target of selling of 5,000 units, then the margin of safety would be (5,000 –

2,000)/5,000 ×100 = 60%.

Advantages of Contribution Analysis: Ease of Use:
This metric is relatively easier to use and understand. Thus, it is effective in helping managers to arrive at decisions.
Understanding the exact amount of profit that each unit would start generating beyond the break-even point gives
the company a better picture of its performance. Contribution analysis alone helps in understanding some of the
most critical points in profit.
Disadvantage:
In Contribution Analysis, the assumptions can sometimes be far from reality. Assumptions such as constant selling
price or linear pricing are some of the shortcomings in this approach.
Another Approach:
For non-business entities also this perspective can be used for a political campaign, economic analysis, and more.

Profitability Analysis 10.7
T
he overall objective of any business is to maximize profitability. From the first day on, the activities of the
business culminate in an attempt to create sustainable and ample profit. Business leaders rely on a variety
of tools and analysis to help identify ways to maximize profit and create new ways of generating profit. One
tool they rely on is profitability analysis, which assists them in understanding how profitable the business is.
What Is Profitability Analysis?

Profitability analysis is part of enterprise resource planning (ERP) and helps business leaders to identify ways
to optimize profitability as it relates to various projects, plans, or products. It is the process of systematically
analyzing profits derived from the various revenue streams of the business.
Why Is Profitability Analysis Important?

To maximize profits,business leaders first need to understand the drivers behind their profits. This helps to create
efficiencies in the processes and activities that generate revenue and/or finding ways to reduce overhead and other
costs that impact profitability.
The analysis helps to identify ways to enhance product mixes to maximize profits both in the short and long term.
This makes it helpful for budgeting purposes as managers work to create reasonable goals and map how they will
achieve them.
One helpful piece of information created when analyzing various products is which products are the most and
least profitable. This information is sometimes taken into consideration when business leaders choose to drop
or reduce weightage of certain products. Finally, profitability analysis examines the various relationships with
customers and vendors.
Common Methods of Performing Profitability Analysis:

Profitability Ratios:
Profitability ratios are financial metrics that are used to understand revenue relative to its cost, assets, and equity
over time. Some of the more common profitability ratios are operating profit margin, Return on Assets (ROA), and
Return on Equity (ROE), Earning Before Interest and Taxes (EBIT) etc.
Customer cluster wise Profitability Analysis:

Segment, Market and Customer centric Profitability analysis. It provides unique insight into customers’ behaviour.
This indicates percentage of profit attributable to each customer segment.
Qualitative Analytics:
This helps to identify trends and business cycles and allows leaders to plan appropriately.

Product Profitability Management:

� Market performance of each Product.
� Contribution from each Product.
� Profitability (Product-wise).
� Price leadership.
� Regulate pricing policies.
Conduct Product Costing Analysis:

� Specify cost of goods sold (COGS);
� Control material consumption costs per unit of finished product;
� Determine and control product-wise labour costs;
� Element-wise Cost optimization;
� Define average sales price per product unit sold;
� Regulate product development costs, including staff and IT expenses;
� Calculate periodical product-wise profit (or loss).
Product Rationalization Metrics:

Sales-to-Stock Ratio = (Net Sales/Average Inventory):
The inventory to sales ratio means a company’s investment into inventory in comparison to its sales amount. The
sales-to-stock ratio is a method to measure the relationship between stock and sales. By evaluating Stock turnover
ratio customer demand, adequacy of supplies, requirement of inventory built-up etc. can be handled suitably.
Gross Margin = (Gross Profit /Net Sales):

Calculating Gross Margin of a product or service is a good indication of profitability. In general terms Gross
Margin is Gross Profit (total sales revenue minus its COGS, cost of goods sold) divided by Net Sales, expressed
as a percentage: this number shows how much a company earns from selling certain product or service, involving
the costs it incurs for producing or acquiring this product or service. This measure is used to represent the margin
made on every rupee of net sales: the proportion of each rupee from revenue that a company retains as gross profit
to service its other business operations and obligations.

Working Capital and Liquidity
Management Analysis 10.8
W
orking capital represents the net current assets available for day-to-day operating activities. It is defined
as current assets over current liabilities.Successful management of working capital is essential to remain
in business.
Working capital management requires great care, e.g. extending the credit period to customers may lead to
additional sales, but absence of sufficient cash flow results in further borrowing with consequential interest burden
on borrowing.
Working capital management is central to the effective management of a business because:
� Current assets comprise the majority of the total assets of some companies.
� Shareholder wealth is more closely related to cash generation than accounting profits.
� Failure to control working capital, and hence to manage liquidity, is a major cause of the corporate collapse.
Objectives of working capital management:

One of the two key objectives of working capital management is to ensure liquidity. A business with insufficient
working capital will not be in a position to meet financial obligations on time. Late payments may cause reputational
risk and downgrading of credit rating. Non-payment (default) can lead to the compulsory liquidation of assets to
repay creditors.
A company with a high level of working capital may fail to achieve the return on capital employed (ROCE).
The trade-off is perhaps most obvious with regards to the holding of cash. Although cash provides liquidity it
generates little return, even if held in the form of cash equivalents such as treasury bills / Money Market Instruments.
Although an optimal level of working capital may exist it may not be achievable due to factors beyond management’s
control, such as an unreliable supply chain influencing inventory levels.
However, businesses must at least avoid the extremes:
� Over trading: Insufficient working capital to support the level of business activities. This can also be described
as under-capitalization and is characterised by a high and rising proportion of short-term finance to long-term
finance.
� Over-capitalisation: An excessive level of working capital, leading to inefficiency.
Liquidity ratios:

Current assets
Current ratio =
Current liabilities
If the current ratio falls below 1, this may indicate problems in meeting obligations as they fall due. Even if the
current ratio is above 1 this does not guarantee liquidity, particularly if inventory is slow-moving. On the other
hand, a very high current ratio is not to be encouraged as it may indicate inefficient use of resources (for example,
excessive cash balances).
The level of a firm’s current ratio is heavily influenced by the nature of its business for example:
� Traditional manufacturing industries require significant working capital investment in inventory (comprising
raw materials, work in progress, and finished goods) and trade receivables (as their business customers expect
to be offered generous credit terms). Therefore, companies operating in such industries may reasonably be
expected to have current ratios of 2 or more.
� Modern manufacturing companies may use just-in-time management techniques to reduce the level of buffer
inventory and hence reduce their current ratios to some extent.
� In some industries, a current ratio of less than 1 might be considered acceptable. This is especially true of the
retail sector which is often dominated by ‘giants’ such as Wal-Mart (in the US) and Tesco (in the UK). Such
retailers can negotiate long credit periods with suppliers while offering little credit to customers leading to
higher trade payables as compared with trade receivables. These retailers are also able to keep their inventory
levels to a minimum through efficient supply chain management.
Quick assets Current assets – inventory

Quick (acid test) ratio = =
Current liabilities Current liabilities
The quick ratio is particularly relevant where inventory is slow-moving.
Efficiency ratios:
This shows how quickly inventory is sold; higher turnover reflects faster-moving inventory.
However, working capital ratios are often easier to interpret if they are expressed in ‘days’ as opposed to ‘turnover’:
Cost of sales
Inventory turnover =
Average inventory
Inventory days estimate the time taken for inventory to be sold. Everything else being equal, a business would
prefer lower inventory days.
Average inventory
Inventory days = × 365
Annual cost of sales
Receivable’s days estimate the time taken for customers to pay. Everything else being equal a business would
prefer lower receivables days.
Average trade payables
Trade payable days = × 365
Annual credit purchases

Payable’s days estimate the time taken to pay suppliers. A business would prefer to increase its payables days
unless this proves expensive in terms of lost settlement discounts or leads to other problems such as a damaged
reputation – a ‘good corporate citizen’ is expected to pay promptly.
Annual sales
Sales to working capital =
Average working capital
In this ratio working capital is defined as the level of investment in inventory and receivables less payables. In
exam questions, you may have to assume that year-end working capital is representative of the average figure over
the year.
The sales to working capital ratio indicate how efficiently working capital is being used to generate sales. Everything
else being equal the business would prefer this ratio to rise.
Cash operating cycle:
The cash operating cycle (also known as the working capital cycle or the cash conversion cycle) is the number of
days between paying suppliers and receiving cash from sales.
Cash operating cycle = Inventory days + Receivable’s days – Payable’s days.
In the manufacturing sector inventory days has three components:
(a) Raw materials days.
(b) Work-in-progress days (the length of the production process), and
(c) Finished goods days.
The longer the operating cycle the greater the level of resources tied up in working capital. Although it is desirable
to have as short a cycle as possible, there may be external factors that restrict management’s ability to achieve this:
� Nature of the Business: A supermarket chain may have low inventory days (fresh food), low receivables days
(perhaps just one to two days to receive a settlement from credit card companies), and significant payables
days (taking credit from farmers). In this case, the operating cycle could be negative (i.e., cash is received from
sales before suppliers are paid). On the other hand, a construction company may have a very long operating
cycle due to the high levels of work-in-progress.
� Industry Norms: If key competitors offer long periods of credit to their customers it may be difficult to reduce
receivables days without losing business.
� Power of Suppliers: An attempt to delay payments could lead to the supplier demanding ‘cash on delivery’ in
the future (i.e., causing payables days to fall to zero rather than rising).
Interpretation of Ratios:
For a meaningful evaluation to be made of a firm’s working capital management it is necessary to identify:
Trends: The change in a ratio over time.

External Benchmarks: Industry average (sector) ratios are commonly published by business schools or
consultancies. The following table is provided for reference purposes:
Cash
Sales/Working Inventory Receivables Payables
Sector operating
capital (times) days days days
cycle days
Aerospace, defence and security 5.5 71 46 45 72
Automotive 15.6 51 30 60 21
Chemicals 5.8 68 48 49 67
Communications 35.7 22 5 106 (79)
Energy, utilities and mining 15.2 28 37 46 19
Engineering and construction 4.7 91 78 90 79
Entertainment and media 11.4 22 89 123 (12)
Forest, paper and packaging 6.3 66 49 54 61
Healthcare 27.8 26 38 60 4
Hospitality and leisure 16.1 35 26 40 21
Industrial manufacturing 5.3 63 64 57 70
Metals 7.0 74 32 49 57
Pharmaceuticals and life sciences 4.9 105 57 66 96
Retail and consumer 10.8 69 26 57 38
Technology 7.2 41 65 60 44
Transportation and logistics 11.5 22 44 36 30
Average 9.0 52 44 57 39
Example:
Topple Co has the following forecast figures for its first year of trading:
Sales `36,00,000
Purchases expense ` 30,00,000
Average receivables `3,06,000
Average inventory `4,95,000
Average payables `2,30,000
Average overdraft `5,00,000
Gross profit margin 25%
Industry average data: Inventory days 53
Receivables days 23
Payables days 47
Current ratio 1.43
Assume there are 365 days in the year.
Required:
Calculate and comment on Topple Co’s cash operating cycle, current ratio, quick ratio, and sales to working capital
ratio.

Workings Days
Inventory days 4,95, 000
× 365 67
27, 00, 000
3, 06, 000
Receivables days × 365 31
36, 00, 000
98
2,30, 000
Payables days × 365 (28)
30, 00, 000
—–
Cash operating cycle 70
4,95,000 + 3,06,000
Current ratio = = 1.10 times
2,30,000 + 5,00,000
3,06,000
Quick ratio = = 0.42 times
2,30,000 + 5,00,000
36,00,000
Sales to working capital = = 6.3 times
4,95,000 + 3,06,000 – 2,30,000
The length of the cash operating cycle indicates that there will be 70 days between Topple Co receiving cash from
sales and paying cash to suppliers. This is significantly longer than the industry average of 29 days (53 + 23 – 47)
and is likely to lead to liquidity problems, as evidenced by the size of the overdraft.
Topple Co expects to take approximately the same credit period from its suppliers as is taken by its customers,
whereas the industry norm is to take a significantly longer credit period from suppliers (47 days) than is taken by
customers (23 days). Therefore, slow inventory turnover is the main cause of Topple Co’s long working capital
cycle. This may be inevitable in the first year of trading but is it important that systems are implemented to ensure
efficient inventory management. The extent of future reductions in inventory days may be limited by the nature of
the business as the industry average is 53 days.
It is perhaps unsurprising that Topple Co’s receivables days is also above the industry average as the firm may have
been forced to offer generous terms of trade to attract customers away from its more established competitors, in
addition, Topple Co may still be in the process of establishing and implementing credit control procedures.
On the other hand, Topple Co is paying its suppliers much more quickly than the industry norm. Although this
puts pressure on liquidity, Topple Co may be taking advantage of settlement discounts offered by suppliers or, as a
new firm without an established trading history, it may simply not be offered extended credit periods by suppliers.
The above comparisons to sector data must be treated with caution as working capital management may be poor
across the sector, leading to benchmarks that Topple Co should not endeavour to replicate. As a long-term target,
Topple Co should benchmark its performance against the leader in the sector.
The current ratio indicates that, over the year, there will be `1.10 of current assets per `1 of current liabilities,
which does not compare favourably with the industry average of 1.43 and may not be sufficient as Topple Co’s
inventory appears to be slow-moving. More relevant, therefore, is the quick ratio which indicates only `0.42 of
liquid assets per `1 of current liabilities, although no industry average data is available to benchmark this figure.
The overdraft would need to be continuously monitored to ensure it remains within an agreed limit, and contingency
plans put into place for refinancing. However, if Topple Co is started up with an appropriate level of long-term
finance then an overdraft may be avoided entirely.
Each `1 invested in working capital is expected to generate `6.30 of revenue. Although this may not appear to be a
particularly efficient use of resources, the first year’s trading may not be representative. Once Topple Co becomes
more established it should benchmark its sales to working capital ratio against sector data if available.

Manpower Analysis 10.9
M
anpower planning is a very important tool and technique of human resource management. An ideal
manpower deployment ratio is one of the major contributor to profitability.
Importance in “Manpower Planning”:

At the micro-level, it may cover its manpower needs for its various departments and different types of personnel.
With the advent industrial usage of robotics, machine learning, automation etc.; development of fresh skill set
is required and hence technology driven organisations facing shortages of the right type of human resources.
Manpower planning enables to get the right type of personnel in the organisation.
Manpower Estimation and Its Dimensions:
For the sake of smooth operational flow, management has to ensure right sizing of manpower. The number, type,
qualifications, qualities, skill set etc., of the employees needed must be determined keeping in mind the cost
involvement for the same. Many environmental and other factors affect this determination of manpower.
Important factors amongst them are business forecast, development, expansion, and growth of the organisation
itself, management philosophy and policy, government policy, product and human skills, competition, etc.,
Manpower estimation is very important in the human resource or manpower planning process.
It has been made clear that the objectives of an organisation are decided and defined by the top management.
The role of the human resource department is to sub-serve the overall objectives by ensuring the availability and
optimum utilisation of human resources. Therefore, manpower estimation is required to be done properly which
involves the estimation of the quantity and quality of the right type of people or human force.
The basis of the manpower estimation should be the annual budget and also long-term corporate plan. For this
purpose, certain techniques such as managerial judgment, ratio-trend analysis, and the Delphi technique can be
used.
The main dimensions of estimation of manpower are as follows:
(a) Total number of employees presently available and their types, nature of work, wages, etc.
(b) A detailed job description for each position of employee working in different departments.
(c) Age distribution, qualifications, experience, etc., of the employees.
(d) Estimation of short, medium, and long-term manpower needs.
Manpower estimation can help an organisation to retain the desired employees longer and keep them functioning
more efficiently and more productively at a reasonable cost.
Specifically, it can help to achieve the following objectives:

(i) To make available the human resource in adequate quantity and of the required quality.
(ii) To reduce recruiting and replacement costs.
(iii) To reduce labour costs associated with attrition. (iv) To improve employee morale and satisfaction.
(v) To control unnecessary expansion or rapid expansion or reduction in workforce.
(vi) To monitor staffing and retention policies.
(vii) To focus on training resources properly.
Manpower estimation helps an organisation to manage its human resources in a better way and more effectively
with dynamic situations. It should be noted that all organisations, especially those which have a high labour
turnover must systematically do their short-term, medium-term as well as long-term manpower estimation and
human resource planning. Further, to meet the changing conditions, periodical reviews and adjustments are also
necessary.
To achieve effective HRP by doing manpower estimation properly, the duties involved and the skills required for
performing all the jobs in an organisation, necessary information is required to be collected in respect of various
jobs to be performed. Hence, job analysis becomes essential. Job analysis refers, in simple language, to the process
of collecting information about a job. The job analysis process results in two sets of data i.e.,
(a) Job description, and
(b) Job specification which is then used to carry out job evaluation.
Preparing Manpower Inventory:

“Manpower Inventory involves the classification of characteristics of personnel in an organisation, in addition to
counting their number.”
The term ‘inventory’ is often used about counting tangible objects like raw materials, goods in progress, finished
products, etc. In manpower inventory, the items are intangible.
It involves cataloguing the characteristics of personnel in the organisation, besides counting their number. Both
present and future characteristics of personnel are recorded in the manpower inventory.
It involves the following steps:

(a) The first step in manpower inventory is to decide who should form a part of it. Generally, inventory is prepared
for persons working on important posts- the executives and some persons from the operative staff are covered
in it. From operative staff, only those persons are included in inventory who have the potential of taking up
higher responsibility posts.
(b) After determining the persons to be included in manpower inventory, the second step is to collect information
about them. Some information may be collected from records while some may be collected through interviews
or talks with the concerned persons.
The factual information such as age, experience, education, health, appraisal reports, attitude, etc. will be
noted from the records. The brief interviews with persons will help in understanding his caliber, attitude,
aspirations, motives, etc.
A summary statement of information is prepared about each person and is kept ready for consultation. The
information will help management to find out the suitable persons in the organisation for taking up senior
positions in the future. This will also enable management to determine whether persons from outside will be

required in the future or not.

(c) The next step in manpower inventory is to appraise the talent catalog. The present and future capabilities of
persons are assessed. Some scale is prepared for appraising the person.
Besides appraisal tests, remarks about persons are also given. The remarks may relate to their talent, decision-
making ability, training required, specific limitations, etc. Besides appraisal tests, specific remarks are useful
in picking up persons for future positions.
The manpower inventory will enable managers to know the present and future potential of all individuals and
their suitability for various jobs.
Strategic Processes for Manpower Planning:

Manpower planning is described as a process. It is a continuous process in the sense that the work of estimating
demand for and supply of employees is required to be carried on as long as the organisation carries on its business.
The process of manpower planning is one of the most important, crucial, complex, and continuing managerial
functions.
It entails consideration of several steps with relevant input before the estimation of manpower requirements can
be arrived at and also involves, the identification of the source of supply to meet the requirements, taking into
consideration various constraints.
The manpower planning process seeks to ensure that the people with the right fit in the required number are placed
at the right time in the organisation.
Strategies for manpower planning are as follows:

(a) Collection, maintenance, and interpretation of relevant information regarding human resources.
(b) Periodical review of manpower objectives and requirements.
(c) Development of procedures and techniques to determine the requirements of different types of manpower
over some time.
(d) Development of measures for the utilisation of manpower along with independent validation, if possible.
(e) Employment of suitable techniques for the effective allocation of work to improve manpower utilisation
properly.
(f) Conducting surveys for determining the factors hampering the contribution of individuals as well as of the
groups in the organisation for modifying or removing those handicaps.
(g) Development and employment of methods of economic assessment of human resources, reflecting its features
as an income generator and cost.
(h) Evaluation of the procurement, promotion, retention, etc., of the effective manpower resources about the
forecast of manpower requirements of the organisation.
(i) Analysis and controlling of organisational processes and structure for encouraging maximum individual and
group performance without incurring excessive costs.
These strategies also throw light on the objectives of manpower planning and we can get an idea from these points
about the steps involved in manpower planning.
The process of manpower planning begins with the determination and review of the objectives of the organisation.
This enables the management to estimate the manpower requirements and internal supply of human resources. The
manpower planning consists of a series of activities such as:

(a) Forecasting of future manpower requirements.

(b) Making an inventory of present manpower resources and also assessing the extent to which these manpower
resources are employed optimally.
(c) Anticipation of manpower problems by projecting the present resources into the future and making the
comparison with the estimation of human requirements to determine their adequacy, both qualitatively and
quantitatively.
(d) Planning for the programs of selection, training, development, utilisation, promotions, etc., to ensure adequate
manpower supply in the future.
Important steps involved in the process of manpower planning:
(a) Anticipation of manpower requirements for the organisation.
(b) Proper planning of job requirements and descriptions.
(c) Analysis of skills required to determine the nature of manpower needed.
(d) Selection of adequate and suitable sources of recruitment.
The Process of Human Resource Planning: Analysis of organisational plans.

(a) Demand forecasting- Forecasting of overall human resource requirements by the organisational plans.
(b) Supply forecasting- Obtaining the data and information about the present inventory of human resources and
forecasting of the future changes in the human resource inventory.
(c) Estimation of net human resources or manpower requirements.
(d) In case of future surplus, plan for redeployment, retrenchment, and lay-off.
(e) In case of future deficit, forecasting of the future supply of human resources from all sources concerning plans
of other companies.
(f) Plan for recruitment, development, and internal mobility if future supply is more than or equal to net human
resource requirements.
(g) Plan to modify or adjust the organisational plan if the future supply is expected to be inadequate concerning
future net requirements.
The persons who perform manpower planning work have to decide the period for which the plan should be prepared.
Manpower planning can be done for:
(i) Short term such as one year or so.
(ii) A medium-term which is for more than one year but up to five years.
(iii) For a long term which is for a period of more than five years, ten years, or up to fifteen years.
It is regarded that manpower planning for a very long period does not serve many purposes. Manpower planning is
generally done for a period of five to seven years with a break-up given for each year.
The following important steps are expected to be completed in Manpower Analysis:
1. Analysis of the objectives of the organisation about human resource planning:

Objectives of the organisation act as a guideline for estimating the demand for manpower in the future. The

objectives should be stated in clear terms so that the work expected to be done for achieving the objectives can
become clear to the people involved in manpower planning. Hence, the process of manpower planning should start
with analysing the organisational plans into a production plan, technological plan, expansion and diversification
plan, marketing and sales plan, etc., and further, each plan should be analysed into sub-units as per requirements.
Analysis of organisational plans helps in estimating the demand for manpower as it gives the idea about the
quantum of future work activities. It is to be done to relate future manpower needs to the future organisational
needs to maximise the future returns on investment in manpower or human resources.
If the objectives are stated in terms of market share to be obtained or the type of product to be manufactured and the
volume in which it is to be manufactured, it becomes possible for the planners to estimate the manpower which will
have to be employed in various departments and sections to complete the expected production. Objectives decided
in terms of expansion, modernisation, and diversification programmes also enable the planners in preparing a
proper manpower plan.
If the organisation is small, manpower planning can be done to cover the entire unit, but, if it is large, manpower
planning is done for separate departments or units or by class of employees at each level or a cluster of levels.
2. Forecasting future human resource needs (estimating manpower requirements):

The concept of ‘Forecasting future human resource needs’ implies estimating the manpower requirements or
estimating the need and demand for manpower for the fixed period for which the manpower planning activity is
undertaken.
When manpower planning is done, the person in charge has to find out the requirements of human resources to
undertake various activities. The human requirements forecast must be both in terms of quantity as well as quality.
While doing so, forecasting the supply of manpower is also required to be considered to adjust the demand of
human resources with its supply.
While forecasting or estimating manpower requirements, the existing job design and analysis is required to be
reviewed thoroughly keeping in mind the future required capabilities, knowledge, skills, etc., of the present
employees. If required, various jobs are redesigned considering the organisational and unit-wise plans and
programs, the quantum of future work, activities, tasks, etc.
After analysis and estimation of the objectives of the organisation, in the light of expected changes in the process of
production, job designs, etc., the requirements of human resources for the existing departments of the organisation
as well as for new vacancies are found out.
The demand for the employees depends upon the objectives of the organisation. It becomes necessary to estimate
the future demand for the product or products which the organisation is manufacturing. The demand for the product
itself is affected by many factors such as the degree of competition faced by the organisation, likes, and dislikes of
the customers, state of the economy, policies of the Government in respect of imports and exports, etc.
Once the demand for the product of the organisation is decided, in the light of it, the number of employees needed
for manufacturing the required quantity is calculated. Need for employees are also required to be decided by
considering the type of technology which the organisation intends to use in its work. Technology changes at a very
rapid rate and, therefore, it becomes difficult to know what will be its effect the number of employees which the
organisation will need.
Along with the external factors, internal factors like budget constraints, level of production, policies of management

regarding new products to be introduced, labour intensive or capital-intensive methods of production to be adopted,
future organisational structure planned by the management also affects the demand for the manpower and due
consideration of these factors also becomes necessary on the part of persons doing demand forecasting for the
manpower.
3. Forecasting supply of manpower:

After completing the second step of demand forecasting, planners doing manpower planning have to forecast the
supply of manpower. The first step in supply forecasting is to consider the present manpower available with the
organisation. For this purpose, manpower inventory is prepared.
(i) Manpower Inventory:
Manpower inventory is the data collected about the present employees of the organisation. Information about
all the employees is collected concerning the department in which the employee is working, his status or
position, age, sex, qualifications, experience, training programs completed, pay-scale, skills possessed, abilities
and capabilities, etc. This information is classified in a proper way to enable the planners to understand how
many employees are available with the organisation at present.
(ii) Manpower Audit:
Manpower audit is carried out to find out how the present employees are utilised. The manpower audit points
out the information about the performance of the employees and whether the skills and abilities of the present
employees are fully utilised or not. It also enables the planners to identify the employees who can be developed
for undertaking more responsible jobs in the future. Information about absenteeism of the employees,
productivity of the employees also becomes available through manpower audit and this information can be
used by the management for improving the performance of the employees.
(iii) Job Evaluation:
Every job has to be justified as per requirement of the organisation an the quality of manpower required to
handle the responsibility. Succession plan, promotion, suitability of the person for the job etc. or the outcome
of specific job evaluation.
4. Comparing demand forecast with supply forecast:

The total number of employees needed as calculated by demand forecast is compared with the total supply of
manpower expected to be available in the plan period. Such a comparison may show that there is a shortage of
manpower or there is excess manpower available with the organisation. The persons doing manpower planning
would find out what is the position of manpower in the organisation so that accordingly, necessary plans can be
prepared for meeting that situation.
5. Preparing plans and programs:

Based on the information available from the 4th step mentioned above, the planners have to prepare a plan and a
program. If there is a shortage of manpower, plans are prepared for recruitment and selection of new employees.
For this, the sources of recruitment are decided and information available about prospective employees is obtained.
Depending upon the type of person to be selected, an adequate selection program is prepared and implemented.
If instead of shortage of manpower, it is found that there is excess manpower available, the arrangement is made to
redeploy the surplus employees by providing training to them so, that they can perform the new jobs satisfactorily
or schemes like ‘golden handshake’ are prepared and the equilibrium between the demand for and supply of
manpower is achieved.

Plans are also prepared for full utilisation of the human resource available. Transfer of employees, training of
employees, and career development plans for the employees are prepared with the objective of making proper and
full use of the abilities of the employees and also to help employees get job satisfaction, one of the leading factors
of retention.
6. Execution of the plans and evaluation of the manpower planning:
The plans prepared for obtaining additional employees or for reducing the excess number of employees are
implemented. The effectiveness of the entire manpower planning is evaluated by finding out whether manpower
planning has enabled the organisation to achieve the objectives as per expectations. In case the objectives are not
satisfactorily realised, manpower plans may be required to be modified or the organisational objectives may be
altered.
Thus, in the human resource planning process, there is a forecast of personnel needs i.e., employees needed,
assessment of the supply factors through various personnel-related programs. Of course, the HRP process is
influenced by the overall organisational goals and objectives as well as the environment of business.
Manpower Planning Process:
The process of manpower planning works in a stepwise manner.
The steps for the same are listed below:
(a) Need identification: Each department has to identify its targets and get resources allocated accordingly.
(b) Succession plan: Then, a succession plan must be formulated by the personnel managers of each department
ensuring that they incorporate additional training programs to alleviate the labour turnover rate of the company.
(c) Planning: Planning is done for recruiting candidates if there is a shortage of staff in the organisation.
(d) Redundancy plan: A redundancy plan must also be developed in case the organisation feels that there are
employees in a company not required due to lack of adequate knowledge to handle the job/perform.
(e) Approval: These plans and proposals made by the personnel managers are then sent to the higher management
team for approval. If these are approved, then each department seeks to implement them, and depending on
the needs of individual departments and cost constraints, these plans are evaluated and managed.
Techniques Used to Determine the Requirements of Personnel:

The four methods generally used to determine the requirements of personnel are:
(i) Annual estimate of vacancies;
(ii) Long-range estimates of vacancies;
(iii) Fixed minimum manpower specification-wise requirements; and
(iv) Specific position estimations.
Annually the top management team and the directors must examine their organisation structure and its adequacy
for the assigned functions as well as its adaptability for change anticipated shortly. This analysis or audit includes
a review of the current vacancies and probable future changes in the organisations’ personnel.
For example, adequate forecasts of organisational changes can indicate the number of executive positions which
will have to be filled as well as the duties and responsibilities for such positions. From this can be ascertained the
nature of training and development required for the existing staff to fit these positions adequately.

A crystallisation of the future job requirements can help the selection of persons who should participate in
the management development program. In this way, manpower planning is helpful in both the selection and
developmental activities.
Approaches to HR Demand Forecasting:

There are two approaches to HR demand forecasting- quantitative and qualitative. When concentrating on human
resources needs, forecasting is primarily quantitative and, in large organisations, is accomplished by highly-trained
specialists.
Quantitative approaches to forecasting can employ sophisticated analytical models, although forecasting may be
as informal as having one person who knows the organisation anticipate future HR requirements. Organisational
demands will ultimately determine which technique is used. Regardless of the method, however, forecasting should
not be neglected, even in relatively small organisations.
1. Quantitative Approaches:
Quantitative approaches to forecasting involve the use of statistical or mathematical techniques; they are the
approaches used by theoreticians and professional planners. One example is trend analysis, which forecasts
employment requirements based on some organisational index and is one of the most commonly used approaches
for projecting HR demand.
Following several steps typically does trend analysis:
First, select an appropriate business factor. This should be the best available predictor of human resources needs.
Frequently, sales or value-added is used as a predictor in trend analysis.
Second, plot a historical trend of the business factor about several employees. The ratio of employees to the
business factor will provide a labour productivity ratio.
Third, compare the productivity ratio for at least the past five years. Fourth, calculate human resources demand by
dividing the business factor by the productivity ratio. Finally, project human resources demand out to the target
year.
2. Qualitative Approaches:
In contrast to quantitative approaches, qualitative approaches to forecasting are less statistical, attempting to
reconcile the interests, abilities, and aspirations of individual employees with the current and future staffing needs
of an organisation. In both large and small organisations, HR planners may rely on experts who assist in preparing
forecasts to anticipate staffing requirements. For example, expert forecasts – In this method, managers estimate
future human resource requirements, their experiences, and judgments to good effect.
Management forecasts are the opinions (judgments) of supervisors, department managers, experts, or others
knowledgeable about the organisation’s future employment needs. For example, at the Ripe Tomato, a growing
family dining chain, each restaurant manager is responsible for employment forecasts.
Another qualitative forecasting method, the Delphi technique, attempts to decrease the subjectivity of forecasts by
involving a group of pre-selected individuals and soliciting and summarising the judgments. Thus, a group decision-
making process is invoked which in turn, requires a great deal of process orientation to enhance coordination and
cooperation for satisfactory forecasts.
This method works best in a situation where dynamic technological changes affect staffing levels. Ideally, HRP
should include the use of both quantitative and qualitative approaches. In combination, the two approaches serve
to complement each other, thus providing a more complete forecast by bringing together the contributions of both
theoreticians and practitioners.

Whatever technique one might utilise, they need to be done systematically.
HR planners many times go further and analyse the demand based on the following:
(i) Workforce analysis to determine the rate of influx and outflow of employees – It is through this analysis one
can calculate the labour turnover rate, absenteeism rate, etc. Qualitative methods go a long way in analysing
the internal flow created by promotions, transfers, etc.
(ii) Workload analysis, with which one can calculate the numbers of persons required for various jobs concerning
a planned output – This takes into consideration factors such as absenteeism, idle time, etc. Both quantitative
and qualitative techniques are utilised for accurate results.
(iii) Job analysis: Job analysis helps in finding out the abilities or skills required to do the jobs efficiently. A
detailed study of jobs is usually made to identify the qualifications and experience required for them. Job
analysis includes two things – job description and job specification. Job description, thus, is a factual statement
of the duties and responsibilities of a specific job. It indicates what is to be done, how it is to be done, and why
it is to be done. Job specification provides information on the human attributes in terms of education, skills,
aptitudes, and experience necessary to perform a job effectively.
II. Manpower Supply Forecasting Techniques:

After determining the manpower needs of a company, the manpower planner should think about the supply of
manpower to fulfill the needs. There are two types of sources for manpower supply, viz., internal sources and
external sources. Let us see each in detail-
Manpower Supply from Internal Sources:

The manpower supply from internal sources depends on two factors. They are:
1. The extent to which the present employees survive in the organisation; and
2. The rate of internal turnover (i.e., transfer and promotions) of personnel in the organisation.
(1) Analysis of Retention:

Before studying this method, we should have a clear understanding of the terms ‘Wastage’ and ‘Labour turnover’.
When the employees leave the organisation, it is wastage. A method to measure this wastage is the labour turnover
rate. The following formula is generally used to calculate the labour turnover rate.
No. of leavers in the year
Labour turnover rate = × 100
Average no. of employees during the year
The results obtained by this method are not much helpful for guiding manpower planning. However, the method
is useful for comparison between different companies. The calculations by this method do not show how many
workers were stable in their positions during the year.
Let us take a hypothetical example. There are two firms A and B. There are 100 positions in both the firms. In firm
A, all the 100 employees leave the organisation and new 100 employees are recruited. In firm B, 90 employees
remain stable in the organisation, but the remaining 10 positions were left by employees 10 times in the year.

Thus, the number of leavers during the year in both the firms. The average number of employees during the year in
both the firms is also 100. Therefore, the labour turnover rate for both firms would be 100 percent. The similarity
in the labour turnover rate may misguide us to believe that working conditions in both firms are similar. There are
different problems in both the firms, demanding different types of solutions.
The better method to determine labour turnover is the “Stability Index”.
(2) Stability Index:

The stability index is useful in finding the proportion of the employees maintained in the organisation during the
year. The formula to calculate stability index is as follows-
Employees in service for at least one year
Stability index = × 100
Total number of employees
Stability index is used along with labour turnover rate. The main limitation of the stability index is that it does not
take into account the period of service of the employees who left the firm.
(3) Cohort Analysis:

The third method to measure the stability of employees is known as “Cohort Analysis”. Cohort means, “A
homogeneous group of employees who joined the organisation during a fixed period”. Cohort analysis involves the
drawing of the graphs based on leaving a pattern of the Cohort group. Based on these graphs, the wastage rate or
stability rate can be determined.
The main disadvantage of the Cohort analysis is that, if we are dealing with a relatively stable group (i.e., one with
a very low wastage rate), the behaviour of the group would have to be followed over a longer period to enable the
management to have a meaningful analysis.
The Cohort analysis would be useful, however, if relatively unstable groups, such as apprentices, are to be observed.
(4) Census Method:

In Cohort analysis, the stability or instability of a homogeneous group is observed; while in the Census method, a
section is selected from the whole labour force and its behaviour is examined for a short period, usually a year. The
histograms are drawn to show the length of services of those persons who have left the organisation, i.e., leavers.
The main advantage of the Census method is that we can know about all the employees instead of a particular
group. Moreover, every individual in the selected group contributes to the wastage pattern which can be quickly
calculated and put to use for testing and forecasting.
Until now we have considered only the external movement of labour. We would now think about the internal
movement of labour caused by promotion, transfers, etc.
Determining Manpower Gaps:

The final stage is to balance out the demand and supply gap. The closer the gap the better it is for the company
when it goes into recruiting.
A comparison chart can be developed to find what is available and to what extent it can fulfill the demand forecast.
This exercise helps us have an idea of the quantitative and qualitative gaps in the workforce. A reconciliation of
demand and supply forecasts will give us the number of people to be recruited or made redundant as the case may
be. This forms the basis for preparing the manpower plan.

In this process, a company always needs to keep repeating this step as it operates in a changing environment.
Changes in product mix, union agreements, and competitive action are some of the important things that need
special attention.
The human resource requirements thus identified are translated into a concrete manpower plan, backed up by
detailed policies, and other human resources instruments and strategies (for example, recruitment, selection,
training, promotion, retirement, replacement, etc.).
The manpower plan is further divided into the following resultant operational plans:
1. Recruitment plan to show how many and what type of people are required and when they are needed;
2. Redeployment plan to help chart out the future movement in terms of training and transfers.
3. Redundancy plan will indicate who is redundant, when and where; the plans for retraining, where this is
possible; and plans for a golden handshake, retrenchment, lay-off, etc.
4. Training plan to chart out if training is required. If yes, when and to which level; whether it will be done in-
house, done in phases, or included as part of a formal induction program. This includes the cost and benefits
analysis of all the options available.
5. Productivity plan will indicate reasons for employee productivity or reducing employees costs through
work simplification studies, mechanization, productivity bargaining, incentives, profit-sharing schemes, job
redesign, upskilling etc.
6. Retention plan will indicate reasons for employee turnover and show strategies to avoid wastage through
compensation policies, changes in work requirements, and improvement in working conditions.
7. Check/reviews points. The success of the entire exercise is dependent upon frequent reviews so that none of
the factors are left out and changes are constantly taken care of. The important thing is to demarcate points for
periodical checks to incorporate deficiencies and periodic updating of manpower inventory based on training
and performance reviews, in the light of changing circumstances.
Need for Strategic Manpower Planning:

1. Predicting Manpower Needs is Crucial:
The ability to predict manpower needs is crucial for the industry. On the demand side, companies formulate
manpower planning strategies based on these forecasts, while, on the supply side, they provide job seekers
with a basis to assess the attractiveness of a given sector.
2. Economics of Manpower Planning is Even More Crucial:

Manpower forecasts are also important for assisting the government in the policy-making process by serving
as pointers to help avoid redundant investments and achieve efficient and balanced growth for the industry.
Meanwhile, forecasts based on an inaccurate market analysis can cause imbalances such as – undersupply or
oversupply of manpower.
3. Economics of Demand and Supply of Manpower Forecasting:
Forecasting errors most often stem from a superficial and partial analysis of a market, which overlooks its
structural characteristics, or one that is narrowly focused on the present, or a given industry, without taking
into consideration dynamic changes that may occur over time or delayed feedback effects, or linkages the
market may have with other related industries.

4. Get the Right People:

Static and unilateral analysis, in sum, is the most common culprit for erroneous predictions of supply and
demand for manpower. These approaches can yield particularly severely flawed forecasts with cutting-edge
industries and emerging industries which, while entertaining complex relationships of interdependence with
other industries and experiencing rapidly-growing manpower demand, are characterised by a longer period
required developing needed human resources.
Manpower Planning-Framework:
1. Models of Manpower Planning:
The models of manpower planning deal on a high level of abstraction with employee movements from function
to function throughout the organisation. As a consequence, functions, and employees are seen as numbers with
no characteristics.
2. Functions in an Organisation Develop Over Time:
Within the organisation, the requirements of functions develop over time. As a result, employees are needed
with different competencies. To decrease the level of abstraction we must avoid the pitfall of implementing
too much behaviour of employees. It is not possible to model the many interactions and career patterns of
employees and the occupation of function in a very detailed manner.
The modelling of “soft” factors such as preference, or dislike of specific functions by employees is, therefore,
saved for later research. Our approach is to first cover the “hard” factors of employee characteristics and
function requirements, for example, education, age, and experience based on earlier fulfilled functions. To
model, verify, and explain these interactions patterns that will occur over time is the first aim.
3. Change in Competencies is Governed by Peter Principle:
The competencies of the employees, which are useful for the organisation, can also decrease by several causes.
In the first place, after reorganisation, a shift in the competency demand of the organisation arises. The number
of employees stays the same, but the amount of competencies of the employees, which are still valid for the
organisation can decrease.
As these competencies are no longer necessary for the organisation, they are not taken into account anymore.
Secondly, the employee’s competencies get out of date after some time.
Fighting obsolescence is a joint responsibility of the employee and the organisation. Solutions can be to take
courses or to change position in the organisation to gain new experience.
The factors mentioned here do not change the quantity of the employees, but just the set of available
competencies. Besides the mentioned processes, three other factors have an influence on the available
competencies in an organisation – inflow, outflow, and absence. The inflow of employees creates growth in
competencies available for the organisation.
The other two factors decrease the competencies. Insight into the trends of absence (through illness, vacation,
and other causes), inflow, and outflow can be gained by analysing historical data and by looking at the
developments in the labour market.
These three factors change the obtainable competencies in the organisation by changing the number of
employees within the organisation. Of course, there is a difference between inflow in the ‘lowest’ functions in

the organisation and horizontal inflow in higher functions.

In the latter case, one can expect the new employees to have a larger set of suitable competencies for the
organisation. In organisations with an internal labour market, employees usually only enter the organisation at
the bottom in a fixed set of functions. The inflow can be controlled by the organisation, but it of course depends
on the status of the labour market for the needed competencies. Outflow and absence can only be influenced
indirectly.
However, at the macro level, the competencies, whether regarding existing or new employees, are governed by
Peter Principle which articulates – “In time, every post tends to be occupied by an employee who is incompetent
to carry out his duties” and adds that “work is accomplished by those employees who have not yet reached their
level of incompetence”.
Approaches for Developing Manpower Planning:

1. Planning for the Status Quo:
Planning involves steps to replace any employees who are either promoted or who leave the firm. An example
is management succession planning which seeks to ensure that there is at least one qualified manager to replace
any higher-level manager in the organisation.
2. Thumb Rule:
This is based on the firm’s beliefs about forecasting human resource needs. For example, one firm believes
that a ratio of one production supervisor for every 12 workmen is optimal. This firm maintains this 1:12 ratio
because it has proved successful in the past. Another thumb rule is based on experience that one person can
produce 2000 units of output per day and accordingly 5 employees are needed for 10,000 units as a matter of
forecast.
3. Markov Analysis (MA):
Markov chains are a powerful analysis technique that, used in manpower planning, can help it successfully
achieve its goal. Markov chains make it possible to predict the size of manpower per category as well as
transitions occurring within a given period in the future (resignation, dismissal, retirement, death, etc.).
More importantly yet, with a Markov chain, one can obtain long-term average probabilities or equilibrium
probabilities.
However, to predict manpower supply and demand with accuracy using a macroeconomic model, one needs
a vast array of data for each of the many variables used. To collect these data, one must first get hold of
sufficiently broad-ranging time-series data for each industry. For this reason, a method of this type proves to
be inadaptable for emerging sectors undergoing fast-paced growth with only small amounts of statistical data
on the industry as a whole and manpower available.
4. Unit Forecasting:
This refers to the estimate of supervisors and managers about forecasting Human resource needs for the next
year unit-wise – this approach is called the “Bottom-up approach” for forecasting as the selections are made
by lower-level management and added together at a higher level of the organisation.
5. Ratio Trend Analysis:
The basic principle here is to say if it takes six people, for example, to perform an existing amount of work,
it will take twelve people to do twice as much. Organisations measure activity levels in a variety of different

ways. The ratio between ‘direct’ and ‘indirect’ in manufacturing is a classic one.
Individual departments in an organisation will also have their rule-of-thumb measures. A sales department, for
instance, may have an idea of the number of customer calls a salesperson should make in a week, and, indeed,
use this as one criterion for monitoring sales efficiency. If the business plan projects an increase in the number
of new customers, this can be translated into a proportionate increase in the sales force.
6. Delphi Method:
This method relies on expert opinion in making long-range forecasts-this involves obtaining independent
judgments from a panel of experts usually through a questionnaire or interview schedule on certain issues
affecting the nature and magnitude of demand for an organisation’s products and services.
7. Computer Simulation:
This is one of the most sophisticated methods of forecasting human resource needs. A computer is a
mathematical representation of major organisational processes, policies, and human resource movement
through organisation-computer simulations are useful in forecasting for human resources by pinpointing any
combination of organisational and environmental variables.
8. Time and Motion Study:
Here the Industrial Engineer observes records and movement of workman and productivity vis-a-vis time
required to conduct specific activities.
9. Most-Maynard Operation Sequence Technique:
This method is well accepted in automobile industries where lots of manual activities are involved. It is based
on the walking and moving of the workmen to conduct the specific activity.
MOST is an acronym for Maynard Operation Sequence Technique. It was developed at H.B. Maynard and Co.
Inc., the USA in the 1970s. It is a revolutionary PMTS System. MOST is an activity-based work measurement
system that enables us to calculate the length of time required to perform a task i.e., a system to measure work.
This technique is based on fundamental statistical principles and basic work measurement data compiled over
many years. MOST concentrates on the movement of objects.
It was noticed that the movement of objects follows certain consistently repeating patterns, such as reach,
grasp, move, and position of the object. These patterns were identified and arranged as a sequence of events
followed in moving an object. This concept provides the basis for the MOST Sequence models.
Advantages of Manpower Planning:

Besides this, the following points also throw light on the advantages and manpower planning:
(i) Manpower planning involves forecasting manpower requirements in an organisation and helps the management
in anticipating personnel shortages and surpluses and also to develop ways to avoid or correct problems before
they become serious. Further, forecasting long-range manpower requirements help forecast the compensation
costs involved in that connection.
(ii) A proper and systematic forecasting of human resource requirements helps an organisation to determine proper
sources and methods of recruitment. Further, an organisation can also adopt a proper selection procedure
depending upon the needs of the jobs. Proper tests can be designed to select the right candidates for the right
jobs. Thus, the importance of manpower planning is immense in recruiting and selecting personnel.
(iii) From the viewpoint of training and development, the importance of manpower planning is great. Manpower

planning ensures the training of employees in an organisation. Training involves imparting knowledge and
developing attitudes, skills, social behaviour, etc., of the employees.
Manpower planning identifies the training needs of the personnel of an organisation beforehand so that
necessary arrangements and training programs can be chalked out accordingly to give training to the
employees.
Training helps the organisation to utilise its human resources to the optimum. Manpower planning is not
only important from the viewpoint of an organisation but it also helps the employees of an organisation in
developing and in the application of skills, abilities, knowledge which affect their capacity positively as for as
efficiency, earnings, etc., are concerned.
(iv) So far as performance appraisal is concerned, manpower planning plays an important role in that area
too. Performance appraisal refers to the identification of strengths and weaknesses of the employees of an
organisation relating to their jobs. It is conducted to know whether the existing human resources possess the
necessary qualities and qualifications as per the requirements of the jobs.
Manpower planning makes available necessary strategies to correct the weaknesses of the employees by
making the proper arrangements for corrective training, retraining, and orientation programmes. All these are
interrelated activities.
(v) Importance of manpower planning is none-the-less in respect of controlling the labour costs. Efforts are made
in manpower planning to assure the timely and sufficient supply of labour, thus, avoiding the shortages and
surpluses of labour which leads to saving and controlling labour costs.
(vi) Manpower planning facilitates the career development of employees. Career development refers to the upward
movement of the personnel employed in an organisation. Taking into consideration the long-range plans of
the organisation, a career path of an employee can be projected along with what is expected from him in terms
of competence levels. The employees can then plan their careers accordingly within the organisation. The
clarity plays a significant role in enhancing the levels of motivation of employees – a very important role of
Manpower Planning.
(vii) Manpower planning if done properly and systematically, problems of low productivity, absenteeism, inter-
departmental conflicts, resistance to change, etc., can be tackled and solved efficiently. The effort leads to
higher productivity and efficiency levels, thus stressing the importance of this major function under HR
organisation.
Thus, it can be said that manpower analysis helps to increase the prospects of an organisation in managing its
resources in a better way and coping more effectively with dynamic situations.

Other Areas Suggested to be covered in the

Report on Performance Analysis 10.10
P
erformance analysis is an important aspect of managing any business.Who Benefits from Performance
Analysis? The benefits from performance analysis methods are far wider-reaching than just an
organisation’s bottom line.
Employees Grow from Performance Analysis:
Quantifiable goals in workflow allow team members to strive for completion and understand their achievement and
points requirement for improvement, if any.
Performance Analysis Sets Clear Expectations:
Performance metrics create transparent expectations by which assessment can be derived.
A Better Process Means Better Results:
If the individual goals of employee workflows are clearly set and performance met the expectation then the business
succeeds, and motivated employees can stake out their own in the individual initiatives that lend to the greater
objective.
Regular performance evaluation of an organisation, helps to measure the progress towards achievement of goals
and provides opportunity of course correction with respect to visible gaps/shortcoming.
A sales manager, executive, or small business owner may use performance analysis to understand how a business
has performed relative to projections over a month or a year. A manager may also use performance analysis
techniques to measure individual performance for periodic reviews or employee evaluations. For each situation,
different metrics and goals are relevant. In individual performance analysis, a manager may only need information
on individual and department performance, while for whole business analysis, company and department data are
more useful than information on each employee.
A business performance analysis includes company performance metrics and goals. Depending on the scope and
focus of the analysis, these may be more or less comprehensive. Here are some specific metrics or goals a company
might consider during a performance analysis:
Itemized income from different product lines, regions, or product types.
� Return on sales and return on investment.
� Profit per employee and sales per employee.
� Financial ratios between assets, liabilities and net worth.
� Company goals over the next three, five, and 10 years.
� Market share and status.

� Reviewing and adjusting costs or spending regularly, etc.

Here are some metrics and goals that might be useful for analysing individual performance:
� Individual sales metrics.
� Projects completed by a deadline.
� Contribution to specific projects.
Here are the steps to conduct performance analysis for an entire department or organisation:
1. Variance analysis:
Variance is the difference between the projected and the actual performance.
2. Research variances:
Finding the ‘root cause’ for the variance leads to corrective actions to preempt possibility of future expectation
gap.
3. Analyse metrics:
Understanding non-financial key business metrics can be a helpful tool in researching the causes of variances.
4. Review competitor performance:
Data need to be collected from authentic market sources about performance of the competition. Strength,
Weakness, Opportunity, Threat (SWOT) analysis to be carried out to understand strength of own brand vis-a-
vis others, price effect, entering into new geography etc.
5. Decide on changes:
Gaps noticed post analysis of performance, scope for improvement need to be explored. Possibility of multiple
alternatives for the same shortcoming also can’t be ruled out. Hence, zeroing on the best option for optimum
benefits and implementation of the same is the main motto of performance review.

Management Accounting Tools 10.11
M
anagerial accounting describes the collection, analysis, and reporting of business activities for internal
control and introspection purposes. Company accountants who prepare managerial reports and analyses
may be the same people who prepare financial data for external sources, or they may be dedicated to the
creation of managerial accounting tools.
An accounting tool is a data set that’s collected and reported according to accepted accounting principles, accounting
tools are many and varied. Perhaps the most commonly known tools are balance sheets and income statements,
typically used to report the financial health of a business for banks, shareholders, investors etc.
Typical managerial accounting tools are:
Break-even analysis: The break-even point is the point at which total cost and total revenue are equal, meaning
there is no loss or gain.
Capital budgeting analysis: an examination of proposals for acquiring fixed assets and related fund allocation
with avenue of financing.
Constraint analysis: a tool that examines the primary bottlenecks of a business and how these affect revenues and
profits.
Inventory analysis: useful for calculating cost of goods sold as well as placing a value on raw materials and unsold
products.
Margin analysis: a profit analysis typically built around revenue generated by a specific subset of data, such as
customer, region, product, or business branch.
Transaction analysis: tools that look at specific transactions, such as sales to a particular customer or purchase of
certain goods.
Trend analysis: tools that look at changes to data over time to permit examination of changes to business conditions,
helpful for creating forecasts.
The various tools used at present in management accounting may be classified into the following groups.
1. Based on Financial Accounting Information

� Analysis of Financial Statements through Ratio Analysis.
� Analysis of Financial Statements through comparative statements, trends, graphs, and diagrams.
� Fund flow and cash flow analysis.
� Return on capital employed techniques.

2. Based on Cost Accounting Information

� Marginal costing (including cost volume profit analysis).
� Direct or incremental Costing and differential costing.
� Standard Costing.
� Analysis of Cost Variances.
3. Based on Mathematics
� Operations Research.
� Linear Programming.
� Network analysis.
� Queuing theory and Games Theory.
� Simulation Theory.
4. Based on Future Information

� Budget and Budgeting.
� Budgetary Control: Analysis of Budget Variance / Revenue Variance.
� Business Forecasting.
� Project Appraisal or Evaluation.
5. Miscellaneous Tools
� Managerial Reporting.
� Integrated Auditing.
� Financial Planning.
� Revaluation Accounting.
� Decision-making Accounting.
� Management Information System.
Important tools and techniques used in management accounting

Some of the important tools and techniques are briefly explained below.
1. Financial Planning:
The main objective of any business organisation is the maximization of profits. This objective is achieved by
making proper or sound financial planning. Hence, financial planning is considered the best tool for achieving
business objectives.

2. Financial Statement Analysis:

Profit and Loss account and Balance Sheet are important financial statements. These Statements are analysed for
different period to get a comparative view of one or more periods.
3. Cost Accounting:
Cost Accounting presents cost data product-wise, process-wise, department-wise, branch-wise, and the like. These
cost data are compared with predetermined one. The comparatives help the management in decision making.
4. Fund Flow Analysis:
This analysis finds out the movement of funds from one period to another. Moreover, this analysis is very useful to
know whether the fund is properly used or not in a year when compared to the previous year. The Working Capital
Changes and funds from the operation are also found out through this analysis.
5. Cash Flow Analysis:
The movement of cash and the purpose therefor during a period can be observed through Cash Flow Statement.
Comparison for different periods also can be done.
6. Standard Costing:
Standard Costing is a predetermined cost. It provides a Yard Stick for measuring actual performance. It is used to
find the reasons for the deviations if any.
7. Marginal Costing:
Marginal Costing Technique is used to fix the selling price, selection of best sales mix, best use of scarce raw
materials or resources, to take make or buy decision, acceptance or rejection of bulk order and foreign order and
the like. This is based on the fixed cost, variable cost, and contribution.
8. Budgetary Control:
Under Budgetary control techniques, future financial needs are estimated and arranged according to an orderly
basis.
9. Revaluation Accounting:
The fixed assets are revalued as per the accounting guideline to find ‘fair value’ of the assets.
10. Decision-making Accounting:
A business problem can be solved by choosing any one of the best and most profitable alternatives. To select such
an alternative, the relevant costs are compared. Thus, accounting information is used to solve the business problem
which is arising out of the increasing complexity of the nature of business.
11. Management Information System:
The free flow communication within the organisation is essential for the effective functioning of the business.
Hence, the management can design the system through which every employee of an organisation can assesses the
information used for discharging their duties and taking quality decisions.
12. Statistical Techniques:
Number of statistical techniques are used for the specific purposes e.g. correlation analysis, regression analysis,
linear programming etc.

13. Management Reporting:

Reports are prepared to get on overview of the relevant areas as required by the Management, to assess strength and
weaknesses in different areas of operating activities and financial activities. These identifications are highly useful
to management for exercising control and decision-making.
14. Historical Cost Accounting:
It means that costs are recorded after being incurred. Unless revalued, assets are maintained in Books at historical
cost.
15. Ratio Analysis:
A ratio is anexpression of relative magnitude of two selected numerical values, selection of which to be made with
logical corelation, expressing a ratio of Fixed Asset with Bad Debt having no relation while Bad Debt compared
with Turnover and observed ratio is meaningful. It paves the way for effective control of business operations by
undertaking an appraisal of both the physical and monetary targets.
To Sum Up:
Management reporting plays an important role in the current business environment. It gives a clear picture to
executive teams about the operational aspects and competition role. Major characteristics of a good Internal
Management Reporting Environment would be to meet all of the goals setout below:
Accuracy: Despite the inherent complexity, management reports need to be accurate. The reports can be drawn
from specifically designed ERP Systems with minimum human intervention or manually prepared from extracted
data/details.
Purposive: The specific purpose of the requirement needs to be fulfilled through the Report. With change in
requirement, the Report modification can be thought of.
Detail: Requirement of detail must be understood before report generation. Report should not be burdened with
unrelated and irrelevant information.
Balanced scorecard: The methodology is an analysis technique designed to translate an organisation’s mission
statement and overall business strategy into specific, quantifiable goals and to monitor the organisation’s
performance in terms of achieving these goals.
� Financial Perspective- Financial Performance.
� Customer Perspective- Satisfaction.
� Learning and Growth- Knowledge and Innovation.
� Internal Business Process- Efficiency.

Illustration 1.
A Company introduced a new product EZY with advanced technology in a product market where there is huge
competition with many competitors having an individual market share of 5% to 10%. A survey of the present
market estimates that demand will increase by 80,000 units per year. The company is presently targeting 50% of
the additional market demand as competitors will need at least two years to match its product.
The Product EZY passes through three departments. Direct cost per unit of product at a present rate: Material cost
` 65 and Labour Cost ` 45. Overheads are absorbed based on normal capacity. The following relevant information
is given:
Production Unit of Normal monthly Monthly Allocated Full Overhead Hours

Dept Measurement capacity Fixed Overheads cost Rate (`) consumed by
(`) the product
X Machine Hour 12,500 machine hrs ` 50,000 10.50 2
Y Direct Labour Hour 15,000 labour hrs ` 60,000 9.00 1.5
Z Direct Labour Hour 25,000 labour hrs ` 75,000 6.00 3
The company has set a target of Selling and Distribution costs of `3,00,000 irrespective of sales volume. The
company normally sets a price by adding a mark-up on costs between 30% to 40%.
You are required to suggest the price to take care of competition from the right perspective.
Solution:
Department Normal Allocated Fixed Full Variable Fixed Variable
monthly monthly Overheads overhead cost per overhead overhead
capacity Fixed per Hour cost per hour (`) per unit (`) per unit (`)
Overhead (`) (`) hour (`)
X 12,500 50,000 4.00 10.50 6.50 8.00 13.00
Y 15,000 60,000 4.00 9.00 5.00 6.00 7.50
Z 25,000 75,000 3.00 6.00 3.00 9.00 9.00
50% of the additional demand = 80,000 × 0.50 = 40,000 unit.

Cost of the product:
Direct Material ` 65.00
Direct Labour ` 45.00
Variable Factory Overheads ` 29.50
Fixed Factory Overhead ` 23.00
Selling & Distribution Overheads (` 3,00,000 ÷ 40,000) `7.50
Total cost ` 170.00
The Selling price will be in the range of ` (170 × 1.3) and ` (170 × 1.4) i.e., between ` 221 and ` 238.
Suggestion: The company can go for a lower price as it covers the full cost and ensures good profit. Lower price
will give better penetration in the market and keep competitors away for the long term to match technology and
price.

Illustration 2.
ABC Co. has two Department producing small electrical goods. New Technology for the production of X will
induce the following cost:
Costs Department-A Department-B

Direct Material ` 240 ` 200
Direct Labour Rate / Hours ` 120 ` 100
Direct Labour Hours 2 Hours 3 Hours
Variable OH Per Hour ` 50 ` 30
Fixed Per Hour (Based on 100% Capacity) ` 60 ` 40
Value of Machine on revaluation ` 40 Lakhs ` 28 Lakhs
New Technology cost = ` 25 lakhs, working capital = ` 7 lakh

The target volume of production in the 1st year is 2000 units @ 25% capacity
Variable Selling and Distribution Cost is ` 3 lakh for 2000 units. Expected return on investment 24%.
Suggest pricing of a new product for a new one or the existing ones at 80% capacity.
Solution:
Costs Department-A Department-B Total

Direct Material 240 200 440
Direct Labour 240 300 540
Variable Overheads 100 90 190
Variable Selling & - 150
Distribution Cost
Total (`) 1320
100% capacity = 8,000 units. 80% capacity = 6400 units

Fixed Costs = (60 × 16,000 + 40 × 24000) = ` 19.20 lakhs. Capital investment = (40+ 28+25+7) = ` 100 lakhs.
Return on investment required = ` 24 lakhs
Return required per unit = ` (19.2 + 24.0) lakhs /6400 = ` 675
Price to be charged per unit = (1320 + 675) = ` 1995
Illustration 3.
A company is operating at 60% capacity with a turnover of ` 86.40 lakhs.
(i) If the Company works at 100% capacity, the sales-cost relation is: Factory Cost is two-thirds of sales value
and Prime Cost is 75% of Factory Cost.
(ii) Administrative and selling expenses (75% variable) are 20 % of sales value.

(iii) Factory overhead will vary according to operating capacity as given below:
Operating Capacity 60% 80% 100% 120%

Factory Overhead (` Lakhs) 19.80 21.60 24.00 30.00
The company has planned to operate at 80% capacity. Moreover, it has received an export orderandtheexecution of
the same will involve 40 % of capacity. The prime cost of the order is estimated as ` 12.00 lakhs andthe shipping
expenses involved will be ` 2.00 lakhs. Taking the same percentage of profit on the domestic sale, determinethe
minimum price to be quoted for the export order.
Solution:
At 100% capacity.
Sale = 86.40 × 100/60 = ` 144 lakhs; Factory Cost =1.44 × 2/3 = ` 96 lakhs; Prime Cost = 96 × .75 = ` 72 lakhs;
Factory overheads = ` 24 lakhs; Selling & Distribution Exp. = ` 28.8 lakhs; Variable S/D Exp. = ` 21.6 lakhs;
Fixed S/D Exp. = `7.2 lakhs.
Particulars Operation 80% capacity Export order 40% capacity

(` Lakhs) (` lakhs)
Prime Cost 57.60 12.00
Factory Overhead (Given) 21.60 8.40
Selling & Distribution Cost Variable 17.28 -
Selling & Distribution Cost Fixed 7.20 2.00
Total Cost of Sales 103.68 22.40
Sales Value (At 80% Capacity): 144 × 0.80 115.20 -
Profit 11.52 2.49
Profit % 10% on Sales 10% of Export Sales Value
Export Price to be Quoted 24.89
Let, Sales value = x, then Profit = 0.1x
Then 0.9 x = 22.40
Hence x = ` 24.89
Illustration 4.
ABC Co. has planned for an investment of ` 800.00 lakh with a 50% Loan from Banks at 10% interest.
Direct Cost for the year `480.0 lakhs and 50% of which is Material cost. Other expenses are at ` 80.0 lakh. The
goods will be sold at 150% of the direct cost. The tax rate is assumed at 50%.
Determine:
(i) Net profit margin
(ii) Return on Assets
(iii) Assets turnover
(iv) Return on owners’ equity
(v) Inventory Turnover

Solution:
Particulars ` Lakhs / %
Sales: 480 × 1.5 720
Direct Cost 480
Gross Profit 240
Operating Exp + interest 120
Profit before Tax 120
Net profit after Tax 60
(i) Net Profit Margin (60/720) 8.33%
(ii) Return on Assets (60/800) 7.5%
(iii) Return on Equity (60/400) 15%
(iv) Asset Turnover (720/800) 0.9
(v) Inventory Turnover (240/720) ×100 33.33%
Illustration 5.
ABC Ltd which is manufacturing consumer products has two divisions Assembling and Finishing. The two
divisionsare operating as cost centers
(i) Present activities and costs involved in the Assembling division & Finishing division and a year:
Assembly Division:
No of sets assembled: 12,000
Manufacturing of parts (including material): ` 6.00 lakhs
Parts purchased from the market: ` 4.00 lakhs
Another Variable cost: Welding cost- ` 5 lakhs and Assembling cost- ` 9.00 lakhs
Fixed cost for the unit: ` 6 lakhs
25% of the production of the Assembly division is sold in the market for ` 300 per set and 75% is transferred
to Finishing Division at ` 280
The cost incurred in Finishing Division:

Painting cost: ` 5.00 lakhs; Polishing cost: ` 1.00 lakhs; Fixed cost ` 4.00 lakhs.
The selling Price per set is ` 450.
Evaluate the following situations:

(ii) Division Assembly has proposed for expansion of their division for an enhancement of capacity by 20% for
`20 lakhs. It is indicated that there will be no change in factory fixed cost in the operation of additional volume
of job. Division Assembly proposes to maintain the transfer to the finishing division to the existing level and
sell additional sets to market at the present price.
(iii) Division Finishing has proposed for a transfer of the whole of the output of the Assembly division for `280 per
unit and the additional units can be sold in the market at the existing price which will involve advertisement
expenses to the extent of ` 4.00 lakhs and fixed cost in the division will go up by ` 1.00 lakhs.

(iv) Assembly division claims that the transfer rate of ` 280 is irrational in a sense of undue favour to the Finishing
divisionat their cost and the Finishing Division is given the advantage of the market price for their products
whereas the Assembly division is deprived of that advantage. The Assembly division agreed to transfer the
whole of its output to Finishing Division for ` 300.
You are required to give your recommendation assuming the opportunity cost of capital is 15%.
Solution:
Existing profitability of divisions & company
Particulars Rupees in Lakhs (`)

Assembly Division
Total Sales Value (3,000 × 300 + 9,000 × 280) 34.20
Total Variable Cost for Division (6+4+5+9) 24.00
Contribution 10.20
Fixed Cost 6.00
Profit for Division Assembly 4.20
Finishing Division
Total Sales Value 9,000 set @ `450 40.50
Variable Cost (9,000 × 280) + 6 lakhs 31.20
Contribution 9.30
Fixed Cost 4.00
Profit for Division Finishing 5.30
Total Profit of the Company 9.50
(i) Evaluation of the proposal: Expansion of assembly division & transfer to Finishing division at existing level.

Total Sales Value (5,400 × 300 + 9,000 × 280) 41.40
Total Variable Cost for Division (24 × 1.2) 28.80
Contribution 12.60
Fixed Cost + Opportunity Cost of Capital Invested (6.00 + 20 × 0.15) 9.00
Profit for division Assembly 3.60
Finishing Division
Total Sales Value 9,000 set @ `.450 40.50
Variable Cost (9,000 × 280) + 6 Lakhs 31.20
Contribution 9.30
Fixed Cost 4.00
Profit for division Finishing 5.30

(ii) Evaluation of the proposal: Expansion of assembly division & transfer of whole assembly output to Finishing
division for ` 280

Assembly Division
Total Sales Value (14,400 × 280) 40.32
Contribution 11.52
Profit division Assembly 2.52
Finishing Division
Total Sales Value 14,400 Set @ `450 64.80
Contribution 18.48
Fixed Cost + Advertisement Cost (4+4+1) 9.00
(iii) Evaluation of the proposal: Expansion of assembly division & transfer of whole assembly output to Finishing
division.

Total Sales Value (14,400 × 300) 43.20
Contribution 14.40
Profit for Division Assembly 5.40
Finishing Division
Total Sales Value 14,400 Set @ ` 450 64.80
Contribution 15.60
Fixed Cost + Advertisement Cost (4 + 4 + 1) 9.00
The proposal (iii) i.e., transfer of all unitsfrom Assembly to Finishing Division at a transfer price of ` 300 is
recommended. With the adoption of this price, the profitability of the company as a whole will go up and each
division will get its due share of profitability.

A suggestive list of Key Performance Indicators:

Annexure-I
Performance area KPI Measurement
Financial performance Turnover � Segmental revenue to total revenue %
� Segmental turnover growth %
� Total turnover growth %
� Growth % in new product sales
� New product sales as % of total sales
� Customer-wise sales
� Top 5 customers, bottom 5 customers’ sales
Margins � Gross margin % on total sales
� Gross margin % on segmental sales
� Gross margin % on new products
� Customer-wise Gross margin %
Costs � Element-wise cost % to total turnover and
segmental
� turnover
� Cost composition – nature-wise, variability
structure,
� functional split
Returns � ROI on product groups
� ROI on geographical segments
� ROI on new products
� ROI on new markets
� ROCE
� Value added to total income
� Earnings per share (EPS)
� Dividend per share (DPS)
� Retention ratio
� Price-Earnings (PE) ratio
� Market price per share
Balance sheet � Current ratio, a quick ratio
� Asset turnover (current and fixed assets)
� Growth in assets
� Capital expenditure % to total assets
� Debt-equity ratio
� Debt to total capital employed

Productivity & Efficiency Material � Material cost % to the total cost

� Material wastage as % of total input
� Contribution per unit of material used
Labour � Production per man hour
� Production per employee
� Employee cost % to sales
� Idle hours % to total available hours
Machine � Production per machine hour
� Growth in machine capacity utilization
� Machine downtime ratio
� Break-down hours
Manufacturing performance Operating cycles � Material turnover
� WIP turnover
� Finished goods turnover
Customer performance Complaints � % of customer complaints to total orders
� Response time to resolve a complaint
� Customer-wise number of complaints
� Number of complaints repeated
Development � Business growth % over 3 years
Risks � Payment defaults
� Delinquencies
� Payment delays
Retention � Customer retained over 3 years
and satisfaction � Customer satisfaction index
� On-time order execution %
� Correct documentation %
� Customer orders delivered in full %
� Average time spent on customer relation
Overall � order-to-cash cycle days
Delivery � On-time supplies
� Supply of full quantity
Quality � % Of rejections
Cost � Price reductions agreed-cost-effect
� Price escalations gave-cost-effect
Overall � Supplier satisfaction index
� Accuracy of forecasts shared

Exercise
1. Which of the following is a kind of information report?

(a) Trend reports.
(b) Analytical report.
(c) Activity reports.
2. Management reporting can be performed as .

(a) Internal reporting.
(b) External reporting.
(c) Both (a) & (b).
(d) None of the above.
3. The backbone of any organisation is .

(a) Information.
(b) Employee.
(c) Management.
(d) Capital.
4. Which of these is usually written in a form of a memorandum?

(a) Informal reports.
(b) Formal reports.
(c) Professional reports.
(d) Business reports.
5. Which of the following is a type of matter that may be covered in a special report?
(a) Feasibility study for a project.
(b) Cost reduction schemes information.
(c) Data on make or buy decision.

6. are to be presented after making an investigation of the problem which requires to be

investigated.
(a) Memorandum.
(b) Special reports.
(c) Summary.
(d) Special facts.
7. is a very important method of presenting information to the management in a pictorial manner

and attracts the eye of the recipient more quickly and forcibly.
(a) Tabular Reports.
(b) Descriptive Reporting.
(c) Graphic Presentation.
8. are presented in the form of comparative statements.

(a) Descriptive Reports.
(b) Graphics Presentation.
(c) Transactional Analysis.
(d) Tabular Reports.
9. Which of the following general principle is required to be followed while reporting?

I. Report should have a proper title.
II. Report should be in good form and should have subheadings and paragraphs.
III. Format of the report should be changed frequently.
IV. Report should factual.
V. Report need not save the time of the management.
Select the correct answer from the options given below.
(a) I and III only.
(b) II & IV only.
(c) II, III, and V only.
(d) IV, I, and II only.

10. Collecting comments and suggestions from users to discover ways to continuously improve the data
and process can be described as .
(a) Implementation.
(b) Exception.
(c) Feedback.
(d) Order.
11. Which of these reports provides information without any evaluation?

(a) Informational.
(b) Interpretative.
(c) Routine.
(d) Progress.
12. ——— report provides rationed findings.

(a) Informative.
(b) Interpretative.
(c) Routine.
(d) Progress.
13. Which of these is not mentioned in a progress report?

(a) Name of the project.
(b) Right choice of instruments.
(c) Nature of work.
(d) Amount of work left.
14. Which of these is not a parameter of a formal report?

(a) Presentation.
(b) Complaint.
(c) Information.
(d) Request.

15. Which of these reports is written before starting a new project?

(a) Feasibility report.
(b) Periodic report.
(c) Trouble report.
(d) Progress report.
16. Which of these must never be a basis for a technical report?

(a) Facts.
(b) Tests.
(c) Personal prejudices.
(d) Experiments.
17. Reports present conclusions based on .

(a) Intuition.
(b) Belief.
(c) Impression.
(d) Investigation.
18. Which of these is not a parameter of a report?

(a) Ability to acquire additional information.
(b) Quality of additional information acquired.
(c) Ability to arrive at a subjective evaluation.
(d) Ability to provide worthwhile recommendations.
19. The chronological development of information in the body of the report is done according to the
————.
(a) Logical sequence of events.
(b) Order in which events occurred.
(c) Choice of the writer.
(d) Collection of data.

20. Which of these must be avoided in a technical report?

(a) Facts.
(b) Logical conclusion.
(c) Objective evaluation.
(d) Subjective evaluation.
1. What is meant by Performance Analysis?

2. State the objective of preparing the Performance Analysis Report.
3. Discuss the steps suggested for the report on performance analysis?
4. Indicate the contents of the Performance Analysis Report?
5. What do you mean by Management Accounting Tool?
6. Discuss the various management accounting tools which are used to serve different objectives.
7. Write short notes on:
(a) Profitability Analysis
(b) Key Performance Indicators (KPIs)
(c) Utilities and energy efficiency analysis
(d) Manpower Analysis
� Essay Type Questions
1. What do you mean by accounting reports? What are the different types of reports for internal use?
Discuss each of them.
2. What are the special reports? What matters may be covered by the special reports?
3. Describe the reporting needs of different levels of management and how a system of reporting can
satisfy it?
4. What are the essentials of a good report? Describe.
5. Explain the different types of reports that are used in an enterprise
6. “Accounting Reports are a matter of necessity for the management and not a matter of convenience”
Discuss.
7. Define reporting to different levels of management. What are the different modes of reporting?
8. Explain the objectives of Management Reporting.
9. What is a control report?
10. What are the types of reports, which are required by the middle level of management?

Answer:
1. (d) All of the above

2. (c) Both (a) & (b)
3. (a) Information
4. (a) Informal reports.
5. (d) All of the above.
6. (b) Special reports.
7. (c) Graphics Presentation.
8. (d) Tabular Reports.
9. (d) IV, I, and II only.
10. (c) Feedback.
11. (a) Informational.
12. (b) Interpretative.
13. (b) Right choice of instruments.
14. (b) Complaint.
15. (a) Feasibility report.
16. (c) Personal prejudices.
17. (d) Investigation.
18. (c) Ability to arrive at a subjective evaluation.
19. (b) Order in which events occurred
20. (d) Subjective evaluation.

Management Audit in Different
Functions 11
11.1 Corporate Objectives and Culture

11.2 Corporate Services Audit
11.3 Corporate Development Audit
11.4 Evaluation of Personnel Development
11.5 Consumer Services Audit
11.6 Audit of Environmental Pollution Control
11.7 Audit of Energy and Utilities-Generation and Consumption
11.8 Productivity Audit / Efficiency Audit
11.9 Propriety Audit
11.10 Corporate Social Responsibility (CSR) Audit
11.11 Social Cost-Benefit Analysis Audit

Management Audit in Different
Functions
To obtain in-depth knowledge about management audit processes to identify the
scope of improvement at various functional areas of the organisation. (CMLO 2a, b)

Management audit, as the name signifies, attempts to evaluate the performance of various
management processes and functions. It is an audit to examine, review and appraise the various
policies and actions of the management on the basis of certain objective standards. After studying
this module, the students will be able to –
 Know the Corporate Objectives and Culture.
 Explain the Importance of Personnel Development and its impact on the growth of the Organisation
 Differentiate between Productivity Audit and Efficiency Audit
 Determine the Importance and process of Corporate Social Responsibility Audit
 Identify the ways in which the Social Cost-Benefit Analysis Audit is useful for the organisation

Corporate Objectives and Culture 11.1
A
Corporate or Business Objective is a result that a company aims to achieve. It also includes the strategies
that people will use to reach there. A business objective usually includes a time frame and lists the resources
available to fulfil the objective.
Business Objective vs. Goal

Business goals and objectives are not the same. The goal includes a broad primary outcome. A business objective,
on the other hand, is a measurable step people take to achieve that goal. Goals are general while objectives are
specific.
A company’s business objectives provide steps a picture of how it plans to achieve its goal with timeframe and
resource requirement. It also states how long it will take, and what resources are available. A business goal is vague
in comparison.
When we plan our business’ future, we generate a list of potential achievements. We call these the goals. The actual
steps we plan to take to get to those achievements are the objectives.
People commonly use the terms ‘goals’ and ‘objectives’ interchangeably. However, they are not the same. Business
objectives and goals have important differentiating attributes which we use at different stages of the planning
process.
Objectives are Specific, Not Goals

A business objective is more specific and easier to measure than a goal. All our basic tools that under lie our
planning and strategic activities are our objectives.
Objectives serve as the basis for creating policy and gauging performance.
For example, making a profit is a business objective. Reducing the workforce, expanding abroad, or minimizing
expenses are also business objectives. Expenses are what the business spends. Keeping track of expenses and
outgoings can be a real chore.
Goals are statement a business makes regarding its future. They represent the aspirations its leaders have.The CEO
of a company may say: “We seek to become the largest maker of bicycles in the world.” This is a goal because the
person does not explain how the company will achieve this.
The exact steps a company plans to take to reach its goals or aims are its business objectives. When expressing the
objectives, the CEO might say:
“We will increase our sales of bicycles by 2.5% each quarter of this year. We will open new branches and factories
in Hyderabad and Visakhapatnam during the next twelve months.”

Business Objectives-Small Companies

The main objectives of a small or very young business might be:
Profit Maximization
Profit maximization means making as much profit as possible, of course ethically.
Survival
‘Survival of the fittest’, so goes the saying. Survival is a short-term business objective but the same is true for long
term also.
Growth
Just like human body, the growth should be all round. Turnover, Profitability, Profit volume, Market reach,
Geographical spread, higher employee satisfaction, lower attrition, gaining Customer loyalty etc. all are examples
of positive growth in business area. Some believe that growth is the only route to survival.
Furthermore, the bigger a company, the more it can benefit from economies of scale.
When a Business Objective Clashes

Sometimes, one business objective can clash with another, e.g good governance with profiteering. For example,
certain unethical practices endorsed by management (e.g low quality, adulterated product) to earn additional profit
at the cost of Customer satisfaction.
Long-term objectives can affect the short-term prospects of a business e.g high investment in new plant, equipment,
or new products, will hit cash flow in the short term.
Organisation Corporate Culture

Culture is a nebulous concept and is often an undefined aspect of an organisation. Culture differs Organisation to
Organisation. Organisation culture depends values nurtured by the Promoters, Management and Employees. An
employer must begin with a thorough understanding of what it meant by ‘culture’ specific to their organisation.
Although extensive academic literature exists relating to the topic of organisational culture, there is no generally
accepted definition of culture. Instead, the literature expresses many different views as to what organisational
culture is.At the deepest level, an organisation’s culture is based on values derived from basic assumptions about
the following:
Nature and Human behaviour: Different behavioural pattern determine the relationship with Customer,
Employees and Society as a whole. Are people inherently good or bad, mutable or immutable, proactive or
reactive? These basic assumptions lead to beliefs about how employees, customers, and suppliers should act, react
and interact and how they should be managed.
Legacy and departure therefrom: Some big houses in India follow the legacy, which their patriarch demonstrated.
True Leaders guide and demonstrate the vital principle. Sometimes, the departures are not liked by the next
generation. However, modern thoughts, contemporary ideas can only provide a biz currency at the requisite point
in time.
The Organisation’s relationship to its Environment: How does the organisation define its business and its
constituencies?
� Appropriate Emotions: Which emotions should people be encouraged to express, and which ones should be
suppressed?

Management Audit in Different Functions
� Effectiveness: What metrics show whether the organisation and its components are doing well? An organisation
will be effective only when the culture is supported by an appropriate business strategy and a structure that is
appropriate for both the business and the constituents.
Organisational culture can manifest itself in a variety of ways, e.g including leadership behaviour, communication
styles, internally distributed messages aggression in setting targets , and corporate celebrations. Given that culture
comprises so many elements, it is not surprising that terms for describing specific cultures vary widely. Some
commonly used terms for describing cultures include aggressive, customer-centric, focused, innovative, ethical,
research-driven, technology-driven, process-oriented, hierarchical, family-friendly, and risk-taking etc.
Since culture is difficult to define, organisations may have trouble maintaining consistency in their messages about
culture.
Factors That Shape an Organisation’s Culture

Organisational leaders often speak about the unusual natures of their company cultures, seeing their domains as
special places to work, but organisations such as Disney and Nordstrom, which are well-known for their unique
cultures, are rare.
Most company cultures are not that different from one another. Even organisations in disparate industries such as
manufacturing and health care tend to share a common core of cultural values. For example, most private-sector
companies want to grow and increase revenues. Most strive to be team-oriented and to demonstrate concern for
others. Most are driven, rather than relaxed because they are competing for revenue and market share. Some of the
cultural characteristics that distinguish most organisations include the following.
Values
At the heart of organisations, cultures are commonly shared values. None is right or wrong, but organisations need
to decide which values they will emphasize. These common values include:
� Outcome Orientation: Emphasizing achievements and results.
� People Orientation: Insisting on fairness, tolerance, and respect for the individual.
� Team Orientation: Emphasizing and rewarding collaboration.
� Attention to Detail: Valuing precision and approaching situations and problems analytically.
� Stability: Providing Security and following a predictable course.
� Innovation: Encouraging experimentation and risk-taking.
� Praising failure: To nurture risk taking nature and innovative ideas, failures also praised.
� Aggressiveness: Stimulating a fiercely competitive spirit.
Degree of Hierarchy
The degree of hierarchy is the extent to which the organisation values traditional channels of authority. The three
distinct levels of hierarchy are “high”-having a well-defined organisational structure and an expectation that
people will work through official channels; “moderate”-having a defined structure but an acceptance that people
often work outside formal channels; and “low”-having loosely defined job descriptions and accepting that people
challenge authority.
An organisation with multiple levels and layers hinders prompt decision,the so-called bureaucratic attitude. A
balanced approach is always commendable.

Degree of promptness and Urgency

Promptness in responding to stakeholder requirements is the determining factor for entity’s success. Urge to
respond at a higher speed is the required cultural change, which any organisation can brace for.The degree of
urgency defines how quickly the organisation needs to drive decision-making and innovation. Quick response to
dynamic market scenario, is the best way to survive.
People Orientation or Task Orientation

Human face of the Organisation keeps employee moral high, which results in better performance and higher
productivity. Employee participation in management decision making process also a morale booster for employees
and demonstration of a good organisational culture. Organisations usually have a dominant way of valuing people
and tasks. An organisation with a strong people orientation tends to put people first when making decisions and
believes that people drive the organisation’s performance and productivity. An organisation with a strong task
orientation tends to put tasks and processes first when making decisions and believes that efficiency and quality
drive organisation performance and productivity.
Functional Orientation
Functional orientation is a pre-requisite for employee performance and skill development in the related field. Every
organisation emphasizes certain functional areas. Examples of functional orientations may include organisational
business and related areas. For example, an innovative organisation known for its research and development
may have at its core, a functional orientation toward R&D. A hospitality sector company, may focus on various
operations or services provided to Customers, which need to be reflected in employee and management behaviour.
Employees from different functions in the company may think that their functional areas are the ones that drive
the organisation. Organisational leaders must understand what most employees perceive to be the company’s
functional orientation.
Organisational Sub-cultures
Any organisation can have a mix of sub-cultures in addition to the dominant culture. Sub-cultures exist among groups
or individuals who may have their rituals and traditions that, although not shared by the rest of the organisation, can
deepen and underscore the organisation’s core values. Sub-cultures can also cause serious problems.
For example, regional cultures often differ from the overall culture that top leadership tries to instill. Perhaps
aggressiveness that is common in one area, may not mesh with a culture emphasizing team building or an
organisation with a culture built around equality, may face trouble with newly acquired entity.
Creating and Managing Organisational Culture

Organisational culture tends to emerge over time, shaped by the organisation’s leadership and by actions and
values perceived to have contributed to earlier successes. Company culture can be managed through the cultural
awareness of organisational leaders and management. Managing a culture takes focused efforts to sustain elements
of the culture that support organisational effectiveness.
How Culture Develops

An organisation’s customs, traditions, rituals, customer handling and general way of doing things are the
manifestation of its culture; they are what one sees when walking into the organisation. The prevalent current
organisational culture is usually due to factors that have worked well for the organisation in the past.

Founders typically have a significant impact on an organisation’s early culture. Over a period of time, such
behavioral norms developed are consistent with the organisation’s values. For example, in some organisations,
resolution of conflicts is hashed out openly and noisily to create widespread consensus, whereas in other places
disputes are settled hierarchically and quietly behind closed doors.
Though culture emerges naturally in most organisations through strong cultures often begin with a process called
“ethics and values. Once the culture is framed, an organisation may establish a values committee that has a direct
link to leadership. This group makes sure the desired culture is alive.
Sustaining a Culture
The management of organisational culture starts with identifying a company’s organisational culture traits
or “artifacts.” Artifacts are the core business activities, processes, and philosophies that characterize how an
organisation does its day-to-day business.
Identifying these traits and assessing their importance in light of current business objectives is a way to start
managing culture.
Leaders and managers within an organisation should approach culture management by initially gaining an
understanding of the common traits found in all parts of businesses. Then, they should take the following steps to
manage their organisation’s culture:
� Identify common artifacts or traits, including those from the standpoint of an organisation’s social, material
and ideological culture.
� Convene groups of employees-representatives from all levels, functions, and locations of the organisation-to
assess the validity, significance, and currency of key artifacts.
� Subject those traits to a rigorous assessment of their underlying shared assumptions, values, and beliefs.
� Summarize findings and share them with all participants to solicit additional insights.
� Create a culture management action plan. The plan should enhance traits that support corporate growth or
organisational effectiveness and correct traits that might hinder a company’s advancement.
Typically, shared assumptions and beliefs originate with an organisation’s founders and leaders. Because those
beliefs proved successful (otherwise the company would not exist and the leaders would not be in their positions),
often they go unchallenged; however, those assumptions and beliefs might be outdated and may hinder future
success.

Corporate Services Audit 11.2
C
orporate Services’ is a generic term that implies service-oriented obligations of a corporate sector entity to
different interest groups such as Consumers, Employees, Shareholders, Fellow businessmen, Community,
and State.
Service-oriented responsibilities of a business concern are necessarily to be different in different circumstances and
situations. For example, corporate services during periods of a country’s emergency (e.g., earthquake, war, etc.)
are of great significance.
To cite another example, a corporate agreement to sell goods to a friendly country within the state legislation
does not violate the canons of service-oriented business responsibilities, but a similar attempt to an alien enemy is
certainly an undesirable service. So, the concept of the term is difficult to be defined within certain fixed parameters.
Scope of Corporate Services Audit
The scope of corporate services audit extends to the critical examination of the various aspects of services and their
extent that have been satisfactorily rendered by a corporate body, and of evaluation of the degree of awareness and
responsiveness on the part of such enterprise.
The performance of management towards consumers, employees, shareholders, community, fellow businessmen,
and governments is separately studied and evaluated by a management auditor while conducting such an audit.
The approach of Corporate Services Audit
The concept of ‘corporate services audit’, according to some classical sociologists, is that its appraisal system
should take into account the level of contribution business enterprises makes to society and its environment towards
raising the quality of life through better product quality and services rather than profit maximization.
SCOPE OF CORPORATE SERVICES AUDIT

Interested Groups
Consumers Employees Shareholders Community Fellow-businessmen State
Scrutiny Quality, Products, Pay, Safety, Social Cost, Social

in right quantities at— Welfare, Industrial benefits i.e., Social
and right price/place/time. relations, etc. Audit, Public relations.
Evaluation
Criteria Safety of investment, Satisfactory rate of return, Business eithics, Relationships,
Capital appreciation. Fair trade dealings, etc.
Compliance with the Spirit of law, Fair trade Practices, Payment of Taxes
Services in times of State emergencies, etc.
Figure 11.1: Scope of Corporate Services Audit

CONCEPTUAL APPROACH OF
HOW DOES A
CORPORATE BODY —
CORPORATE SERVICES AUDIT
DEVELOP CONTINUED
RELATIONSHIPS WITH
CUSTOMERS ?
USE SCARCE RESOURCES EXPANSION

INTELLIGENTLY AND WISELY DEVELOPMENT
TO PREVENT NATIONAL AND GROWTH
WASTAGE ?
IDENTIFY SOCIAL NEEDS AND ATTRACTION AND

TREAT THEM AS OPPORTUNITIES HOW FAR HAS IT APPRECIATION
INSTEAD OF CREATING ARTIFICIAL SUCCEEDED IN MAKING OF CAPITAL
NEEDS AND PROMOTING THEM ? CONTRIBUTION OF BETTER
LONG-TERM
PRODUCT QUALITY AND SERVICES
PROFITABILITY
DETERMINE FAIR PRICES AND WITH A VIEW TO RAISE INCREASED
EFFECT EQUITABLE DISTRIBUTION QUALITY OF LIFE COORDINATION IN
INSTEAD OF CREATING BOTH INTERNAL AND EXTERNAL ORGANIZATION
ARTIFICIAL SCARCITIES ?
DEVELOP NEW OR IMPROVED INCREASED

PRODUCTS OR NEW USES OF OLD ACCEPTANCE
PRODUCTS OR ALL ? AND SUPPORT
FROM SOCIETY
ENSURE STABLE EMPLOYMENT
AND CREAT HEALTHY CLIMATE
WITHIN THE ORGANIZATION ?
PRE-EMPT SOCIAL
LEGISLATION AND PROACT
TO SHAPE ENVIRONMENT ?
Means Evaluation Ends
Figure 11.2: Conceptual Approach of Corporate Services Audit
So, the audit considerations include assessment of reactions to the following basic questions:
(i) What a business may do in terms of available opportunities?
(ii) What a business can do in terms of capabilities and resources?
(iii) What a business wants to do in terms of aspirations, ambitions, and values of top management?
(iv) What a business should do in terms of response to society and its environment?
This audit attempts to distinguish between the ends (i.e., profits) and means (i.e.. services) of business and provides
a new dimension to the concept of the audit approach. Its conceptual approach can be best explained by a model,
more or less along the lines of ‘social audit’.

Corporate Development Audit 11.3

T
he term ‘Corporate Development’ covers both potential and kinetic aspects. The structural aspects of a
corporation are concerned with the build-up of the ‘potential’. The ‘kinetic’ aspects are manifest in the
organisation in action.
There are two elements of structural aspects:
(1) Organisation as a synonym of the corporate structure itself and
(2) Organisation concerned with planning the structures, departmentation establishing the lines of command, and
so on. Thus, the corporate development audit, from the above points of discussion, covers the entire gamut.
In sum, corporate development audit “approaches the structure and process of organisation, both in its potential
and its transformation into kinetic energy. The premise is that unless an enterprise is structurally well equipped it
cannot perform the functions entrusted to it. Such structural equipment can be seen from different points of view
such as size and magnitude of its operations, technology, employment, investment, product and product-mix,
growth prospects in the existing lines and diversification, manning, pursuance of adequate and sensitive policies
and problems of departmentation, a delegation of power and corresponding responsibilities to each position created
in the organisation and mechanisms developed for both monitoring and applying centripetal forces to centrifugal
movements, promotion and development needs of the people in the organisation, and other factors that have a
direct bearing on different aspects of (a corporate) organisation understood in different ways.
Since a corporate sector is conceived of as ‘a going concern’ and its development is an endless process, the
audit about corporate development is a continuous exercise based on continuous evaluation and monitoring of the
external and internal environments of a business enterprise.
In the broadest sense of the term, there are four essential dimensions involved in corporate development audits.
(i) Regularity:
That means the different elements /parts of a body corporate are under constant watch.
(ii) Systematic check:

This suggests the assessment of changing requirements of a corporate body in the context of forces generated from
within and outside.
(iii) Review:
This assesses past performance, its quality, and content, and its contribution to the corporate goals as definitively
pronounced from time to time. This examines the deviations from goal realisation and suggests measures for
achievement.

(iv) Appraisal:
This examines in detail the character, content, and quality of the corporate goals set matches the resources employed
against the attainments recorded, and suggests the future course of action on the premise that nothing is taken for
granted, even goals.
Components of Corporate Development
The Components of Corporate Development Audit may be indicated by the chats (stage-wise) as follows:
Chart 1:
Corporate
Development
Audit Scenario
Audit Scenario
Objectives : Plans :
Long-term Strategic (long-term)
Medium-term Tactical (short-term
Short-term Decisive(current-term)
Organisation Management
by Phases
Development Development
Chart 2:
Organisation Development
Structural Functional Coordination Accountability

Programmes
C.D. Audit
Directorate & Structure

Research & Development
Product & Production
Estate & Assets
Resources & Utilisation
Sales & Maketing
Customers & Services
(They relate the departmental functions within prescribed limits)

(as a support to C.D. Audit
Operation/System Audit
Operations and Activities
They work as sub-systems within

functional areas
And
Are concerned with:
Output Sequence Follow-up Time Repeated Feasi-

or Services of events Actions Limit Trials bility

Chart 3:
Management Development
Management Management Management Personal

Port-folio Succession Quality Development
Programmes
C.D. Audit
Exposure & Training

Appraisal & Motivation
Personnel Industrial Participation

Planning & Relations & in
Policies Environment Management
They relate the functional areas

within the prescribed limits
Activities and Measures (adopted)

(as a support to C.D. Audit
Operation/System Audit
They work as sub-systems within

functional areas
And
Are concerned with:
Output Sequence Follow- Time Situation Experi-

or Services of events up Limit Analysis ment
Figure 11.3: Components of Corporate Development
Scope of Corporate Development Audit

The scope of corporate development audit can be viewed from both Micro and Macro level.
The scope includes the following, among others:
1. Corporate Planning and Policy:

Planning is an exercise undertaken on a long-term basis even before the forecasts are drawn up. It requires examining
the business enterprise and its whole environment in greater detail from the viewpoints of potential strengths and
weaknesses. The possible audit areas are planning and policy issues on the product, production, finance, personnel,
managerial-particularly ‘succession’, etc.
2. Corporate Forecasting:
Forecasts are usually medium-term and commonly short-term. The thrust of the audit is to ascertain by a
review process:
(a) The degree of co-relationship that exists between corporate plans and total industry plans.

(b) The competitive market share position within that industry.

(c) The factors for forecasts, such as supply and demand, industry trends, enterprise’s competitive performance,
general economic and political trends, financial standing about the competitors, etc.
(d) How well the corporate forecasts match with national economic development plans.
3. Corporate Strategy:
For a long-term strategy, the auditor attempts to assess whether a corporate sector will survive as a viable entity.
For short-term strategies, the auditor examines and evaluates how a firm analyses its ongoing strategy-the strategy
of operations on existing lines.
Four broad dimensions are usually covered in any strategic audit, viz.:
(a) Product lines and basic competitive position.
(b) R & D and operating departments.
(c) Financial analysis and financial management, and
(d) Top management for each dimension, past achievements, present attainments, and future potential for each
area are considered.
4. Corporate Externalities:
Certain elements external to a corporate firm have impacts on its policies and decisions. The audit, in this respect,
seeks to evaluate the factors, such as economic environment, industry structure and corporate position, risk of
technological obsolescence, socio-politico-cultural environment, etc., which affect the growth and development
of an enterprise.
5. Corporate Internalities:
The areas covered are organisation development, management development, personnel development, and their
detailed sub-systems- which provide internal strengths or weaknesses to a corporation.
Characteristics of Corporate Development

A human body passes through different stages in life cycle i.e today’s baby is tomorrow’s youth and future’s old
man. Development of body, mind and soul is the prime symptom of living being. A body corporate is run by many
minds and souls and volume growth, revenue growth, increase in employment opportunity etc. (success symptoms)
are the factors attributable to development. Think of a reverse situation - sluggish sales, shrinking revenue, great
resignation etc. are the symptoms of degrowth.
In a nutshell, Corporate development refers to the strategic decisions of an entity that strives to achieve
organisational success and excellence.
The following characteristics deserve mention:

Understanding of sustainable corporate development and undertaking an audit in the area depends on the following:
1. Multi -directional and multi- disciplinary Team with appropriate exposure and experience can only be able to
handle such a review.
2. Planning and decision-making process and validation of decisions are the prime mover of corporate
development.

3. Achievement, failures, strength, weakness, inefficiencies, threats etc. are the pointers for review.
4. The discussion and communication need to be routed through ‘Point of Contact’, an empowered management
representative.
The scenario, in general, can be seen from two broad aspects:
(a) External environments-in relation to economic, political, technological, and socio-cultural-national as well as
international.
(b) Internal environments-in relation to internal management of resources like men, materials, machinery, money,
etc., where a corporate body aims at revamping their operations concerning their own ‘structural build-ups’ to
meet the challenges and threats posed by one or more of external environment forces.
Corporate development audit seeks to assist the corporate management in assuring:

(i) The various factors and forces are working towards betterment of the Organisation.
(ii) The motivational and coordination responsibilities are appropriately understood and implemented.
(iii) The elemental responsibilities of planning, coordination, motivation, and control at departmental/functional
management levels are discharged in the right spirit.
Corporate Board “as a repository of the highest interests in the company, and a willing and able steering
function through the troubled waters of the business oceans.”
The involvement of the Board Of Directors (BOD) in many corporate entities has so far been only legalistic, at
best marginal. However, entity culture and ‘tone at and from the Top’ determines the BOD roles, interest and
involvement for the Organisation.

Evaluation of Personnel
Development 11.4
T
he best, most loyal employees are often people who started near the bottom of the organisational chart and
worked their way up the ladder with the help, support, and encouragement of their manager / employer. That
help, support, and encouragement are all part of employee development. In a well-managed company, there
are systems in place to provide appropriate development opportunities and resources. In addition, managers are
trained to support their team members with coaching, meaningful feedback, and in some cases-mentorship.
Managers have an important role to play in ensuring development of people. Some of the most important things a
manager can do for their team members are:
� Delegating responsibility rather than fixing problems before they arise.
� Honest and candid feedback for the development.
� Offering or suggesting specific appropriate development opportunities to employees.
� Motivating for additional risk and reward.
� Demonstrating the meaning of true LEADERSHIP attributes. (L.E.A.D.E.R.S.H.I.P. - LOYALTY,
EMPATHY, ACCOUNTABILITY, DETERMINATION & DUTIFULNESS, ENCOURAGEMENT,
RESPECT, SELFLESS, HUMBLE, INTEGRITY & INNOVATION, PASSION)
Formal Employee Development Strategies

A. Imparting general and specific training. Training on development of “Soft” skills (interpersonal communication,
public speaking, negotiation, leadership skills, etc.) to “hard” technical skills (coding, accounting, systems
administration, etc.) will improve ability of the people aspiring for self-growth.
B. Psychometric studies to understand mentality to function in leadership roles, often also resorted to assess.
Informal Employee Development Strategies

In addition to formal employee development, many corporations offer informal development options. These often
take the form of on-the-job training, shadowing, mentorship, or similar experiences that allow newer employees
to learn from seniors. In addition, managers may choose to coach promising employees to prepare them for more
challenging roles.
Performance Evaluation
Most companies conduct annual performance evaluations of employees against the task assigned in their KRA
(Key Result Area).
The ‘goal setting exercise’ determines the role and assignment of broad areas. Periodical review exercise is carried
out to evaluate and track the shortfall in achievement. Any mid term intervention or changes also can be given

effect based on the requirement. Annual review (performance appraisal) is a agglomeration of earlier period /s
of the appraisal period. The basic objective is to provide feedback to employees for their role and organisational
requirement.
� Rating Scales allow managers to rate the quality of an employee’s performance or skills based on numerical
values, wherein minimum and maximum is specified. Actual ratings given and accepted by employee placed
normally in a ‘bell curve’ to identify top performers out of the total population.
� 360º Feedback mechanism perused in progressive Organisations where employees’ managers, subordinates,
and peers to provide feedback about performance of the employee from every angle. This can be a very useful
form of evaluation, as some individuals can be wonderful managers but have a difficult time interacting with
peers or vice versa. By gathering a wide range of perspectives, managers can pinpoint areas of strength and
opportunities for growth. On the other hand, this approach can be problematic if the employee in question is
less popular for any reason or if a supervisee is unhappy about being disciplined.
Management by Objectives is a personalized evaluation technique that measures the individual employee’s
achievement by comparing the employee to objectives agreed upon the prior year. For example, the employee and
manager may have agreed on a particular sales objective; at the end of the year, the employee’s actual sales can be
compared positively or negatively to the individualized objective.

Consumer Services Audit 11.5
C
ustomer service is the experience an organisation’s customers receive when they interact with an organisation.
In any way; this includes business to business (e.g., where a farmer sells produce to a supermarket, or where
a telecommunications company provides telephony services to a business) as well as business to consumer
organisations (e.g., where an organisation interacts directly with individual customers such as a mobile phone
company selling phones and contracts to an individual or a supermarket selling produce to the public).
Good customer service is about understanding the needs of different customers, keeping promises and delivering
consistently high standards.
The key principles of good customer service as:
� Respect towards Customer requirement
� Commitment towards a customer
� Provision of clear, relevant, and accessible information
� Well-trained, customer-focused staff
� Clarity in communication
� Earliest resolution of customer complaints
� Effective use of customer feedback
Without customers, there is no need for the business at all:
� Customer satisfaction is monitored through customer surveys, usually administered by independent third
parties or skilled internal resources.
� Customer service levels are monitored and measured against pre-defined targets.
� Customers have been identified and are consulted in meaningful ways, such as through focus groups.
� Customer satisfaction/survey/insight results are analysed, communicated and action is taken from the
information to derive benefit for the organisation.
� Accurate and reliable management information is in place related to all customer insight.
� There is an appropriate governance forum to discuss all customer insight at the executive level, and board-level
updates are provided on a periodic but regular basis.
� Key performance indicators and targets around customer service have been implemented and are monitored
and tracked through customer insight.
� Colleague feedback is collected in real-time, analysed for trends, and action is taken where required.
� All customer input (views, complaints, feedback, online chatter, etc.) is viewed as valuable information and is
analysed for trends and required actions.
� Social media is monitored in real-time and appropriate action is taken where necessary to deal with any issues
or react to trends.

Specifics for customer service audit -

� Whether process of complaint registration exists?
� Whether a dedicated group of people are there to look after Customer Service?
� Whether the organisation having a documented policy to address customer complaints?
� Whether Customer WOW (wish on worth) measured for loyalty assessment?
� Whether any legal action filed against the entity for failing to cater Customer complaint?
� To track customer complaints? Tracking complaints can reveal patterns that then can be addressed. When
complaints are not tracked, the same problems can exist forever.
Role of Internal Auditor

Internal audit has a key role to play in providing the board with reasonable assurance over customer service and
complaint resolution process.
� The internal audit activity should utilise customer service indicators such as risk metrics, complaints, product
recalls, resolution process and time taken etc. for periodical reviews and other key indicators as a useful source
of information for risk assessment.
� Customer service should be considered as part of the risk assessment and should also be considered for cyclical
audits and included as a necessity for periodic coverage.
� Internal audit’s role is to provide periodic independent assurance that controls are in place and operating
effectively.
� Customer service data and satisfaction index forfuture guidance on Product and Customer behaviour.
� Cost of Poor Quality (COPQ) to highlight as a further scope for Product development.
Approaching an audit of customer service

� As with any engagement, the internal audit team working on the audit should spend time understanding the
process and accordingly fixes scope of the review.
� Since large of market data and responses are collated good amount of analytics to be carried out.
Challenges for internal audit

There are some potential challenges internal audits may need to manage during an audit of customer services.
Internal audit’s approach can often be seen as very black and white, which can be a direct opposite to the customer
service approach; this can lead to unnecessary friction with audit clients and misunderstandings by internal audit.
At times there can be a conflict between the response the business takes to resolve a complaint and the approach
internal audit thinks should be taken.
Other than accessing customer feedback and complaints, internal audit will most probably be unable to engage
directly (secretly of course, if they intend to do) with customers as part of the audit to gain input.
Customer service is a key risk for organisations, and poor management of customer service can severely impact
the reputation and commercial performance of organisations. Internal audit has a key role to play in providing the
board with assurance that this risk is being managed effectively. The challenges faced are-
(a) Failure to judge Customer requirement against Company’s process of handling the complaint.
(b) Absence or non-availability of requisite datum.
(c) Lack of clarity over legal position and implications.

Audit of Environmental Pollution
Control 11.6
E
nvironmental audit is an independent evaluation of policy and principles, systems, procedures, practices
in place and performance, and other elements of a business relating to the environment.
Some important definitions of the environmental audit are as follows:

(a) According to US Environmental Protection Agency (EPA), “Environmental audit is a systematic, documented,
periodic and objective review by a regulated entity of facility, operations, and practices related to meeting
environmental requirements.”
(b) The Confederation of British Industry (1990) defines environmental audit as, “the systematic examination
of the interaction between any business operations and its surroundings. This includes all emissions to air,
land, and water; legal constraints; the effects on the neighbouring community, landscape, and ecology; and
the public’s perception of the operating company in the local area. Environmental audit does not stop at
compliance with legislation. Nor is it a ‘green-washing’ public relations exercis. Rather it is a total strategic
approach to the organisation’s activities.”
(c) The International Chambers of Commerce (ICC) in its publication Environmental Auditing (1989) defines
environmental auditing as “a management tool comprising a systematic, documented, periodic and objective
evaluation of how well environmental organisation, management, and equipment are performing, to help
safeguard the environment by:
� Facilitating management control of environmental practices; and
� Assessing compliance with company policies which would include meeting regulatory requirements.”
The definition given by ICC is unanimously accepted. Many leading companies follow the same basic philosophy
and approach as given by this definition. The European Commission in its regulation on Environmental Auditing
and Eco-management and Audit Scheme (EMAS) also adopts the ICC definition of environmental audit. The
European Commission’s Eco-management and Audit Scheme (EMAS) defines an environmental audit as “a
management tool comprising a systematic, documented, periodic and objective evaluation of the performance of
the organisation, management system and process designed to protect the environment with the aim of:
(i) Facilitating management control of practices that may have an impact on the environment.
(ii) Assessing compliance with company environmental policies.”
Hence, an environmental audit may be defined as a means of assessing management role in exhaustive documentation
and entity’s role in managing & controlling environmental impacts and compliances with environmental policies,
standards, environmental laws and regulations.

Features of Environmental Audit

The following are the features of environmental audit:
(i) Role of Management: Environmental audit performed through Internal Audit Team is generally
considered as part of the internal control system and is mainly used to assess, evaluate and manage the
environmental performance of a company including compliance against various legislations. It also includes
recommendation for mitigation actions including proposition for Capex as to emerging risk.
This also includes evaluation of the adverse impact on the environment caused by economic activities (e.g
mining, Coal Stock in the open, use of coal fired chimneys etc.) carried out by the organisation.
(ii) Environmental Impact Assessment (EIA): Risk and impact is the basis for any mitigation plan. EIA is
a tool used to predict, evaluate and analyze environmental impacts w.r.t upcoming Projects, mostly before
a project commences, expansion plans etc. It assesses the potential environmental effects of a proposed
facility. Whereas environmental audit looks at environmental performance for an existing operation or
activity with impact assessment on account of non-conformity.
(iii) Systematic: Audit is a systematic carefully planned, structured, and organized end to end process to ensure
adequacy and result orientation for the environmental concerns. Since it is a part of a long-term process
of evaluation and checking, it needs to be a replicable process so that over time, it can be easily used by
different teams of people in such a way that the results are comparable and can reflect the change in both
quantitative and qualitative terms.
(iv) Documentation: Like any other audit, the base of any environmental audit findings also needs to backed-up
and supported by proper documents and verifiable information. Management needs to ensure appropriate
methods for environment related data collection and preservation, so that same can be perused for review
and/or future reference purposes.
(v) Continuous Review: Monitoring of environmental performance against regulations and/or benchmarking
the same is a continuous process. Regular collection of actual measurement datum and review,finding out
‘root cause’ for deviations from norms set can help in timely intervention and taking steps. The robustness
of the process will help not only the entity nay the people stay nearby from the environmental hazards.
(vi) Objective Evaluation: Other than environmental performance and compliance against specific regulatory
matters, at times accreditation, certification, taking part in environmental survey etc. also comes up with
enhanced objectivity. In addition to internal environmental audits, service of independent audit teams having
specialized skills for repeat audits also resorted to. This is also required under many certification guidelines
(e.g., ISO 14001).
(vii) Environmental Performance: As mentioned before, the essence of any environmental audit is to find
out how well the environmental management function performance in creating favourable impact and
achieving organisational goal for environmental balance. The ultimate aim is to ensure that organisation’s
environmental performance meet the goals set in its environmental policy and also to ensure compliance
with standards and regulatory requirements.
Objectives of Environmental Audit

Prime objective of Environment Audit is to protect ‘mother nature’ and minimize the negative impact on environment
for undertaking industrial activities. Regulatory requirements are mostly in place, however, mere compliance may
not be fruitful in the longer term. Kyoto protocol on climate change and subsequent global conventions, dictates
more to be done. At the national level, the main objective of the environmental audit is to see that the natural
resources are properly utilized and proper steps have been undertaken to control or to prevent adverse effects of

production, development, and other activities on the environment. The aim is to ensure that the natural resources
are utilized for industrial development and national progress and at the same time, to see that proper steps have
been undertaken for maintaining the health, welfare of the community, and also for dispersal of harmful wastes
and social risks.
At the corporate level, there are some environmental responsibilities facing companies like meeting regulatory
requirements, cleaning up pollution that already exists, properly disposing of the hazardous material, disclosing
to the investors the amounts and nature of the preventive measures taken by the management, operating in a way
that environmental damage does not occur, and promoting a company-wide ‘protect environment’ attitude. To
check the fulfillment of these environmental responsibilities and to ensure compliance against stipulations by the
organisation, environmental audits are conducted. The environmental audit aims at evaluating and reporting key
environmental performance measures like pollution control measures, energy conservation or waste management
techniques, conservation of scarce natural resources, etc. The main objective of an environmental audit at
the organisational level is to ensure the conservation of scarce natural resources and promote the use of clean
technologies in industrial production and minimize the generation of pollution and waste.
The following are major objectives of environmental auditing:
(i) Determine and document compliance status.
(ii) Help to improve environmental performance at operational facilities.
(iii) Assist facility management.
(iv) Increase the overall level of environmental awareness.
(v) Accelerate the overall development of the environmental management control system.
(vi) Improve the risk management systems.
(vii) Protect the corporation from potential liabilities on breaches.
(viii) Conservation policy and application guidance.
(ix) Fund allocation (Capex and Opex) and utilization w.r.t environment protection.
(x) Develop a basis for optimizing environmental resources.
Benefits of Environmental Auditing

By constructive environmental auditing, the following benefits can be derived:
(i) Improves efficiency of Environmental Management System (EMS): Environmental auditing encourages
an organisation to examine its operations constructively towards an effective EMS. It helps in assessing
the performance of the EMS, identify deficiencies in the system, and provides the basis for environmental
improvement plans. Based on the findings and recommendations of the environmental audit, management
can take corrective actions.
(ii) Compliance with environmental laws and standards: Status of adherence w.r.t environment rules
and regulations can be monitored for upgrading governance process. Non-compliance may also lead to
‘reputational risk’. The most important benefit of an environmental audit is that it ensures cost-effective
compliance with environmental laws and regulations, industry guidelines and standards, and the company’s
environmental policies.
(iii) Risk mitigation: There is a growing belief that environmental issues represent a source of risk in terms of
unforeseen or foreseen reputational damage or similar other risks. It is the concern regarding environmental

risks which has led to the development of the field of environmental auditing. An environmental audit can
act as an effective risk management tool for assessing compliance with environmental legislation, thereby,
assisting the company in avoiding the related risks.
(iv) Meeting stakeholders’ expectations: Multiple stakeholders having varied interest and ‘wish list’.
Stakeholders have heightened expectations for a company’s environmental performance. They are concerned
about environmental responsibilities and protection of their interest. Conducting environmental audits will
help in reassuring various stakeholders, enhancement of reputation of the company as a good corporate
citizen; which indicates better stakeholder management.
(v) Cost and environmental benefits, reduction in operational inefficiencies: Environmental auditing can
highlight areas of improvement by recommending cost effective solutions for environmental issues e.g
Water Treatment Plant, Solid Waste Handling Equipment, usage of AFR (Alternate Fuel) etc. By identifying
operational inefficiencies, a company may be able to reduce its cost and/ or improve its environmental
performance.
(vi) Linking operating processes and environmental impacts: Aligning operating processes with environment
related compliances and desired environmental improvement scope; not only enhances awareness
among rank and file, also leads to better sustainability. By pinpointing both strengths and weaknesses
in the environmental management and other operating systems relating to the environment regularly, an
environmental audit encourages continual improvement.
(vii) Compliance with certification requirements: Conducting an environmental audit can be an important
step towards gaining companywide certifications like ISO 14001 or cradle to grave or product-specific
certification from organisations like Energy Star, LEED, the Forest Stewardship Council, Chlorine Free
Products Association, etc.
(viii) Increases employees’ awareness of corporate environmental policy and responsibility: Environmental
audit demonstrates company’s commitment to environmental protection. This in turn increases overall
awareness of workers w.r.t potential health hazards, risks, and other needs.
(ix) Assists management in decision-making: Environment Audit Reports can be perused by Management as
tool for taking decisions on Investment, managing stakeholder expectations etc. Environmental audit provides
an environmental database to assist management decisions, competitive advantage by raising corporate
profile concerning environmental issues, obtaining various accreditation e.g ISO 14001.
Although different types of environmental audits examine different issues, all environmental audits should have
four basic stages of activities: pre-audit, on-site, post-audit, and follow-up or review activities.
Stage 1: Pre-audit or Planning Stage:

A battle well planned is half won, same is applicable for environment audit also. A prior exposure is always
beneficial for understanding the process and collection of relevant datum/ information. Internal Auditors of the
entity and / or outsourced resources/firm having on different footings in this regard. Audit planning is vital to the
success of the audit undertaken. The internal auditor must spend adequate time in planning, as this will result in
better identification of important areas, potential problems, and proper assignment of work. During this stage of
the audit, generally following steps are taken:
(i) Collect background information about the entity: Collection of information about environmental policy
document, and goals of the organisation w.r.t environment,relevant environmental laws, regulations, and
standards governing the entity, persons responsible for carrying out environmental duties, and relevant
compliances environmental budget, significant environmental matters like material costs, risk areas, etc.

(ii) Define objectives of audit: Like any other audit assignment, goal setting is an important exercise for
environment audit as well.
(iii) Define scope: Outcome depends of defining scope of the assignment e.g. relevant laws, operational processes,
location and period of coverage etc. What parts of a facility (operations) will be audited?
(iv) Choose audit criteria: Against what will the facility be audited (e.g., for regulatory compliance audits,
against what regulations or standards will the facility be audited?)
(v) Select the audit team members: The audit team leader selects team members based on appropriate
knowledge, expertise and experience. The team can consist of external consultants, internal audit staff, or a
combination of both.
(vi) Develop audit plan and protocols: Protocols are written guides for the auditors that outline the activities to
be undertaken in conducting review of a given area under environmental audit. They often contain detailed
information about audit criteria, such as applicable regulations. Computers are often used in creating audit
protocols and in locating and sharing information between team members during the audit (e.g., regulatory
databases are often utilized in creating audit protocols).
(vii) Inform the facility: Arrangements for on-site visits and activities to be conducted with or without hampering
the normal work schedule of auditee department/s need to be intimated prior to initiate the review.
(viii) Desktop review.
Stage 2: On-site or Field Audit:

The following are steps involved in on-site or field audit:
(i) Application of desktop review outcome and/or query listing: During introductory phase, the formal
introduction stage, the team to appraise objectives of review and share their initial understanding from
desktop review to initiate activities of facility walk through and assess results on spot. Communicate the
objectives and methods of the audit to key facility personnel and schedule necessary meetings and interviews.
(ii) Facility tour: Identify areas of concern for more detailed inspection, get a feel for the site, and modify the
audit schedule accordingly.
(iii) Site/ facility inspection and evidence collection: It is always expected that site representative team with
hands on exposure in relevant topics/area to accompany the visiting team. The areas of concern based on
desktop review and site visit exposure to be enquired for appropriate feedback. Established protocols should
guide the inspection. The team may also wish to inspect areas of concern or interest that have been identified
in the facility tour.
Relevant document /evidence also need to be collected from site to crystalize preliminary observations and
Points Of Discussion (POD) at site/with site in-charge.
Inspect the entire facility (comprehensive inspection), therefore, sampling techniques may be an important
part of determining the parts of a site to be inspected.
(iv) Evidence: Collect sufficient, appropriate, and reliable audit evidence to check the activities, performance
impacts, and reports.
(v) Interaction with job holders: Interaction with responsibility holders will smoother the process of evidence
collection and quick resolution of queries for more clarity. However, the interactions to be recorded to avoid
any future mis-communication on the subject.

(vi) Sharing of findings and finalization of site visit report: Findings are the result of the evaluation of evidence
collected, visual inspection experience against audit scope and check-list. Exceptions, non-compliance, non-
maintenance of record, difference between datum and records/evidence, commitments from site personnel
etc. to be captured and presented to take it forward at appropriate level/s.It is important at this stage to review
where the facility does not meet the audit criteria.
(vii) Closing/ exit conference: This is a chance for auditees to identify misunderstandings and to be introduced to
the findings of the audit team.
Stage 3: Post-Audit:
Steps involved in post–audit are as follows:
(i) Post sharing of site visit outcome at the Corporate /Entity level with views of site incorporated, entity level
feedback also considered for final version of the report. The final version acknowledged by Management taken
into repository and presented to forums like Audit Committee, Risk Management Committee, environment
monitoring organisations etc.
Final evaluation of findings: Findings must be backed by evidence. It is important to note areas of deficiency
that were present during the previous audit, but are not yet corrected. Often finding are labelled as major or minor
depending on the level and types of risks posed and the speed with which the audit team feels they should be
addressed.
Stage 4: Follow up or Review Stage:

Action Plan emanated from the final report with responsibility owner and target date for complete implementation,
are tracked on regular basis to measure progress and completion stage. Once completed, the action plan can be
considered for a limited review to ensure flowing of desired impact. This also called the corrective action follow-up
phase. While not technically part of the audit, the audit manager or team leader may be involved in developing a
corrective action plan for addressing audit findings with the facility and reporting to senior management as to the
progress of this plan.
Contents of Report:
A standard Environmental Audit report should include the following:
(i) Executive Summary.
(ii) Introduction/background to audit including specification of the entity/ process or activity/ system/ site in
respect of which the environmental audit was conducted, and audit period.
(iii) Object and scope of environmental audit.
(iv) Audit observations
Status of conformity with internal environmental policies.
� Status of good environmental practices implementation.
� Measurement and recognition of all significant environmental costs, benefits, assets, and liabilities and
identification of significant environmental risks and contingencies.

� Level of staff awareness of operational issues relating to environmental performance; and

� Overall status of environmental performance
(v) Recommendations
(vi) Actions agreed upon with target date and ownership
(vii) Audit criteria.
(viii) Evidence used.
The report must distinguish between isolated incidents and chronic problems.
Recommendations: It includes possible impacts of negative findings and suggested corrective action.
Tools and Techniques Used in Environmental Auditing:

Some of the tools which can be used in environmental audits are:
� Checklists: Checklists are very useful tools used to ensure that different tasks or topics are included in the
assignment w.r.t scope. during the audit. They are very useful in specialized cases where a complex range of
issues and questions need to be asked to ensure that nothing is missed.
� Questionnaires: Audit protocols or audit questionnaires provide the basis and structuring for most audits.
They are based upon checklist questionnaires but are more complex and include more detail and sometimes
logistical information and data relating to the audit and the site being audited.
� Questioning: Questioning is one of the most crucial aspects of auditing yet from a training and awareness
point of view, it is often given the least attention. The purpose is information gathering in nature and not an
interrogation. The questioner must, therefore, be sensitive to the perspective of the auditee and avoid making
the questions accusatory, judgmental or aggressive.
� Observation: Observation is a vital component of an auditing exercise. Observation is a disciplined activity
that must be carried out in a very deliberate and controlled manner. The idea of looking at something twice is
important because it is part of the process that checks that the observation is accurately noted, analysed, and
recorded.
� Photographs: These are a very valuable aid in the audit process. However, to use them, several important
practical points must be borne in mind, the most important one is formal approval before using this technique.
� Research: It is useful to try and undertake some background research and investigation into the site or
company to be audited. Familiarization with the operations, products, raw materials reports, press material,
newspaper articles, etc. all provides useful background information to supplement questioning sessions and
help understand the operational processes.

Audit of Energy and Utilities –
Generation and Consumption 11.7
A
utility audit is an audit of utility expenses. Generally, these are electric, natural gas, and water/sewer
expenses.Utility Auditors are looking for billing errors/saving opportunities and consumption monitoring,
equipment designing, process improvement etc. with an objective of cost reduction and better process
control.
Electric/Natural Gas:
� Meter reading.
� Demand-based.
� Incorrect rate application.
� Incorrect tax.
� Multiplier/constant.
� Incorrect implementation of the contract.
� Incorrect application of tariff.
� Erroneous fees and taxes.
Water/Sewer:
� Meter reading.
� Multiplier/constant.
� Incorrect application of surcharges.
� Incorrect meter usage.
How Utility Cost Reduction Works:

Greatest concern for utility spent is high power tariff and consumption pattern. The cost reduction suggestion
depends on the following:
1. Ensuring accuracy of billing rates charged by service providers;
2. Consumption recording accuracy;
3. Regulatory compliances;
4. Equipment age and power consumed.

Energy Audit
Energy Audit is the key to a systematic approach for decision-making in the area of energy management. It attempts
to balance the total energy inputs with its use and serves to identify all the energy streams in a facility. An industrial
energy audit is an effective tool in defining and pursuing a comprehensive energy management programme. As
per the Energy Conservation Act, 2001, Energy Audit is defined as “the verification, monitoring, and analysis of
the use of energy including submission of technical report containing recommendations for improving energy
efficiency with cost-benefit analysis and an action plan to reduce energy consumption”.
Need for Energy Audit

In any industry, the three top operating expenses are often found to be energy (both electrical and thermal), labour,
and materials. Hence, cost reduction in energy consumption is of paramount importance. Energy Audit will help to
understand more about the ways energy and fuel are used in any industry and help in identifying the areas where
waste can occur and where the scope for improvement exists.
The Energy Audit would give a positive orientation to the energy cost reduction, preventive maintenance, and
quality control programmes which are vital for production and utility activities. Such an audit programme will help
to keep the focus on variations that occur in the energy costs, availability and reliability of supply of energy, decide
on appropriate energy mix, identify energy conservation technologies, retrofit for energy conservation equipment,
etc.
In general, Energy Audit is the translation of conservation ideas into realities, by lending technically feasible
solutions with economic and other organisational considerations within a specified time frame.
The primary objective of Energy Audit is to determine ways to reduce energy consumption per unit of product
output or to lower operating costs. Energy Audit provides a “bench-mark” (Reference point) for managing energy in
the organisation and also provides the basis for planning more effective use of energy throughout the organisation.
Type of Energy Audit

The type of Energy Audit to be performed depends on:
� Function and type of industry.
� Potential and magnitude of cost reduction.
Thus, Energy Audit can be classified into the following two types.
� Preliminary Audit.
� Detailed Audit.
Preliminary Energy Audit Methodology:

A preliminary energy audit is a relatively quick exercise to:
� Establish energy consumption in the organisation.
� Estimate the scope for saving.
� Identify the ‘low hanging fruits’ i.e. most likely and the easiest areas for attention.
� Identify immediate (especially no/low-cost) improvements/ savings.
� Set a ‘reference point’.
� Identify areas for more detailed study/measurement.
� A preliminary energy audit uses existing, or easily collectible data.

Detailed Energy Audit Methodology

A comprehensive audit provides a detailed energy project implementation plan for a facility since it evaluates all
major energy-using systems.
This type of audit offers the most accurate estimate of energy savings and cost. It considers the interactive effects
of all projects, accounts for the energy use of all major equipment, and includes detailed energy cost saving
calculations and project cost. In a comprehensive audit, one of the key elements is the energy balance. This is based
on an inventory of energy-using systems, assumptions of current operating conditions, and calculations of energy
use. This estimated use is then compared to utility bill charges. Detailed energy auditing is carried out in phases:
� Phase I - Pre-Audit Phase.
� Phase II - Audit Phase.
Phase I –Pre-Audit Phase Activities

A structured methodology to carry out an energy audit is necessary for efficient working. An initial study of the site
should always be carried out, as the planning of the procedures necessary for an audit is most important.
Initial Site Visit and Preparation required for Detailed Auditing.
Familiarize with the site, and assess the procedures necessary to carry out the energy audit. An initial site visit may
take one day and allows the Energy Auditor/Engineer to meet the personnel concerned.
During the initial site visit the Energy Auditor/Engineer should carry out the following actions:
� Discuss with the site’s senior management the aims of the energy audit.
� Discuss economic guidelines associated with the recommendations of the audit.
� Analyze the major energy consumption data with the relevant personnel.
� Obtain site drawings where available – building layout, steam distribution, compressed air distribution,
electricity distribution, etc.
� Tour the site accompanied by engineering/production.
The main aims of this visit are:
� To identify the main energy-consuming areas/plant Facilities to be surveyed during the audit.
� To identify any existing instrumentation/ requirement of additional metering facility at User Point from
consumption trend e.g., KWh, steam, oil, or gas meters.
� To identify the instrumentation required for carrying out the audit.
� To plan with the time frame.
� To collect macro data on plant energy resources, major energy consuming centers.
� To create awareness on lowering consumption.
Phase II- Detailed Energy Audit Activities
Whenever possible, checks of plant operations are carried out over extended periods, at nights and weekends as
well as during normal daytime working hours, to understand requirement, if any.
The audit report will include a description of energy inputs and product outputs by the major department or by major
processing function and will evaluate the efficiency of each step of the manufacturing process. Means of improving

these efficiencies will be listed, and at least a preliminary assessment of the cost of the improvements will be made
to indicate the expected payback on any capital investment needed. The audit report should conclude with specific
recommendations for detailed engineering studies and feasibility analyses, which must then be performed to justify
the implementation of those conservation measures that require investments.
The information to be collected during the detailed audit includes:
� Energy consumption by type /source of energy (Thermal, Hydro, Gas based etc.), by department, by major
items of process equipment, by Utilities, support functions etc.
� Material balance data (raw materials, intermediate and final products, recycled materials, use of scrap or waste
products, production of by-products for re-use in other industries, etc.)
� Energy cost and tariff data.
� Generation and distribution of site services (e.g., compressed air, steam).
� Sources of energy supply (e.g., electricity from the grid or self-generation).
� Potential for fuel substitution, process modifications, and the use of co-generation systems (combined heat and
power generation).
� Energy Management procedures and awareness training programs within the establishment.
Existing baseline information and reports are useful to get consumption patterns, production cost, and productivity
levels in terms of product per raw material inputs. The audit team should collect the following baseline data:
� Technology, processes used, and equipment details.
� Capacity utilisation.
� Amount & type of input materials used.
� Water consumption.
� Fuel Consumption.
� Electrical energy consumption.
� Steam consumption.
� Other inputs such as compressed air, cooling water, etc.
� Quantity & type of wastes generated.
� Percentage rejection / reprocessing.
� Efficiencies/yield.
Hence, Energy Audit is an effective tool in defining and pursuing comprehensive energy management programmes.
It has a positive approach aiming at continuous reduction in energy utilization.An energy audit provides an answer
to the question – what to do, where to start, when to start, at what cost, and for what benefits?
Energy Audit helps in energy cost optimization, pollution control, safety aspects and suggests the methods to
improve the operating and maintenance practices of the system. It is instrumental in coping with the situation
of variation in energy cost availability, reliability of energy supply, the decision on appropriate energy mix, the
decision on using improved energy conservation equipment, instrumentations, and technology.

Productivity Audit / Efficiency
Audit 11.8
T
he term productivity, if simply put, may be ‘output’ divided by ‘input’. ‘Output’ may mean goods as well as
services. For ‘input’ we may come across diverse factors, such as men, materials, machines, land, capital,
energy, organisation, and a host of others.
Thus, each of these factors or elements comes within the arena of productivity audit, and for overall productivity
audit, factorial productivities’ audit is necessary.
A critical examination of Efficiency Ratio, (that is, actual production in terms of standard hours to actual hours
worked) and ‘Activity Ratio’ (that is, actual production in terms of standard hours budgeted production in terms of
standard hours) may also form the content of productivity audit.
The concept of productivity is rooted in the production function but that does not mean that the audit of production
function is productivity audit. Where Standards, the yardsticks for measurement and comparison, and the actual
factor performances are (in physical or monetary terms) subjected to closer scrutiny and evaluation; may be
understood as the core of productivity audit.
Problems of Productivity Audit

The overall productivity, being the result of a contribution of different elements or factors, (such as—labour,
raw materials, components, plant, machinery, organisation, management, etc.) has to be evaluated by paying due
importance and attention to the results obtained out of these individual factorial productivities.
Thus, productivity audit has to take care of and pay due consideration to these factorial inputs for measurement
and evaluation.
Broadly speaking, the following limitations or problems are associated with productivity measurement:
1. Factorial inputs have got different units or yardsticks of measurement.
2. Inter-dependence of the different inputs and their integrated nature of work for the common final aim of
productivity measurement. That means labour productivity, machine productivity, material productivity, the
productivity of management and organisation function are closely inter-woven and inter-related.
3. As a corollary to the above, the solution of the series of simultaneous equations, even if done by a computer,
becomes somewhat of a subjective process. A unique mathematical solution is difficult to be worked out to the
entire satisfaction of an auditor.

Propriety Audit 11.9
P
ropriety audit may be defined as ‘Audit concerning the decisions of the executives, with an emphasis on
stakeholders interest, financial discipline, basically to get audit satisfaction that such decisions are within
the frame-work of sanction, authority, rule, procedure and law made by a competent body, and to advise the
executives either in preventing or reducing losses and increasing productivity or improving performance by timely
reporting’. Propriety audit ensures that an expenditure incurred is duly sanctioned by an appropriate authority but
should also investigate the justifications and the necessity for it
The auditors, while conducting the propriety audit, should, in any case, ensure observance of the following.
Canons of Financial Propriety:
1. Benefits accrued should be more than the spent.
2. No authority should exercise its power of sanctioning expenditure to pass an order which will be directly or
indirectly to his advantage.
3. Public money should not be utilised for the benefit of a particular person or section of the community unless:
(i) The amount of expenditure involved is in significant, or
(ii) A claim from the amount could be enforced in a court of law, or
(iii) The expenditure is in pursuance of a recognized policy or custom.
4. The amount of allowances (e.g., travelling allowances) granted to meet the expenditure of a particular type,
should be so regulated that these are not on the whole sources of profit to the recipients.
To assess the adequacy or otherwise of the effect of financial responsibilities, propriety, the audit should
examine on the following broad lines:
1. Whether the technical estimates or detailed programme and cost schedules are being framed and that the
same are adhered to; if not, whether there are adequate reasons for excess, delays, etc., or whether these are
occasioned by inefficient handling, wastes, etc. or due to incorrect preparation of original estimates.
2. Whether there have been any serious avoidable delays in the progress of the schemes increasing the total cost
of the scheme.
3. Whether there has been any wasteful expenditure including that resulting from lack of co-ordination.
4. Whether there have been any losses of recurring nature.
5. Whether the performance and cost compare with the results obtained in respect of similar schemes in other
areas.
6. Whether physical targets have been achieved within the estimated or sanctioned time.
7. Whether the ultimate objectives of the expenditure have been fulfilled.

Propriety audit has its following limitations -

1. In the decision-making process:
Since the auditor, examines and scrutinizes every decision for optimizing the spent; it often affects dynamism,
progress and causes delay in decision making.
2. In compliance with Regulations:
Since the operations are rule bound, ‘out of the box thinking process’ crippled by the same and does not ensure
the achievement of targets or objectives.
3. Timeliness:
The audit and its report, if delayed, will not be of much use. It will be a futile report on an unprofitable contract
after incurring losses.
Presently the forms of organisation which is having the benefits of propriety audit are:
(i) Government companies, such as the State and Central Government undertakings. The Comptroller and
Auditor General of India has a right to conduct efficiency-cum- economy-oriented propriety audit, in addition
to the statutory audit under his guidelines and instructions.
(ii) Under Companies Act both Chartered Accountants and Cost Accountants are empowered to perform Financial
and Cost Audit respectively to ensure Companies are governed properly, which are propriety based.
(iii) In the case of Government Companies, the Comptroller and Auditor General of India conducts the propriety
audit.
In the case of limited companies, the shareholders are generally scattered all over the country. They do not have
a real say or control over the conduct of the affairs of the company. The company is in the hands of the Board of
Directors. The shareholders need assurance that their funds are properly managed.

Corporate Social Responsibility

(CSR) Audit
11.10
C
orporate Social Responsibility (CSR) can be understood as the initiative of a company to assess and take
responsibility for the environment and impact on social welfare. Corporate social responsibility is a form
of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-
regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law,
ethical standards, and international norms.
The goal of CSR is to embrace responsibility for the company’s activities and encourage a positive impact through
its activities on the environment, consumers, employees, communities, stakeholders, and all other members of the
public sphere who may also be considered as stakeholders.
Thus, despite many definitions and different names, at the core they all point towards the same fundamental
principle, i.e., a company is responsible for providing more benefits than just profits for shareholders. It has a role
to play in developing sound corporate governance, fostering human rights, respecting cultural differences, and
promoting fair trade.
Corporate Social Responsibility offers manifold benefits both internally and externally to the companies.
Externally, it creates a positive image amongst the people for the company and earns special respect amongst its
peers.Internally, it cultivates a sense of loyalty and trust amongst the employees in the organisational ethics.
All types of CSR information disclosure are effected by the need for credibility. Some examples are:
1. Employees, to provide confidence in systems, establish progress against targets and improve confidence;
2. Specialists, including analysts, particularly rating agencies, government officials, and NGOs;
3. Business partners, to strengthen the supply chain; and
4. Communities, to establish credibility with neighbours and local organisations.
In a report entitled “The State of Sustainability Assurance” published by Accountability, some of the main points
were that:
(i) Sustainability assurance is seen as a key element in building the quality and credibility of sustainability
reporting, despite huge variations in the approach adopted, different forms of assurance conclusion, and a lack
of credibility amongst preparers and stakeholders;
(ii) Investors, regulators, and other stakeholders will become a powerful driver of sustainability assurance;
(iii) Effective sustainability assurance will involve multi-stakeholder teams and enable disclosed information to
have a better focus on what is material.
ISAE 3000 “Assurance Engagements Other Than Audits or Reviews of Historical Financial Information” issued
by the International Audit and Assurance Standards Board of IFAC addresses several broad principles, many of

which are relevant to assurance on CSR reporting. ISAE 3000 addresses several important issues that are of general
relevance to the assurance of non-financial information, e.g., planning and performing the engagement, using the
work of an expert, obtaining evidence, and preparing the assurance report based on the concept of reasonable
assurance. ISAE 3000 is used by many accountants as a basis for assurance on CSR/ sustainability reports.
The AA1000 Assurance Standard is a principle-based standard that provides an approach specifically aimed at full
sustainability assurance. It provides a platform to align the non-financial aspects of sustainability with financial
reporting and assurance. It provides a means for assurance providers to go beyond mere verification of data,
to evaluate the way reporting organisations manage sustainability, and to reflect that management and resulting
performance in its assurance statement.
Internal Auditors might be involved in CSR at various levels:

(i) Internal Auditors might facilitate or advise management on CSR self-assessment activities.
(ii) Internal Auditors might be involved in auditing CSR programs, either as individual components of the audit
plan, or as a broad-based review of how CSR is managed, and whether the company is achieving its CSR
objectives.
(iii) Internal Auditors might become involved in co-ordinating or participating in CSR Report verifications.
(iv) Proposed expenditure is made in areas demarcated /specified.
Internal auditors have an opportunity to make value additions to the Corporate Sustainability Reporting process
of their organisation. They must have a good knowledge and understanding of prevalent CSR concepts. Important
role internal auditors can play includes:
(i) Assist in the design/ implementation of the CSR management system.
(ii) Perform limited scope audits requested by top management.
(iii) Perform compliance audits.
Economic Performance:
(i) Direct economic value generated and distributed, including revenues, operating costs, employee compensation,
donations, and other community investments, retained earnings, and payments to capital providers and
governments.
(ii) Financial implications and other risks and opportunities for the organisation’s activities due to climate change.
(iii) Significant financial assistance received.

Social Cost-Benefit Analysis
Audit
11.11
S
ocial cost-benefit analysis has been defined in many ways.
“As a methodical and rational process of identifying, evaluating and assessing the benefits (outputs)
and costs (inputs) associated with alternative activities which will effectively accomplish economic
targets and social goals.”
Social cost-benefit analysis is a relatively new concept and as such, there is a divergence of opinion on various
assumptions. It is a kind of economic measurement of costs and benefits of the private sectors’ social responsibility
performance designed in addition to the traditional financial and cost accounting.
Presently, the appraisal process of a private concern’s project takes into account:
� Financial aspects i.e., viability based on return on investment, etc.
� Commercial aspects i.e., marketing plan and strategies, etc., and
� Technical aspects i.e., technical parameters of project specification.
But it ignores the socio-economic aspect i.e., whether the project is socially desirable and worthwhile in the
perspective of the national economy. The evaluation process does not consider the social costs-costs of external
diseconomies (say, shifting of labour from one to another sector).
Examples:
The employment of one labourer by a commercial enterprise deprives society of the benefits it was receiving earlier
from him engaged in other sectors of the economy (say, agriculture). Thus, the cost to the society (i.e., social costs)
can be best defined by the benefits deprived through the use of any facility by an industrial sector.
Benefits can be defined by the goods and services contributed in real terms by such a sector. The real costs of scarce
and surplus resources used in a project are opportunity cost and shadow price. So, the net benefit to society is the
excess of benefits over costs (sum of input costs and social costs).
Purposes of SCB Analysis:

These are:-
(a) To determine and measure the expected future economic and social benefits that may be derived from an
intended project or activity.
(b) To determine and measure the flow of future economic and social costs that would be incurred to accomplish
the benefits.

(c) To ascertain the net benefits as a result of the above assessment.

(d) To decide as to which of the projects or activities will yield the maximum benefits about set economic
standards and defined social goals for the national economy.
Basic Requirements (essentials) of SCB Analysis: Several elements are essential in undertaking an SCB Analysis.
These are as follows:
1. Identify and define the objectives of the project or intended activity.
2. Identify and measure the future benefits accruable -direct and indirect.
3. Identify and measure the relevant costs-direct and indirect (and imputed).
4. Ascertain the present value of net benefits including the choice of a discounting factor.
SCB Analysis Techniques:
About the analysis of projects for social profitability via SCB Analysis, the following techniques are available:
(i) UNIDO Methodology.
(ii) Little and Mirrlees approach.
(iii) Indian Planning Commission methodology.
The approaches advocated by the above are the same in the sense that they consider distortions in values of foreign
exchange, savings, and unskilled labour and carry out corrections in a similar way.
UNIDO method uses the equivalent consumption at the critical consumption level. By an application of the DCF
technique, the social IRR (internal rate of return) can be calculated as the yardstick for measurement.
L&M method uses the uncommitted social income in free foreign exchange at the hands of the Government. This
can be improved by the DCF technique.
Indian Planning Commission’s Method uses the uncommitted social income at the hands of the Government but
revalued at the shadow exchange rate.
To Sum Up:
Management audit is an emerging concept of auditing. Management audit is an act of evaluation with a view to
provide appropriate suggestions to the management to help decision making process. It also refers to the existence
of control system, compliance of rules and regulations etc.

Exercise
1. Management auditor should have a thorough knowledge of _______ .

(a) Financial Accounting.
(b) Production techniques.
(c) Costing systems.
2. A management auditor can recommend the most suitable system of flow of information _______ .
(a) Internally.
(b) Externally.
(c) Internally and externally.
3. Management auditor should be well versed with _______ .

(a) Management by exception.
(b) Management by objectives.
(c) Principles of delegation of authority.
4. Which of the following statements are true about management audit?

(a) The management audit is made compulsory and statutory.
(b) Management audit is a programme of one year.
(c) Management audit cannot be conducted by an independent person.
(d) No time limit can be fixed for submission of the report under management audit.
5. Cost audit is a verification of cost records to estimate the _______ efficiency of a business.
(a) External.
(b) Internal.
(c) Both internal and external.

6. The management auditor’s work begins _______ .

(a) After the work of a statutory auditor ends.
(b) Before the work of a statutory auditor begins.
(c) Varies from firm to firm.
7. Management audit is useful for _______ .

(a) Suggestion for targets.
(b) Assistance to management.
(c) Good staff relationship.
8. As per Leslie R. Howard, a Management audit is an investigation of a business from the _______ in
order to ascertain whether sound management prevails throughout.
(a) Highest level downwards.
(b) Lowest level upwards.
(c) Either (a) or (b).
9. Important point in corporate planning is _______ .

(a) Time and Work Study
(b) Imposing Control System
(c) Forecasting and goal setting.
(d) SWOT analysis.
10. Assurance engagements involve _______ .

(a) Only Individual Parties
(b) Three separate parties.
(c) Contractor and Contractee
(d) None of them
11. The consumer service audit critically examines:

(a) Outstanding payment of consumers.
(b) Price consumers are ready to pay for particular product/service

(c) An appraise management of business enterprise of responsibility towards consumers.

(d) Demand of a product by consumers.
12. Consumer Service Audit is part of _______ .

(a) Business Activity Audit
(b) Social Audit
(c) Service Audit
(d) None of Above
13. There are no fixed items of evidence to be checked by Management Auditor.

(a) The statement is true.
(b) The statement is false.
(c) The statement is partly true.
(d) The statement is partly false.
14. Management Audit Report Submitted to:

(a) Cost Audit Branch
(b) Audit Committee
(c) Central Government
(d) Management of Concern
15. There are no fixed items of evidence to be checked by Management Auditor. A Management Auditor
has to rely more on _______ .
(a) his experience and acumen.
(b) Auditors Working Paper.
(c) Physical Verification Sheet.
(d) Information Provided by Management.
1. Management auditor should be conversant with the nature of production activities in organisation.
2. Management auditing is a part of statutory auditing.


1. As a Management Auditor of a large organisation, you have been asked to carry out the review of
Marketing Policies as a part of Corporate Development. Prepare a questionnaire for carrying out such a
review.
2. What is meant by “Corporate Services Audit”? Describe the areas of the “Corporate Services Audit”, the
scrutiny thereof and evaluation criteria used in the Audit.
3. You are appointed by Mr. K who wants to join M/s DEF & Co., partnership firm as an investigating
accountant. List out the steps involved in conducting the same.
4. Evaluation of the personnel function of an organisation by management auditor is by no means an easy
task.
In your view what areas are to be covered and points to be kept in mind while assessing the personnel
function of an organisation?
5. While performing an Information System Audit, the Management Auditor should make sure that various
objectives are met. Briefly describe them.
6. M/s XYZ Ltd. engaged in manufacturing of engineering goods is consistently recording higher sales
turnover, but declining net profits since the last 5 years. As a management consultant appointed to find
out the reasons for the same, what are the points you would verify?
7. What do you understand by “Energy Audit”? Briefly state the functions of energy auditor.
8. What do you understand by Corporate Services Audit? Describe the areas of Corporate Services Audit,
the scrutiny thereof and the evaluation criteria used in such audit.
9. “Management Audit and Operational Audit are complementary and supplementary to one another”.
Discuss in brief.
10. Mr. Ram, being a CMA, certifies a financial forecast of his client which was forwarded to the client’s bank
based on which the bank sanctioned a loan to the client. Does Mr. Ram attract provision for professional
misconduct?
11. State four objectives of operational audit.
12. While performing an Information System Audit, the Management Auditor should make sure that various
objectives are met. Briefly describe them.
13. Write short note on - Probable format of environmental statement.
14. What points should you consider as a Management Auditor performing CSR Audit?
15. What do you understand by environment audit and productivity audit?
16. “Management Audit team should be multidimensional”. Discuss.
17. Write short not on “Customer Costing in Service Sector”.
18. What are the Management Audit Questionnaires?
19. “The Cost Audit Reports can be termed as propriety audit”- Discuss.

20. You have been appointed as a Management Auditor by SBI Bank. The Bank has recently launched a
scheme of ‘Gold Card’ issuing credit card to all savings account holders with average of `50,000/- in the
account. How will you evaluate the internal control system in the area of credit card operations of the
bank?
21. Discuss the risks that can be covered by a CSR Audit programme. Described the area covered by Corporate
Services Audit.
22. A management audit team should be multidimensional. discuss.
23. What is Energy Audit?
24. What is “Consumer Services” Audit?
25. What to you understand by Corporate Strategy?
26. Draft an internal control questionnaire for ‘Account Receivables’.
27. Internal Audit is an independent appraisal activity within an organisation for review of operations as a
service to management. Discuss.
28. You have been appointed as an internal auditor for M/s KBC Ltd which is a large manufacturing concern.
You are asked to verify whether there are adequate records for identification and value of Plant and
Machinery, tools and dies and whether any of these items have become obsolescent and not in use. draft
a suitable audit programme for the above.
Answer:

2. (c) Internally and externally.
4. (d) No time limit can be fixed for submission of the report under management audit.
5. (b) Internal.
6. (a) After the work of a statutory auditor ends.
8. (a) Highest level downwards.
9. (d) SWOT analysis:
A SWOT - strengths, weaknesses, opportunities and threats analysis can help identify and
understand key issues affecting the business.
10. (b) Three separate parties:
The parties are a public accountant in practice, a responsible party and intended users.

11. (c) An appraise management of business enterprise of responsibility towards consumers:

The audit is based on the philosophy that the role of business should be conducive to raising the
quality of life through its contribution in terms of better product-quality and services by making
available the products and services of the right qualities at the right time, in right quantity, at the
right place and right price.
12. (b) Social Audit:
Consumer Service Audit is an audit of public responsibility of business enterprise in relation to its
customers and is a part of social audit. The audit is based on the philosophy that the role of business
should be conducive to raising the quality of life through its contribution in terms of better product-
quality and services.
13. (a) The statement is true:
A Management Auditor has to rely more on his experience and acumen to identify areas of review.
14. (d) Management of concern:
Management audit undertakes examination of the effectiveness of management in controlling the
total activities of the organisation in the accomplishment of the organisation objectives.
15. (a) his experience and acumen:
A Management Auditor has to rely more on his experience and acumen to identify areas of review.
There are no fixed items of evidence to be checked by Management Auditor.
1. True
2. False

Evaluation of Corporate Image 12
12.1 Introduction
12.2 Audit Checks of Different Managerial Functions
12.3 Audit Checks of Various Corporate Divisions / Departments
12.4 ESG Audit

Evaluation of Corporate Image

To develop detail understanding about management reporting system to facilitate
preparation of reliable reports which will ensure accurate data driven cost effective
decisions and will build brand image. (CMLO 5b)

A corporate image is, of course, the total of impressions of the mass on the company. In many
instances, a brief, casual act by an employee can either lift or damage the corporate image in the
eyes of a single customer but the overall image is a composite of many thousands of impressions
and facts. After studying this module, the students will be able to –
 Know the benefits of Corporate Image in the Public towards the Organisations
 Understand the Reputation and performance of its brands (“brand equity”) of the Organisation
 Analyse the manner in which External relations with customers, stockholders, and the community
affects the Organisations
 Understand the importance of the ESG Audit in the Today’s Business environment

Introduction 12.1
“C
orporate Image” is the reflection of an organisation in the minds of stakeholders and society at large.
referring to a company’s reputation. The “Image” is what the public is supposed to see when the
corporation is mentioned. A good corporate image is a genuine asset; it translates into money at the
counter and a possible uptick in higher stock valuation.
The concept is usually associated with large corporations, but small businesses also have a corporate image even
if neither their owners nor customers think of it that way. In the absence of active efforts, corporate image “simply
happens”: it is how a company is perceived.
Management, however, may actively attempt to shape the image of the entity by communications, brand selection
and promotion, use of symbols, and publicizing its actions. Corporations trying to shape their image are analogous
to individuals who will dress appropriately, cultivate courteous manners, and choose their words carefully to come
across as competent, likable, and reliable. In the personal as in the corporate case, the image should match reality.
When it does not, the consequence will be the opposite of the one intended.
The Elements of Corporate Image

A corporate image is, of course, the total of impressions left on the company’s many publics. In many instances,
a brief, casual act by an employee can either lift or damage the corporate image in the eyes of a single customer
or caller on the phone, but the overall organisational image is a composite of many thousands of impressions and
facts.
The major elements are:
1. The core business and financial performance of the company.
2. The reputation and performance of its brands (“brand equity”).
3. Its reputation for innovation or technological prowess, usually based on concrete events.
4. Its policies toward its salaried employees and workers.
5. Its external relations with customers, stockholders, and the community.
6. The perceived trends in the markets in which it operates as seen by the public.
7. Promoter or leadership also acts in favour in building good corporate image. Sometimes a charismatic leader
becomes so widely known as a personal luster to the company.

Image versus Images

Only in the best of cases does a corporation enjoy a single reputation. Different publics may have different views
of the corporation depending on their different interests and experience with the organisation. A company’s brand
image may be very good but its reputation among suppliers is poor, because it bargains very hard, pays late, and
shows no loyalty to vendors. A company may be highly regarded on Wall Street but may be disliked on the Main
Street of cities where it has closed plants. A company may be valued for providing very low prices yet disliked for
its employment practices or in different environmental performance. It is much more likely that a small business
will have an all-around reputation for excellence than that a very large conglomerate will merit all-around praise.
Smallness has its advantages.
At the Core: Business Performance

The single most important factor in the corporate image is a Company’s core business performance reflected
through financial performance. A growing, profitable corporation with a steady earnings history will, for these
reasons alone please its customers, investors, and the community in which it operates. A profitable company that,
nevertheless, exhibits huge gyrations in earnings will fare worse: its earnings and dividends will be unpredictable;
it will have layoffs; its stock will fluctuate; its vendors will be more uneasy; its employees nervous. When
a business fails in its core function, its reputation heads straight south. Enron Corp., an energy trader, had a
stellar reputation as the 7th largest corporation measured in revenues. It fell into bankruptcy almost abruptly on
December 2, 2001; the Justice Department began to investigate it for fraud. Suddenly every aspect of the company
that had been admired and lauded, its audacity, energy, profitability, innovativeness, entrepreneurial spirit, and so
on took on opposite and negative connotations. The core business had failed; Enron’s reputation imploded. No
amount of corporate image polishing could have saved Enron’s reputation after that.
Measuring the Corporate Image

Corporations evaluate their image, much as politicians do, by the survey. They employ the methodology of marketing
surveys used both in polling and in support of advertising. The investigators select appropriate samples of the
public and interview them; telephone surveys are the most common. They use statistical methods of extrapolation
to project from the sample what the public as a whole (or selected publics) think. Corporations, of course, also rely
on the much “harder” measures such as sales and stock performance. Surveys of the corporate image are sometimes
motivated by sagging sales and a miserable press.
The theory of the corporate image holds that all things equal, a well-informed public will help a company achieve
higher sales and profits, whereas a forgetful or poorly informed public may come to hold negative impressions
about the company and may ultimately shift more of its patronage toward competitors.
As reported by Jamie LaReau in Automotive News, “Toyota periodically surveys U.S. consumers’ perceptions
of the automaker. The surveys suggested that Americans’ awareness of Toyota’s U.S. presence had declined
since 2000 even as the company was building and expanding plants.”
Words and Actions

The example of Toyota is a case in which Toyota felt the need to communicate (“words”) something about its
investments (“action”) in the United States. Ideally, words and actions are always closely linked in building
or repairing the corporate image. Expert advisors to the corporate world, such as Roger Hayward’s writing in
Accountancy Age emphasize the need for consistent follow-through so that employees become “a vast army of

goodwill ambassadors.” Whether the objective is to make the most of a good thing or to turn around an adverse
situation, good management practice will ensure that action is accomplished before the words are spoken.
Business and Corporate Image

Corporate image basically linked with ‘Reputational Risk, reputation among its employees, customers, vendors,
neighbours, society at large and the government agencies etc. goes a long way in favour of the Business.
The process continues in many ways:
� In the choice of brand names to be used.
� The company’s Website design.
� The quality of its products or services.
� Its promptness in paying bills.
� Its effectiveness in mounting promotions; and so on.

Audit Checks of Different
Managerial Functions 12.2
The functions of management uniquely describe managers’ jobs. The most commonly cited functions of
management are
� Planning,
� Organizing,
� Leading,
� Controlling etc.
Development of the Functional Approach to Management
Henri Fayol was the first person to identify elements or functions of management in his classic 1916 book
‘Administration Industrielle et Generale’. Fayol was the managing director of a large French coal-mining firm and
based his book largely on his experiences as a management practitioner.
Fayol defined five functions or elements of management:
� Planning,
� Organizing,
� Commanding,
� Coordinating, and
� Controlling.
Fayol argued that these functions were universal irrespective of the nature of business.
Fayol defined planning in terms of forecasting future conditions, setting objectives, and developing means to
attain objectives. Fayol recognized that effective planning must also take into account unexpected contingencies
that might arise and did not advocate rigid and inflexible plans. Fayol defined organizing as making provision for
the structuring of activities and relationships within the firm and also the recruiting, evaluation, and training of
personnel.
According to Fayol, commanding as a managerial function concerned the personal supervision of subordinates
and involved inspiring them to put forth unified effort to achieve objectives. Fayol emphasized the importance
of managers understanding the people who worked for them, setting a good example, treating subordinates in a
manner consistent with firm policy, delegating, and communicating through meetings and conferences.
Fayol saw the function of coordination as harmonizing all of the various activities of the firm. Most later experts
did not retain Fayol’s coordination function as a separate function of management but regarded it as a necessary
component of all the other management functions. Fayol defined the control function in terms of ensuring that

everything occurs within the parameters of the plan and accompanying principles. The purpose of control was to
identify deviations from objectives and plans and to take corrective action.
Fayol’s work was not widely known outside Europe until 1949 when a translation of his work appeared in the
United States. Nevertheless, his discussion of the practice of management as a process consisting of specific
functions had a tremendous influence on early management texts that appeared in the 1950s.
Management pioneers such as George Terry, Harold Koontz, Cyril O’Donnell, and Ralph Davis all published
management texts in the 1950s that defined management as a process consisting of a set of interdependent functions.
Collectively, these and several other management experts became identified with what came to be known as the
process school of management.
According to the process school, management is a distinct intellectual activity consisting of several functions.
The process theorists believe that all managers, regardless of their industry, organisation, or level of management,
engage in the functions of management. The process school of management became a dominant paradigm for
studying management and the functions of management became the most common way of describing the nature
of managerial work.
Criticism of the Functional Approach to Management

By the early 1970s, some experts suggested that the functions of management as described by Fayol and others of
the process school of management were not an accurate description of the reality of managers’ jobs. Chief among
the critics of the functional approach was Henry Mintzberg.
Mintzberg argued that the functional or process school of management was “folklore” and that functions of
management such as planning, organizing, leading, and controlling did not accurately depict the chaotic nature of
managerial work. He felt that the functional approach to the managerial job falsely conveyed a sense that managers
carefully and deliberately evaluated information before making management decisions.
Based upon an observational study of five executives, Mintzberg concluded that the work managers performed
could best be represented by three sets of roles, or activities: interpersonal roles, informational roles, and decision-
making roles. He described the interpersonal roles as consisting of figurehead, leader, and liaison. He identified
three informational roles: monitor, disseminator, and spokesperson. Finally, he described four decision-making
roles that included entrepreneur, disturbance handler, resource allocator, and negotiator.
Mintzberg’s challenge to the usefulness of the functions of management and the process school attracted a
tremendous amount of attention and generated several empirical studies designed to determine whether his or
Fayol’s description of the managerial job was most accurate. While this research did indicate that managers
performed at least some of the roles Mintzberg identified, there was little in the findings that suggested that the
functions of management were not a useful way of describing managerial work.
Scholars continue to debate this question. Research by David Lamond suggests that both approaches had some
validity, with Fayol’s approach describing the ideal management job and Mintzberg describing the day-to-day
activities of managers. Thus, the general conclusion seems to be that while Mintzberg offered genuine insight
into the daily activities of practicing managers, the functions of management still provide a very useful way of
classifying the activities managers engage in as they attempt to achieve organisational goals.
Planning
Planning is the function of management that involves setting objectives and determining a course of action for
achieving these objectives. Planning requires that managers be aware of environmental conditions facing their
organisation and forecast future conditions. It also requires that managers be good decision-makers.

Planning is a process consisting of several steps. The process begins with environmental scanning, which simply
means that planners must be aware of the critical contingencies facing their organisation in terms of economic
conditions, their competitors, and their customers. Planners must then attempt to forecast future conditions. These
forecasts form the basis for planning.
Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must
then identify alternative courses of action for achieving objectives. After evaluating the various alternatives,
planners must make decisions about the best courses of action for achieving objectives. They must then formulate
necessary steps and ensure the effective implementation of plans. Finally, planners must constantly evaluate the
success of their plans and take corrective action when necessary.
There are many different types of plans and planning.
Strategic Planning
Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses
of the organisation, and then determining how to position the organisation to compete effectively in its environment.
Strategic planning has a long-time frame, often three years or more. Strategic planning generally includes the entire
organisation and includes the formulation of objectives. Strategic planning is often based on the organisation’s
mission, which is its fundamental reason for existence. An organisation’s top management most often conducts
strategic planning.
Operational Planning
Operational planning generally assumes the existence of objectives and specifies ways to achieve them. Operational
planning is short-range planning that is designed to develop specific action steps that support strategic and tactical
plans. Operational planning usually has a very short time horizon, from one week to one year.
Organizing
Organizing is the function of management that involves developing an organizational structure and allocating
human resources to ensure the accomplishment of objectives. The structure of the organisation is the framework
within which effort is coordinated. The structure is usually represented by an organisation chart, which provides a
graphic representation of the chain of command within an organisation. Decisions made about the structure of an
organisation are generally referred to as “organisational design” decisions.
Organizing also involves the design of individual jobs within the organisation. Decisions must be made about the
duties and responsibilities of individual jobs as well as how the duties should be carried out. Decisions made about
the nature of jobs within the organisation are generally called “job design” decisions.
Organizing at the level of the organisation involves deciding how best to departmentalize, or cluster jobs into
departments to effectively coordinate the effort. There are many different ways to departmentalize, including
organizing by function, product, geography, or customer. Many larger organisations utilize multiple methods
of departmentalization. Organizing at the level of the job involves how best to design individual jobs to most
effectively use human resources.
Traditionally, job design was based on principles of division of labour and specialization, which assumed that
the more narrow the job content, the more proficient the individual performing the job could become. However,
experience has shown that jobs can become too narrow and specialized. When this happens, negative outcomes
result, including decreased job satisfaction and organisational commitment and increased absenteeism and turnover.
Recently many organisations have attempted to strike a balance between the need for worker specialization and
the need for workers to have jobs that entail variety and autonomy. Many jobs are now designed based on such
principles as job enrichment and teamwork.

Leading
Leading involves influencing others toward the attainment of organisational objectives. Effective leading requires
the manager to motivate subordinates, communicate effectively, and effectively use power.
To become effective at leading, managers must first understand their subordinates’ personalities, values, attitudes,
and emotions. Therefore, the behavioural sciences have made many contributions to the understanding of this
function of management. Personality research and studies of job attitudes provide important information as to how
managers can most effectively lead subordinates.
Studies of motivation and motivation theory provide important information about how workers can be energized to
put forth the productive effort. Studies of communication provide direction as to how managers can effectively and
persuasively communicate. Studies of leadership and leadership style provide information regarding questions such
as, “What makes a manager a good leader?” and “In what situations are certain leadership styles most appropriate
and effective?”
Controlling
Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps,
which include establishing performance standards, comparing actual performance against standards, and taking
corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs,
or profits, but may also be stated in other terms, such as units produced, number of defective products, or levels of
customer service.
The managerial function of controlling should not be confused with control in the behavioural or manipulative
sense. This function does not imply that managers should attempt to control or manipulate the personalities, values,
attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager’s role in
taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contribute
toward the accomplishment of organisational and departmental objectives.
Effective controlling requires the existence of plans since planning provides the necessary performance standards
or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards
lies. Two traditional control techniques are the budget and the performance audit. Although controlling is often
thought of in terms of financial criteria, managers must also control production/operations processes, procedures
for delivery of services, compliance with company policies, and many other activities within the organisation.
Management Functions Audit

Management Audit helps management in setting sound and effective targets. It is the method of evaluating the
total efficiency of the management from the top level to the lowest level. It was originally developed as a tool for
investment appraisal.
Management audit is a difficult and complex task. It performs the following functions:
1. Management audit identifies the objectives of an organisation.
2. It reviews or provides guidance in the preparation of complete statements of the performance standards and
yardsticks for measurement applicable to each major decision or performance area.
3. It reviews the structure of the organisation and assets of the organisation and decides whether goals can be
achieved or not. It critically examines and refines the units of measurement commonly applied in each major
performance or decision area.

4. It examines all the scope of work and liability centers. In this regard, the auditor should help management
in pinning down and inter-relating the performance standards and measurements with the operating
responsibilities of each person affected.
5. It evaluates whether the management team is working in the interests of shareholders, and other stakeholders.
The management audit covers the following areas:
1. Examination of organisation structure in full or part thereof.
2. Checking the operations of management and its effectiveness.
3. A critical appraisal of activities of management executives.
4. Examination is to be carried on independently by experts.
5. Evaluation of the functioning of the management board.
6. Analyze goals, plans, policies, and activities of the management.
7. Evaluation of the earning capacity of the management.
8. Making management face or tackle any problem effectively in the future.
Management Audit and its Scope

1. Studying the organisation:
Reviewing the formal organisation structure, policies, procedures, information systems and flows, and decision
centers to determine adequacy of arrangements made for running an entity
2. Searching for-performance shortcoming:
Since the concept of management audit requires the appraisal and assessment of total organisational performance;
examines in depth the functioning of the system and its performance, its scope is synonymous with the appraisal
areas identified by the American Institute of Management.
These are as follows:
1. Economic function vis-a-vis social responsibility:
This involves appraising the public esteem value of the company about different interests like shareholders,
employees, creditors, distributors, consumers, and the community in which it operates.
2. Corporate structure:
The appraisal is made as to flow of information, span of supervision, authority relations, Organisation structure and
reporting lines viz. centralization /de-centralization of authority etc.
3. Earning growth and business prosperity:
This requires appraising the extent to which the resources have realized the profit in real and tangible terms. The
potential earnings, opportunities and actuals on Year-on-Year basis indicates improvement.
4. Service to shareholders:
The assessment is made mainly on three basic criteria:
(a) Risk minimization of their investment.
(b) Reasonable return on investment, and
(c) Reasonable appreciation of capital over a period.

5. Research and development:

This is applicable for manufacturing entities and big ticket item for Pharma, Drug discovery, electric vehicle
and battery, robotic application etc. Business opportunity may out weight the new Investment and research &
development cost.
6. Constitution of Board Of Directors:

The assessment on four fundamental elements, viz.:
(a) Quality of each Director and his contribution
(b) Role as influencer
(c) Team work and
(d) Trusteeship role.
7. Fiscal and financial policies:

The evolution of the capital management system, dividend policy, fiscal policy and controls and their application
in different areas of corporate activity.
8. Operational effectiveness:
The evaluation of the management performance (betterment) in each relevant operational areas (sourcing, labour,
waste control, uninterrupted flow of product, maximize throughput, sales volume and revenue growth, machinery
up-time etc.) against the target set; indicates management capability to move towards next level of success.
Management Audit – Objectives:

The basic objectives of management audit are given below:
1. To identify the level of achievement of the objectives of the organisation.
2. To identify the shortcomings and barriers to achievement.
3. Putting appropriate control mechanism to pre-empt possibility of leakage or sabotage.
4. To help the management to conduct efficient administration of the operations.
5. To help the management executives in the effective discharge of their responsibilities.
6. To suggest to the management the ways and means available to achieve the objectives.
7. To guide towards improved performance.
8. To improve operations and achieve operational excellency.
9. To ensure the fullest extent of the management efficiency.
10. To help the management executives in the effective discharge of their duties.
11. To come-up with innovative ideas, solutions to improve efficiency and performance.
12. To ensure openness and proper, honest feedback mechanism.
13. To identify the deviations against the set standards or the benchmarks of the industry.
14. To help the management in improving the communication w.r.t execution aspect of policies, objectives, etc.

Management Audit – Need and Importance:

Management Audit has become necessary on account of the following reasons:
1. Management audit examines whether appropriate policies are laid down by the company management and he
same being adhered through spirit and action.
2. It helps in the improvement of the performance of management as a Team.
3. Management audit suggests eliminating wastage and/or achievement of maximum with minimum.
4. Independent appraisal of performance.
5. SWOT (Strength, Weakness, Opportunity and Threats) are analyzed for timely management intervention.
6. Review of effectiveness w.r.t decision making process.
7. Ensure good governance practice in every sphere of managerial activities.
Importance of Management Audit:

Management audit plays a pivotal role in making the company efficient due to the following reasons:
1. Management Audit sets the policies and objectives right given changing environment, competitors’ strategies,
changes in technology, consumers’ preferences, etc.
2. It helps the management in improving its systems given developments or creations in management principles,
techniques, and approaches.
3. It helps the management in improving its performance in the execution of policies and in utilizing resources.
4. It sets the direction of objectives policies and business definition.
5. Provide a roadmap w.r.t overall organisational improvement.
Management Audit – Process Adopted for the Implementation of Management Audit:

(1) Objectives for Introducing Management Audit System:
Progressive management wants proper and independent evaluation of its activities including decision making
process. To achieve the said purpose, management auditor is appointed. Management Audit function can be
outsourced and/or through internal resources.
(2) Critical Appraisal:
Role of management audit is to critically appraise the activities from all possible angels including technical and
provides independent feedback with suggestion for improvement.
Management Audit Approaches:
A structured approach is the basic pre-requisite of the management auditor. Knowledge of organisational structure,
processes and sub-processes guides the auditor to frame appropriately the scope and program before starting a
management audit. The scope to include-
1. Effectiveness of the formal organisation structure and organisation charts.
2. Apprising decision making process effectiveness and hierarchy.
3. He should appraise the management information system, its worth by way of accuracy and timeliness of
reporting.
4. Various policies and status of deployment including further requirement to strengthen the activities.
5. Adherence to statutory regulations for running the business.

Audit Checks of Various Corporate
Divisions / Departments 12.3
T
he need for auditing a company’s business activities and operations hovers around mitigation of
business risks, improve governance processes, ensure accomplishment of organisational goals and
objectives.
The checklist aims to help the auditor in course of review in performing the task in a structured manner and also
ensures completeness against the planned objective of accomplishment.
1. Strategic Business Planning

Auditing strategic business planning can be described as taking a series of steps to assess the company’s objectives,
the business plan, and the SWOT for accomplishment of the goals.
The following questions are to be raised by the Management Auditors with the concerned Corporate
Divisions/ Departments during the Audit Process:
� Whether the entity having a Mission, Vision statement aligned with Corporate Goals and departmental goals?
� Whether SMART (Specific, Measurable, Achievable, Relevant, and Timeframe) set of Goals are in place and
cascaded down function-wise for accomplishment?
� Whether company strategies to address target market, acquisitions, entering new geography, market penetration,
counteract competition etc. are in place and effectively perused?
� Whether outcomes are compared with target for corrective actions, if any, required?
2. Organizational Structure:
� Whether a lean but adequate structure in the Organisation exist to address business requirement?
� Whether hierarchical structure supports the smooth decision making process with appropriate and adequate
information movement from the approved requisite sources?
� Whether appropriate communication for clarity on organisation operating model in place to help conduct /
perform the designated role?
� Whether the employees are clear about their roles, responsibility and accountability?
� Whether JD (Job Description) aptly documented with required details available to all job holders?
� Whether delegation of authority (DOA) captures clearly the authority and responsibility of assigned role?
� Whether review of structure is carried out from time to time to cope-up with changes in business scenario and/
or new requirements?

3. Finance & Accounting:

� Whether Finance and Accounting function manned with qualified accountants in sufficient number to handle
the criticality of business operations?
� Whether Company’s accounting activities are carried out through accounting software duly modified to support
the business requirement?
� Whether accounting function, recording, supervision, approval, report generation etc. authority is password
driven to cater the requirement of roles and responsibilities?
� Whether appropriate review mechanism is in place over the accounting activities carried out?
� Whether accounting results, cost datum etc. are published and shared with reviewers at appropriate level?
5. Tax:
� Whether a tax calendar to monitor deposit, return dates against each of the applicable tax legislation?
� Whether Tax law/rules-wise responsibility fixed to ensure compliances?
� Whether tax department employees are knowledgeable w.r.t tax provisions to ensure compliance?
� Whether contingent issues are appropriately decided to contest against any query from appropriate revenue
exchequer?
� Whether books of account is updated with return status (refund, penalty, claims), tax deposits etc. and reviewed
periodically w.r.t Tax Demand letters, assessment order etc.?
6. Budgeting:
� Whether budgeting exercise carried out for all the major activities e.g sales, purchases, advertisement, HR,
Marketing, Training etc.?
� Whether approval obtained for such budgets?
� Whether any course correction of Budget takes place based on the dynamic business scenario with due approval
mechanism?
� Whether the budget developed in terms of periods and performance standards, growth prospects etc.?
� Whether spent against each of budget heads are monitored periodically?
7. Cash Management:
� Whether Treasury Dept. having a Budget of inflow and outflow of Cash for business requirement on period
basis?
� Whether Capex and Opex related lows are monitored against sanctions to oversee best utilization?
� Whether transactions are carried out based on approvals of appropriate designated authority?
� Whether there exist a auto transfer facility for surplus cash to Overdraft Account to make cash at bank position
as ‘zero’?
� Whether cash at hand are kept with custodian with adequate recording for cash at hand?
� Whether surplus funds are invested /deployed efficiently?
� Whether all collections are banked immediately and exceptions reported?
� Whether opportunity of using lines of credit to reduce the demand for cash being carried out?

8. Pricing and cost-saving:

� Whether the entity having a flexible pricing policy to address the market dynamics of demand, supply,
competition, aggressive players’ strategy and quality etc.
� Whether the entity having a market penetration strategy to reach newer geography, new communities etc.?
� Whether the entity having a product and/or price leadership position?
� Whether R & D facility being deployed to cost rationalization effort for balancing margin even in case of price
erosion?
� Whether market forces are regularly monitored for reaping most advantageous price proposition?
� Whether economies of scale factored for enabling best obtaining pricing?
� Whether ‘make or buy’ decisions are explored to gain advantages in rising plant cost scenario?
� Whether marketing plans of discount, higher credit days are factored into cost to fix sales price?
9. Purchasing:
� Whether a well defined authority structure for purchase decisions is in place?
� Whether Requirements are raised after considering stock at hand and production Plan in sync with Sales
Forecast?
� Whether process of regular communication exists with Costing Team, sales and manufacturing Team for price/
rate change of items procured/planned for procurement?
� Whether quality monitoring forms part Vendor selection and price negotiation?
� Whether a pre-defined Vendor rating system exists and Vendors rated accordingly?
� Whether sufficient stock at ensured through monitoring delivery dates and supplies made?
� Whether a Vendor Development process in place to introduce new sourcing?
� Whether Share Of Business (SOB) of Vendors monitored to avoid dependency on Vendors?
� Whether the purchases are made at the best available price?
� Whether purchases are made mostly from direct manufacturers, instead of dealer, agents and brokers?
10. Marketing:
� Whether entity having a sales organisation with defined goals /targets?
� Whether the entity’s products are best in class w.r.t quality, pricing and performance to claim ‘top ranked’?
� Whether the products/services have a good reputation in the minds of the target audience?
� Whether the entity regularly reviews the market scenario to make its strategy, promotion activities and thwart
competition?
� Whether the entity having authentic source for collection of market data and utilize the same for best possible
decision?
� Whether Customer loyalty program, ‘Loss value analysis’ etc. tools are used to assess product leadership depth
of market for the product?

11. Risk & Insurance:

� Whether risk identification, managing and mitigation process is in place?
� Whether business risks analyzed and responded and opportunities explored?
� Whether the entity opts for insurance cover against the insurable perils?
� Whether appropriate policies are chosen to mitigate the risk of insurable perils and?
� Whether non-transferable risks are reviewed regularly for appropriate cost-effective mitigation plan
1. Evaluation of Purchase Management
2. Evaluation of Personnel Management
3. Evaluation of Production Management
4. Evaluation of Research and Development Activities
5. Marketing Audit
(i) Evaluation of Sales Management
(ii) Evaluation of Distribution Function
Annexure-I
1. Evaluation of Purchase Management
The primary objective of purchase management is to procure raw materials, packing material etc. of the requisite
quantity of required quality at a reasonable cost at the right time. A management accountant may make a model
questionnaire for evaluation of purchase management:
(a) Whether a separate Organisation structure with authority level exist to handle procurement function?
(b) Whether the purchase policy is available and reviewed from time to time?
(c) Whether the purchase requirements are based on material planning w.r.t production and sales requirement,
Inventory holding volume?
(d) Whether supplier selection process is laid down and negotiation takes place for the best offer?
(e) Whether specific quality, Cycle time etc. factors are considered before finalizing deal with the Vendor? regular
and dependable suppliers are ensured?
(f) Whether best available rate agreed upon after comparing with market rates?
(g) Whether follow-ups made for ensuring timely supplies?
(h) Whether Vendor rating process is in place?
(i) Whether a robust Vendor registration process is in place?
(j) Whether new Vendors are introduced to reduce the role of existing Vendors?
(k) Whether SOB (Share Of Business) monitored by the Dept. to pre-empt possibility of excessive dependency?

2. Evaluation of Personnel Management

The main objective of personnel function is to create such conditions in the organisation that the employees can
put to their best performances. The personnel manager has to assess manpower requirement, selection, recruitment,
training and development of individuals to get best out of the employee, and also to ensure favourableindustrial
relations, grievance redressal, discipline, wage settlements etc. The performance of the personnel function may
broadly be evaluated in the following way:
(a) Whether the HR is vibrant in the organisation through constant touch with employee/workmen?
(b) Whether the designated HR Representative function-wise monitoring performance of the Dept. and of the
staff?
(c) Whether HR is in constant touch with the decision makers within the Organisation?
(d) Whether HR Policies are available for employee entitlements and the same adhered by employees?
(e) Whether goal setting and performance monitoring exercise taken-up with functional heads?
(f) Whether training needs re identified and imparted as per requirement?
(g) Whether periodical ‘Job Evaluation’ process carried out for the purpose of employee movement, considering
promotion etc.?
(h) Whether manpower requisitions, budgeting of cost and manpower etc. monitored and approval obtained for
recruitment?
(i) Whether appropriate attendance capturing and monitoring in place?
(j) Whether salary, wages, reward etc. billed after due consideration of approvals?
(k) Whether appropriate initiative timely taken for employee grievance redressal?
(l) Whether regular communication (town hall etc.) conducted for maintain industrial harmony?
(m) Whether employee turnover is below the industry average?
(n) Whether appropriate regulations are adhered for ‘contractual deployments’ ?
(o) Whether ‘labour welfare schemes’ are announced keeping in view of larger interest of the rank and file?
(p) Whether legitimate unionism encouraged?
(q) Whether safety needs are appraised and strict vigil maintained for accident free operations?
(r) Whether ‘job rotation’ process resorted to for preparing pipeline of able employees?
(s) Whether monetary and non-monetary benefits are balanced in CTC ( Cost To Company)?
3. Evaluation of Production Management

The main objective of production management is to turn out finished goods of requisite quality by making optimum
use of men, machines, and methods. The productivity of such factors must satisfy the standards or norms set for
the industry. The following checklist will help the management auditor in evaluating production management:-
(a) Whether production planning cognizes market demand, plant capacity, raw materials availability, availability
of power, etc.?
(b) Whether quality concerns are addressed appropriately?

(c) Whether cost minimization efforts are taken to ensure competitive selling price?
(d) Whether actual consumption and BOM (Bill Of Material) is in tandem and variance, if any, analyzed at the
end of each run?
(e) Whether actual capacity is in line with expected production target?
(f) Whether appropriate safety measures are in place to preempt possibility of accidents?
(g) Whether Production system is connected with incentives for achievement?
(i) Whether maintenance plans are in place to ensure higher availability of equipment for production run?
4. Evaluation of Research and Development Activities
A management auditor of a company can appraise and evaluate activities of research and development based on
the following checklist:
(a) Whether R & D is a continuous process used for betterment of product quality, cost reduction, change in
process of production, new product discovery etc.?
(b) Whether the entity having a vision to achieve the above through R &D?
(e) Whether a budget prepared for R & D spent?
(d) Whether achievements are made as expected?
(e) Whether appropriate Quality of people manned in R & D?
(f) Whether the Board of Directors identify or endorse the broad “types of research” to be undertaken to order
oensure that the efforts are concentrated in line with the defined goals?
(h) Whether the R&D considered an independent department in the company?
(i) Whether the R&D results are properly recorded, classified and analysed?
(j) Whether on implementation of R & D suggestions, benefits outweigh the costs incurred?
5. Marketing Audit
A marketing audit is an independent review of the entire marketing effort of a company, or some specific marketing
activities covering objectives, programme implementation, and organisation for purposes of determining what is
being done, appraising what is being done, and recommending what should be done in future.
Marketing audits may be horizontal or vertical. A horizontal audit (also known as a system-level audit) covers
a major part of a marketing audit and evaluates a total appraisal of the marketing efforts of a company. The
marketing audit encompasses the following areas:
1. Objectives: Target setting and methods for accomplishment of objectives in detail.
2. Programme: Appraising efficacy of marketing programs for achieving the objectives.
3. Organisation: Structure, roles of marketing department.

5.1. Evaluation of Sales Management

The main objective of the function of sales management is to create and develop market (customers) and take the
‘pole position’.
The following questionnaire will help in evaluating sales management:
(a) Whether Organisation structure with role clarity exists?
(b) Whether SWOT for different geographical or Customer segment is carried out for planning the marketing
effort?
(c) Whether market share (product-wise, Customer base etc.) and enhancement of billing value indicating any
uptick?
(d) Whether growth is sustainable?
(e) Whether the system of appraising the performance of sales division and salesmen objectives fair?
(f) Whether the salesmen’s performance/efforts linked with rewards?
(g) Whether the budget is realistic and achievable without additional pass on to Customers?
(h) Whether quality of product justifies ‘price’ and returns are bare minimum?
(i) Whether market strategies are developed after in-depth study of market condition supported by database?
(j) Whether Order revies are carried out at periodic intervals and un-catered (able)ones are ‘dropped’?
(k) Whether supply pipeline and logistics are reckoned while booking order?
(l) Whether market campaign, advertisement, sales promotion effort etc. are linked with market achievement and
budgeted?
(o) Whether a defined ‘credit policy’ exists? And over ridings are duly approved as per delegation of authority?
(p) Whether ‘overdue’ are monitored and sales teams’ responsibility for collection clearly specified?
(q) Whether customer complaints are monitored for resolution?
5.2. Evaluation of Distribution Function

For evaluation of distribution function, a management auditor should consider the following points:
A. Distribution Function
(a) Whether the entity having an established network of distribution?
(b) Whether network/channel-wise operating plans are in place?
(c) Whether actual performance measured against plan?
(d) Whether appropriate logistic arrangements are in place for stock replenishment and delivery?
(e) Whether competition channels are enquired for performance and compared with own?
B. Capacity configuration
(a) Whether the production, marketing and distribution capacities provide an economical means of meeting the
necessary customer service criteria?

(b) Whether adequate inventory levels are maintained for smooth operational flow?
(c) Whether any ramp-up required for smooth operations?
C. Staging of inventory
(a) Whether past order trends are perused for inventory holding in each of the distribution channel?
(b) Whether the flow of finished goods inventory through the distribution process reasonable within the acceptable
service limits?
(c) Whether regular reviews of inventory physical condition checked and segregation, if required, carried out to
avoid any erosion?
D. Transportation mode mix

(a) Whether a transporter Registration process exists?
(b) Whether route, distance and vehicle availability factored into fixing freight?
(c) Whether delivery times are tracked for transport efficiency measurement?
(d) Whether multimodal arrangements are there? If so, safe handover ensured at each point?
(e) Whether the present model has been selected considering cost and service capabilities?

ESG Audit 12.4
I
ndia has introduced new environment, social, and governance (ESG) reporting requirements for the top 1,000
listed companies by market capitalization. The Securities and Exchange Board of India (SEBI) stipulates that
the disclosure must be made through a new format, namely the Business Responsibility and Sustainability
Report (BRSR). BRSR reporting will be mandatory from F.Y. 22-23.
Sustainability is fast becoming a key priority for corporates around the world. Businesses today are expected to be
more ethical and duty bound towards society. There has been a corresponding shift in the mindset of investors, with
priorities expanding to include sustainable growth along with the primary goal of wealth creation. Boardrooms
have taken note of this and have started embedding practices to ensure that these requirements are met.
Companies and organisations have started preparing sustainability reports disclosing their performance on
environmental, social, governance parameters as a part of reporting non-financial performance metrics. While
the Indian government has not mandated all companies to prepare these reports, it is strongly encouraged as such
monitoring and accountability provide clarity to investors and other stakeholders about the company’s responsible
conduct of activities.
How does India view ESG compliance?

In 2013, India became the first country to mandate corporate social responsibility with the Companies Act of 2013.
This tenet was previously suggested in the National Voluntary Guidelines (NVGs) on Social, Environmental, and
Economic Responsibilities of Business released in 2011 before being included in the Companies Act 2013.
Additionally, the top 500 listed firms in India by market-cap were instructed by SEBI to disclose indicators of
business responsibility and sustainability through Business Responsibility Reporting (BRR).
SEBI in India plays the role of the market regulator, regulating securities, and protecting the interests of the
stakeholders in the market. SEBI is also responsible for the implementation of an efficient ESG policy mechanism.
In 2021, SEBI issued a circular containing details of new sustainability-related reporting requirements called the
Business Responsibility and Sustainability Report (BRSR), which brings India’s sustainability reporting to global
reporting standards. BRSR is a departure from the BRR format.
What are the disclosure requirements under India’s new ESG policy?
On May 10, 2021, SEBI issued a circular introducing the Business Responsibility and Sustainability Report
(BRSR), which will replace the Business Responsibility Reporting (BRR). The new reporting format outlines
mandatory ESG policies and requirements for the top 1000 listed companies by market capitalization. The format
is based on the nine principles stipulated in the “National Guidelines on Responsible Business Conduct” (RBC
Guidelines).

The RBC Guidelines are influenced by leading international standards, including the UN Guiding Principles on
Business and Human Rights, UN Sustainable Development Goals, Paris Agreement, and International Labour
Organisation (ILO) Core Conventions. The RBC Guidelines addresses key sustainability matters, such as business
ethics and transparency, human rights, environmental safety, and fair labour practices.
The reporting format is mandatory from FY 2022-23 but is voluntary for FY 2021-22. This is to provide companies
with sufficient time to adapt to the new reporting compliance. Companies are encouraged, however, to adopt the
BRSR early.
The BRSR is aimed at securing transparent and standardized disclosures by companies on their ESG parameters
and sustainability-related risks. This approach is expected to help companies better demonstrate their sustainability
objectives, position, and performance to the market, resulting in long-term value creation and increasing the ability
of investors to make informed ESG-related decisions.
Business Responsibility and Sustainability Reporting in India:
Aspects Disclosure requirements Principles

a) Overview of the company’s material General management and process
environmental, social , and corporate disclosures
governance risks and opportunities and
approach to mitigate or adapt to these ESG
risks as well as relevant financial implications
General
b) Sustainability related goals and targets and
related performance
c) Management structures, policies, and
processes related to sustainability
Aspects Disclosure requirements Principles

a) Resource usage (energy and water) and Principle 6: Businesses should respect
intensity metrics and make efforts to protect and restore the
environment.
b) Air pollutant emissions
c) Greenhouse gas emissions (Scope 1, Scope
Environment
2, and Scope 3)
d) Waste generated and waste management
practices
e) Impact on biodiversity

Employees: Principle 3: Businesses should respect and

a) Gender and social diversity, including promote the well-being of all employees,
measures for differently-abled employees including those in their value chains.
b) Turnover rates
c) Median wages
d) Welfare benefits to permanent and contractual Principle 5: Businesses should respect and
employees promote human rights.
e) Occupational health and safety
f) Trainings
Social
Communities: Principle 8: Businesses should promote
a) Social impact assessments inclusive growth and equitable
development.
b) Rehabilitation and resettlement
c) Corporate social responsibility
Consumers: Principle 9: Businesses should engage
a) Product labeling with and provide value to their consumers
in a responsible manner.
b) Product recall
c) Consumer complaints concerning data
privacy, cyber security, etc.
a) Training on the principles stipulated in Principle 1: Businesses should conduct
the “National Guidelines on Responsible and govern themselves with integrity, and
Business Conduct” (RBC Guidelines) for in a manner that is ethical, transparent, and
members of the Board, senior managers, and accountable.
Governance employees
b) Anti-corruption and anti-bribery policies
c) Awareness programs conducted for value
chain partners on the principles in the RBC
Guidelines
Source: Mayer Brown
How big Indian companies are adapting to the ESG pivot:

Many leading companies in India have begun to include environmental, social, and governance targets as a part of
key result areas (KRAs) for Top Management.
The move is influenced by an increasing push from investors to allocate capital that not only generates financial
returns but is also invested in social good. Overall, non-financial factors increasingly become a marker of material
risks and growth opportunities for investors.
The pandemic and increasingly evident costs of climate change have elevated the importance of these
discussions, with many boards devoting significant time in their strategy meetings to discuss ESG issues.
ESG consciousness among corporates in India: Leading examples
For consumer goods maker Marico, ESG now becomes a part of top management KRAs.
Diversified miner Vedanta is currently planning to embed ESG into every aspect of the company’s decision-
making and performance evaluation.

Tata Group companies, such as Tata Steel, Tata Motors, Tata Consumer, Tata Power, and Tata Consultancy
Services (TCS) look at ESG as a priority. Their top management claims that sustainability is among the top four
business objectives for the organisation.
Early-stage venture capital investors are keen to support start-ups that actively facilitate ESG goals.
Textile major, Welspun, has also embarked on a journey to enable a sustainable approach in all its operations.
Environmental and social concerns are making modern consumers more cautious of their fashion and textile
choices leading brands to be more conscious of whether their ESG parameters are being optimally met.
Prominent Indian companies like Tech Mahindra, Infosys, and Wipro are part of the Dow Jones Sustainability
Index (DJSI), which assesses the ESG performance of companies globally. Historically, the companies that are
part of the DJSI follow ESG best practices and have fared well on the Indian bourses. This may be attributed to the
fact that investors, both institutional and retail, wish to invest in companies seen to be more socially responsible.
Blue-chips stock, such as TCS and Reliance Industries, recently announced roadmaps towards reduction in
greenhouse gas emissions towards zero. Investors seem to have an appetite for innovative instruments to finance
environmental and social initiatives.
How India compares with other countries:

Being the first country to have mandated corporate social responsibility, India has for some time taken the lead
in demanding ethical commitments from businesses. However, different countries have different approaches and
beliefs when it comes to ensuring responsible business activity.
The United Kingdom:

In the UK, quoted companies are mandated to provide a report disclosing annual greenhouse gas emissions,
diversity, and human rights under the Companies Act 2006 (Strategic and Director’s Report) Regulations, 2013.
Companies with a premium listing of equity shares in the UK also need to report on how they apply the main
principles of the Corporate Governance Code, 2012.
European Union:
The European Commission (EC) Directive on Disclosure of Non-Financial and Diversity Information (2013)
is considered a major reporting instrument of the EU. It requires certain large companies and public-interest
companies to disclose material environmental, social, and employee-related matters.
United States:
According to the Regulation issued by the US Securities and Exchange Commission (SEC), all listed companies
should disclose their environmental compliance expenses. Another sustainability reporting instrument by the New
York Stock Exchange (NYSE) mandates that listed companies adopt and disclose a code of business conduct and
ethics.
China:
Overall, China has seven regulations that act as instruments of mandatory disclosure on sustainability matters. The
Environmental Information Disclosure Act, 2008 mandates corporations to disclose environmental information.
Annual resource utilization, pollution levels, waste generation, disposal method, and some other aspects can be
disclosed voluntarily to gain more rights to grants and public support. A separate report with an environmental
disclosure is also requested from large companies listed on the Shanghai Stock Exchange.

Exercise
1. What is the main factor to maintain corporate image?
(a) Industry Goodwill.
(b) Employee loyalty.
(c) Shareholder’s trust.
(d) All of these
2. Which media relation norm enlists that actual and factual data should be reported?
(a) Accuracy.
(b) Honesty.
(c) Integrity.
(d) Depends upon the media.
3. Who is starting point of bottom–up communication?
(a) Employees.
(b) Customers.
(c) Management.
4. What is the business case for CSR?
(a) Better motivated staff reduce operating costs.
(b) Increased brand value and reputation.
(c) None of the above.
(d) All of these
5. What is the crucial function of a PR agency?
(a) Strategic planning.
(b) Key messaging.
(c) Media relations.
6. What is the main objective of investor relations?
(a) Create understanding between the investors, financial community, and the company.
(b) Create interest of the prospective investor in the company’s stocks.
(c) Build corporate image of the organisation.
(d) All of these.

7. What refers to the act of offense of saying something false or malicious that damages somebody’s
reputation?
(a) Libel.
(b) Slander.
(c) Defamation.
(d) IPR violation.
8. What is the essential trait of a PRO?
(a) Have high standard of integrity.
(b) Should be a learned.
(c) Should gain the people’s confidence easily.
(d) All of these.
9. Which type of advertising focuses on the basis of experience that customers have with a company?
(a) Corporate Image.
(b) Institutional.
(c) Perception Oriented.
(d) Identity.
10. Which strategy influences internal communications?
(a) Organisation’s strategy.
(b) A strategy of its own.
(c) Both of above
11. Which of this is true for corporate image of an organisation?
(a) Image is static and does not evolve over years.
(b) Image should change every year.
(c) Image should change with launch of every new product.
(d) Image should be built over years and then maintained.
12. Mass communication is the process of ________by spreading a message to the desired public.
(a) Mass persuasion.
(b) Mass awareness.
(c) Mass enlightenment.
(d) Mass prelude.
13. Which type of advertising focuses on the basis of experience that customers have with a company?
(a) Corporate Image.
(b) Institutional.
(c) Perception Oriented.
(d) Identity.


1. A firm’s image is based on the feeling consumers and businesses have about the overall organisation
and its individual brands.
2. Effective marketing communications are based on a clearly defined corporate image.
3. What a firm’s employees believe about the company’s image is far more important than what
consumers think.
4. Changing a corporation’s image requires both internal programs and external promotions.
5. An overt corporate name reveals what the company does.
6. A conceptual corporate name captures the essence of what a company offers, but does not reveal it
directly.
7. An implied corporate name contains recognizable words or word parts that suggest what the company
does.
8. Google is an example of an implied corporate name.
9. A conceptual corporate name seeks to capture the essence of the idea behind the brand or a vision of
what the company does.
10. “Federal Express” is an example of a conceptual corporate name seeking to suggest the idea of express
delivery.

1 What is ESG?
2. What is the Difference Between CSR and ESG?
3. How ESG is measured by the Organisation? – The Value of Data.
4. How ESG is Reported by the Organisation?
5. How does ESG create value for the Organisation?
6. How does the board of directors of the company need to evolve to oversee, enable and support the
delivery of our ESG and sustainability strategy?
7. What are the importance and limitations of Planning as a Function of Management?
8. What are the functions of managers? What are the basic activities within the management process?
9. What are the different levels of management?
10. Mention the different roles managers have to play in modem organisations.
11. How are management skills acquired?
12. What is the scope of management?
13. How to enrich or improve company image?
14. Briefly explain the company’s mission, vision, and values.
15. If new product or service launched, explain the measures to fit with existing brand.

16. What are the fundamental components for a successful brand?

17. How to spin-off a company without losing market share or profit?
18. How to increase brand recognition?
19. A full research or discovery is required before kick-starting a re-brand of the Company Product.
Explain.
Answer:
1. (d) All of these

2. (a) Accuracy
3. (a) Employees
4. (d) All of these
5. (d) All of the above
6. (d) All of these
7. (b) Slander
8. (d) All of these.
9. (c) Perception Oriented.
10. (c) Both of above
11. (d) Image should be built over years and then maintained
12. (a) Mass persuasion
13. (c) Perception Oriented
True / False
1. True 2. True 3. Fasle 4. True 5. True

6. False 7. True 8. False 9. True 10. False

Information Systems Security
Audit
13
13.1 Overview
13.2 Compliance and Security Framework
13.3 Cyber Security and Cyber Forensics
13.4 IT Audit in Banking Sector

Information Systems Security Audit

To develop adequate knowledge on information system, its security framework
to evaluate whether information systems are safeguarding corporate assets, and
maintaining the integrity of stored and communicated data. (CMLO 3c)

An IT security audit is a comprehensive examination and assessment of an enterprise’s information
security system. Conducting regular audits can help identify weak spots and vulnerabilities in IT
infrastructure, verify security controls, ensure regulatory compliance, and more. After studying this
module, the students will be able to –
 Identify the need for IS Audit in the Business Organisations
 Learn the various compliance and security frameworks of the organisation in an IT Environment
 Differentiate between Cyber Security and Cyber Forensics

Introduction 13
T
he advancement of information systems and technology offers a vital benefit for businesses. However, it
also brings ever-increasing challenges due to the existence of hackers, malware, viruses, cyber crimes, etc.
Therefore, frequent and strong follow-up is required via regular information systems security audits.
An information systems security audit (ISSA) is an independent review and examination of system records,
activities, and related documents. These audits are intended to improve the level of information security, avoid
improper information security designs, and optimize the efficiency of the security safeguards and security processes.
The term “security framework” has been used in a variety of ways in security literature over the years, but in 2006,
it came to be used as an aggregate term for the various documents, some pieces of software, and the variety of
sources that advise on topics related to information systems security, in particular, about the planning, managing
or auditing of overall information security practices for a given institution.
Although security is a never-ending process that requires continued follow-up, it is still in its infancy. Also, a
security audit is an unexplored area and requires a simple framework to guide the process.

Overview 13.1
A
n IT security audit is a comprehensive examination and assessment of an enterprise’s information security
system. Conducting regular audits can help identify weak spots and vulnerabilities in IT infrastructure,
verify security controls, ensure regulatory compliance, and more.
IT security audits involve how they can help the organisation achieve its security and compliance goals.
First and foremost, a comprehensive IT security audit enables to verification of the security status of the company’s
infrastructure: hardware, software, services, networks, and data centers.
An audit can help to answer the following critical questions:
Are there any weak spots and vulnerabilities in current security?
Are there any extraneous tools or processes that don’t perform a useful security function?
Are equipped to fend off security threats and recover business capabilities in the event of a system outage or data
breach?
If discovered security flaws, what concrete actions can take to address them?
A thorough audit can also help remain in compliance with data security laws. Many national and international
regulations, require an IT security audit to ensure that information systems meet their standards for the collection,
usage, retention, and destruction of sensitive or personal data.
A Compliance Audit is typically conducted by a certified security auditor from either the applicable regulatory
agency or an independent third-party vendor. In some cases, though, personnel within the company may perform
an internal audit to check the company’s regulatory compliance or overall security posture.
If an organisation performing an audit for either general cyber security or regulatory compliance purposes, follow
these steps and best practices to ensure an efficient, effective process.
The Steps in an IT Security Audit

A cyber security audit consists of five steps:
� Define the objectives.
� Plan the audit.
� Perform the auditing work.
� Report the results.
� Take necessary action for the deficiencies.

Define the Objectives:

Layout the goals that the auditing team aims to achieve by conducting the IT security audit. Make sure to clarify
the business value of each objective so that specific goals of the audit align with the larger goals of the company.
List of questions as a starting point for brainstorming and refining of objectives for the audit.
� Which systems and services do want to test and evaluate?
� Do audit digital IT infrastructure, physical equipment, and facilities, or both?
� Is disaster recovery on the list of concerns? What specific risks are involved?
� Does the audit need to be geared towards proving compliance with a particular regulation?
Plan the Audit:

A thoughtful and well-organized plan is crucial to success in an IT security audit.
Define the roles and responsibilities of the management team and the IT system administrators assigned to perform
the auditing tasks, as well as the schedule and methodology for the process. Identify, monitor, report, and data
classification tools that the team will use and any logistical issues they may face, like taking equipment offline for
evaluation.
Once decided on all the details, document and circulate the plan to ensure that all staff members have a common
understanding of the process before the audit begins.
Perform the Auditing Work:

The auditing team should conduct the audit according to the plan and methodologies agreed upon during the
planning phase. This will typically include running scans on IT resources like file-sharing services, database
servers, and SaaS applications like Office 365 to assess network security, data access levels, user access rights, and
other system configurations. Also physically inspect the data center for resilience to fires, floods, and power surges
as part of a disaster recovery evaluation.
During this process, interview employees outside the IT team to assess their knowledge of security concerns and
adherence to company security policy, so any holes in the company’s security procedures can be addressed moving
forward.
Report the Results:

Compile audit-related documentation into a formal report that can be given to management stakeholders or the
regulatory agency. The report should include a list of any security risks and vulnerabilities detected in IT systems,
as well as actions that IT staff recommend to mitigate them.
Take Necessary Action:

Follow through with the recommendations outlined in the audit report. Examples of security-enhancement actions
can include:
� Performing remediation procedures to fix a specific security flaw or weak spot/s.
� Training employees in data security compliance and security awareness.
� Adopting additional best practices for handling sensitive data and recognizing signs of malware and phishing
attacks.
� Acquiring new technologies to strengthen existing systems and regularly monitor infrastructure for security
risk.

Difference Between a Security Audit and a Risk Assessment

A security audit and a risk assessment each involve a process of examining and evaluating security risks for an
organisation. The differences between them have to do with their timing and scope.
A risk assessment is often performed at the start of an IT initiative before tools and technologies have been deployed.
It’s also performed every time the internal or external threat landscape changes-for example when there is a sudden
rise of ransomware attacks or a massive shift to remote working. In organisations with mature security processes,
risk assessment is performed regularly to assess new risks and re-evaluate risks that were previously identified. The
goal of a risk assessment is to determine how best to build IT infrastructure to address known security risks. Hence,
this activity is focused on outward factors and how they affect infrastructure.
A security audit, on the other hand, is performed on an existing IT infrastructure to test and evaluate the security
of current systems and operations. As a best practice, schedule security audits to be performed at regular intervals
so that overall security posture is on an ongoing basis.
To make sure that security audit is effective in identifying flaws and weaknesses in the IT system, follow these
best practices.
Establish Clear Objectives

Clearly defining goals and scope keeps the audit on track to be measurable, actionable, and successful. And when
all members of the auditing team stick to the defined objectives, they can stay focused on critical tasks and avoid
wasting valuable time and resources on irrelevant or unnecessary issues.
Obtain Buy-in from Key Stakeholders

For an infrastructural initiative like a security audit to be successful, there is a need for support and advocacy from
the top levels of the organisation, including the chief security officer and chief information officer. Management
sponsorship will help ensure that the audit gets the time and resources that are required.
Define Clear Action Items Based on the Audit Results

It’s not enough just to publish a report of findings. The audit should contribute to the security of the organisation by
providing clear and practical guidelines for making cybersecurity improvements. If there’s a system vulnerability,
create a plan for how to remediate it. If a file or data system is out of regulatory compliance, take the necessary
measures to bring it into compliance.
Security Audit Solutions

IT security auditing is most useful and effective when conducted regularly. Create a schedule to periodically audit
the entire system portfolio to assess compliance with data regulations and maintain operational readiness for cyber
attacks.

Compliance and Security
Framework 13.2
S
ince the entire banking heavily relies on electronic platforms and online transactions, cyber security is
imperative. Hence, RBI expects banks to assess their Cyber Security preparedness. RBI mandates that a
Top to Down approach in information security governance must be followed which starts from the Bank’s
operating board to IT and IS committee, and to level further down in the hierarchy. RBI also expects the Banks to
report to the Cyber Security and Information Technology Examination (CSITE) Cell of the Department of Banking
Supervision, with the following details.
� Gap analysis against the published Cyber Security / Resilience Framework.
� Information security controls.
� Effectiveness of the implemented controls.
� Plan of action to mitigate risks.
� Role of Chief Information Security Officer (CISO).
How RBI Audit is performed for a bank?

� The audit is conducted as an in-depth technical assessment.
� Includes information security process audit.
� Includes applicability of cyber security controls.
� By checking evidence and logs on servers.
� Includes checking all norms of technical requirements as per RBI.
RBI Audit Report

� A detailed gap analysis report.
� The report will provide who needs to do what activities to be compliant with RBI.
� Wherever possible, the report will include details on what exactly needs to be done and by which team or
person.
RBI Cyber Security Framework Domains

RBI has provided clear guidelines for controls implementation, for the baseline cyber security and resilience
framework. Following are the Baseline controls:
� Inventory Management of Business.

� IT Assets Preventing execution of unauthorized software.

� Application Security Life Cycle (ASLC).
� Patch/Vulnerability & Change Management.
� Vendor Risk Management.
� Removable Media.
� Maintenance, Monitoring, and Analysis of Audit Logs.
� Audit Log settings.
� Metrics.
� Forensics.
� Environmental Controls.
� Network Management and Security.
� User Access Control / Management.
� Authentication Framework for Customers.
� Advanced Real-time Threat Defense and Management.
� Anti-Phishing.
� Vulnerability Assessment and Penetration Test.
� Red Team Exercises.
� Incident Response & Management.
� User / Employee/ Management Awareness.
� Customer Education and Awareness.
� Secure Configuration.
� Secure mail and messaging systems.
� Data Leak prevention strategy.
� Risk-based transaction monitoring.
Besides these controls, the Banks are mandated to implement controls based on their level as decided by RBI.
Those controls are as below:
Level 1 Banks Cyber Security

� Baseline Cyber Security and Resilience Requirement.
� Vendor/Outsourcing Risk Management.



� Change Management.
� Periodic Testing.
� User Access Control / Management.
� Authentication Framework for Customers.
� Anti-Phishing.
� Data Leak Prevention Strategy.
� Audit Logs.
� Incident Response and Management.

� User Access Control.
� Advanced Real-time Threat Defense and Management.
� Maintenance, Monitoring, and Analysis of Audit Logs.
� User / Employee/ Management Awareness.
� Risk-based transaction monitoring.

� Arrangement for continuous surveillance-Setting up of Cyber Security Operation Centre (C-SOC).
� Participation in Cyber Drills.
� Forensics and Metrics.
� IT Strategy and Policy.
� IT and IS Governance Framework.
� Chief Information Security Officer (CISO).
� Information Security Committee.
� Audit Committee of Board (ACB).

Cyber Security and Cyber
Forensics 13.3
A
t first glance, computer forensics and cyber security may seem similar, but there are key differences
between the two professions. Computer forensics focuses on uncovering and preserving encrypted or lost
data, while cyber security is about preventing data loss or cybercrimes from occurring. In short, one is
reactionary while the other is preventative.
What is Cyber Security?

Cyber security is a professional discipline that is about creating defensive measures to protect against cyber
attacks. People working in this industry may have a wide range of information technology (IT) skills including
programming, operating systems, and networking. The primary goal of any cyber security professional is to create
a network or system that is impossible to breach, thereby protecting the information within the network.
One important note about cyber security is that it is almost entirely about prevention. Even more niche positions,
like ethical hackers, only use their offensive skills to test networks and improve them.
Cyber security encompasses many protocols that are used in the real world. Things like setting user permissions,
establishing file transfer protocols (FTP), and requiring secure, frequently changing passwords are all vital elements
of cyber security. It’s not just up to one individual, everyone in an organisation needs to practice safe computer
usage for security to be maintained.
What is Computer Forensics?

Computer forensics is the practice of recovering data from a device, often to uncover evidence of criminal activity.
The practice itself is reactionary, meaning that it only takes place after an incident has occurred and is not concerned
with preventing the incident itself.
Computer forensics jobs typically serve one of two purposes. They either assist with an investigation or help people
and companies recover data that has been lost. In the first instance, a computer forensics specialist will be given
access to a suspect’s device, such as a laptop, desktop, or smartphone. Once they have the device, they begin using
a variety of skills, such as programming, hardware knowledge, and software knowledge, to locate valuable data. In
a law enforcement case, they will ideally uncover data that is of value to the prosecution and can be presented in a
court of law. To do this, the data must be recovered in a very particular manner that does not violate the suspect’s
rights.
Sometimes, computer forensics specialists are called in to help a company recover lost data. While the purpose
of the assignment differs greatly from uncovering evidence of criminal activities, the processes used to recover
the lost data are very similar. The main difference in the execution of these tasks is that the particular processes
required to create court-admissible evidence do not need to be followed in this case. In some cases, if the data is
lost as a result of cybercrime, the computer forensics expert may be tasked with recovering the data and identifying
the perpetrator of the crime.

Cyber Security vs. Computer Forensics

In short, cyber security is focused on prevention while computer forensics is about recovery and reaction. Despite
their differences, both are meant to protect data, programs, networks, and other digital assets. Cyber security helps
to prevent cyber crimes from happening, while computer forensics helps recover data when an attack does occur
and also helps identify the culprit behind the crime.
It helps to think of cyber security professionals as a security company, and to think of computer forensics experts
as investigators.
What Specializations are Available in Cyber Security and Computer Forensics?

Cyber security and computer forensics both have a few specializations that focus on specific areas of the practice.
Cyber security has far more specializations, such as systems architecture, software security, access management,
ethical hacking, and vulnerability assessment.
Computer forensics specializations tend to be related to the reason why the data is being recovered. The main
specializations are criminal investigations, in which the expert is tasked with uncovering data that is relevant to a
crime, and data recovery.
Data recovery specialists are mostly concerned with getting data back in the hands of its rightful owner, though
they may also perform an audit to find evidence of a data breach if the data was stolen rather than lost through a
technical issue.

IT Audit in Banking Sector 13.4
T
he objectives of IS audit are to identify the risks that an organisation is exposed to in the computerized
environment. IS audit evaluates the adequacy of the security controls and informs the Management with
suitable conclusions and recommendations. IS audit is an independent subset of the normal audit exercise in
an organisation. The overall objectives of the normal audit exercise do not change, when applied to the computerized
environment. The major objectives of IS audit include, among others, the following:
(a) Safeguarding of Information System Assets/Resources.
(b) Maintenance of Data Integrity.
(c) Maintenance of System Effectiveness.
(d) Ensuring System Efficiency.
Safeguarding of Information System Assets/Resources

The Information System Assets of the organisation must be protected by a system of internal controls. It includes
the protection of hardware, software, facilities, people (knowledge), data files, system documentation, and supplies.
This is because hardware can be damaged maliciously, software and data files can be stolen, deleted, or altered
and supplies of negotiable forms can be used for unauthorized purposes. Safeguarding of the Information System
Assets is a very important function of each organisation.
The term IT infrastructure is a generic one used to describe the physical computer installations, the system software,
and the Information Systems process that support them. The IS auditor will require to review the physical security
over the facilities, the security over the systems software, and the adequacy of the internal controls. The IT facilities
must be protected against all hazards. The hazards can be accidental hazards or intentional hazards.
Accidental hazards include fire, flood, power failure, etc. Fire starts accidentally or is the result of a deliberate
attack. All computer installations should take adequate precautions to ensure that fire can be prevented, detected,
and extinguished. Flooding can cause extensive damage to computer systems. The power supply for the computer
installation is a vital service need and the uninterrupted availability thereof has to be ensured to facilitate continuity
in processing.
Maintenance of Data Integrity

Data Integrity includes the safeguarding of the information against unauthorized addition, deletion, modification,
or alteration. This includes items such as accounting records, backup, documentation, etc. Information Systems
are used to capture, store, process, retrieve and transmit the data securely and efficiently. The emphasis is on the
accuracy of the data and its transmission in a secured manner. Data Integrity also implies that during the various
phases of electronic processing, various features of the data viz. Accuracy, Confidentiality, Completeness, Up-
to-date status, Reliability, Availability, Timeliness, and Effectiveness are not compromised. In other words, data
should remain accurate during electronic processing.

The desired features of the data are described hereunder:

(a) Accuracy: Data should be accurate. Inaccurate data may lead to wrong decisions and thereby, hindering the
business development process.
(b) Confidentiality: Information should not lose its confidentiality. It should be protected from being read
or copied by anyone who is not authorized to do so. It also includes protecting the individual pieces of
information that may seem harmless by the owner but can be used to infer other confidential information.
(c) Completeness: Data should be complete. Incomplete data loses its significance and importance.
(d) Up-to-date Status: Data should be updated regularly. If the information is not up-to-date, it presents a false
picture of the organisation.
(e) Reliability: Data should be reliable because all business decisions are taken based on the current database.
(f) Availability: Data should be available when an authorized user needs it. It should be ensured that the
information services are unavailable to unauthorized users.
(g) Timeliness: Timeliness of the data is very important because if data is not available when required, the very
purpose of maintaining the database gets defeated.
(h) Effectiveness: Information should be effective so that it helps in the process of business development and
expansion.
If data integrity is not maintained, an organisation loses its true representation. Poor data integrity could lead to the
loss of competitive advantage. The corruption of data would affect many users in a networked environment. If the
data is valuable to a competitor, its loss may undermine an organisation’s competitive position.
Maintenance of System Effectiveness

An effective Information System significantly contributes to the achievement of the goals of an organisation.
Therefore, one of the objectives of IS audit is to verify system effectiveness. It provides input to decide when what
and how the system should be improved so that its utility to the management is maximum.
The main objective of introducing computerization in organisations in the banking and financial sector is to achieve
the goals effectively and efficiently. The IS auditor’s responsibility is to examine how the Information Systems
assist in the achievement of each organisation’s goals. System Effectiveness is a ratio of the actual output to the
standard (budgeted) output. If it is more than 100%, effectiveness is achieved; or else, it shall be deemed that
ineffectiveness has been introduced in the business process. Major goals and criteria of computerization are:
(a) Improved Task Accomplishments: The Information Systems should improve the task accomplishment
capacity of its users by enabling them to become more productive.
(b) Improved Quality: It should improve the overall quality of work and services by increasing the accuracy of
information. It should also reduce the time required for the retrieval of information.
(c) Operational Effectiveness: The Information System should be operationally effective and easy to use. It
should be frequently used and users must be satisfied with its performance.
(d) Technical Effectiveness: The Information System should be equipped and upgraded with appropriate
hardware and software from time to time.
(e) Economic Effectiveness: The Information System should be fully utilized. Benefits derived should exceed
the cost of procurement, implementation, operation, and maintenance.

Ensuring System Efficiency

The resources used by the Information Systems such as the machines, computer peripherals, software, etc. are
scarce and costly. Efficient Information Systems use minimum resources to achieve the desired objectives. When
a computer no longer has excess capacity, system efficiency becomes important. It becomes necessary to know
whether the available capacity has been exhausted or the existing allocation of the computer resources is causing
the bottlenecks.
The ratio of the output to the input is known as efficiency. If the output is more with the same or less actual input,
system efficiency is achieved; or else, the system is inefficient. If computerization results in the degradation of
efficiency, the effort for making the process automated stands defeated. Hence, the assessment of the capabilities of
the hardware and software against the workload of the environment is very essential. The IS auditors are responsible
to examine how efficient the application software is about the users and the workload of the environment. The
system should assist in management planning and efficient execution thereof. The organisation should get maximum
output using minimum resources. In this context, the efficient use of the hardware resources and their upgradation,
as per requirements, is very essential. Automation should deliver the planned results with less consumption of
computer hardware, software, computerized operations, and computer personnel.
Other Objectives
The following could be, among others, considered the other objectives of IS audit:
(a) Identify the risks that the organisation is exposed to in the existing computerized environment and prioritize
such risks for remedial action.
(b) The implementation of Information Technology in the organisation is as per the parameters laid down in the
Security Policy, as approved by the Board of Directors of the organisation.
(c) Verify whether the Information System procedures and policies have been devised for the entire organisation
and that the organisation’s systems, procedures, and practices are adhered to and that due prudence is exercised
at all times by the circulars and instructions for a computerized environment, issued by the management of the
organisation.
(d) Verify whether proper security policies/procedures have been formulated and implemented regarding the
duties of the system administrators, system maintainers, and persons operating the system for daily operations.
(e) Contribute effectively towards the minimization of computer abuses/ crimes by suggesting steps for removing
any laxity observed in the physical and logical controls.
(f) Suggest improvements in the security controls for the Information Systems.
(g) Act as an advisor to the management of the organisation for improving security and IT implementation
standards.
(h) Adhere to the established norms of ethics and professional standards to ensure the quality and consistency of
audit work.
Scope of IS Audit
The IS audit should cover all the computerized departments/offices of the organisation. The scope of IS audit should
include the collection and evaluation of evidence/information to determine whether the Information Systems in use
safeguard the assets, maintain data security, integrity, and availability, achieve the organisational goals effectively,
and utilize the resources efficiently. The scope of IS audit should also include the processes for the planning
and organisation of the Information Systems activity, the processes for the monitoring of such activity, and the
examination of the adequacy of the organisation and management of the IS specialist staff and the non-specialists
with IS responsibilities to address the exposures of the organisation.

Information Systems Audit Approaches

There are three approaches for conducting Information Systems Audit viz. auditing around the computer, auditing
through the computer, and auditing with the computer.
Auditing around the Computer

Under this approach, the emphasis is on checking the correctness of the output data/documents concerning the
input of a process without going into the details of the processing involved. This approach is preferred, where
auditors themselves do not have the desired level of technical skills to adopt the other approaches. This is also
preferred, when high reliance is placed on the users rather than the computer controls to safeguard the assets,
maintain data integrity and attain effectiveness and efficiency objectives. The focus is on procedural controls rather
than computer controls. This approach can be used in the following circumstances:
When an application system is simple, logic is straightforward, and a clear audit trail exists, this approach can be
adopted. The process generates the audit trails such as the generation of exception reports along with the main
reports. Such systems have very low inherent risk i.e., they are unlikely to be susceptible to material errors or
irregularities or to be associated with significant ineffectiveness or inefficiencies in operations. Input transactions
in such systems are in batch mode and control is maintained using traditional methods like the separation of duties
and management supervision. Further, the task environment in such systems is relatively constant and the system
itself is rarely modified.
This approach may be used when an application system uses a generalized package that is well tested and used
by many users as its software platform. If the package has been provided by a reputed vendor, has received
widespread use, and appears error-free, the auditors may decide to adopt this approach. Auditors should ensure that
the organisation has not modified the package and adequate controls exist over the source code and documentation
to prevent unauthorized modification of the package.
When high reliance is placed on the users rather than the computer controls to safeguard the assets, maintain data
integrity and attain effectiveness and efficiency objectives, this approach can be adopted.
Auditing around the computer is a simple approach. It does not provide any information about the system’s ability
to cope with the changes. Systems can be designed and programs can be written in certain ways to inhibit their
degradation when user requirements change. Further, this method cannot be used for complex systems. Otherwise,
the auditors might fail to understand some aspects of a system that could have a significant effect on the audit
approach.
Auditing through the Computer

Auditing through the computer requires a fair knowledge of the operating system, hardware being used, and certain
technical expertise in systems development. Under this approach, the computer programs and the data constitute
the target of IS audit. Compliance and substantive tests are performed on the computer system, its software (both
operating system and application system), and the data. IS auditors can test the application system effectively
using this approach. The IS auditors can use a computer to test logic and controls existing within the system and
also records produced by the system. This approach increases the IS auditor’s confidence in the reliability and
applicability of the evidence/information collected and evaluated. This approach is time-consuming, as it needs an
understanding of the internal working of an application system. It also needs some technical expertise.
Auditing with the Computer

Under this approach, the computer system and its programs are used as tools in the audit process. The objective is
to perform substantive tests using the computers and their programs. The data from the auditee’s computer system

are retrieved in an independent environment. Audit interrogation and the query are carried out on such data, using
special programs designed for the purpose. This method is used where:
(a) Application system consists of a large volume of inputs, producing a large volume of outputs and where the
direct examination of the inputs/outputs is difficult.
(b) Logic of the system is complex.
(c) There are substantial gaps in the visible trails.
Computers are quite useful in the testing of transactions. Some of the software tools used for this purpose are
briefly described hereunder:
Computer Assisted Audit Tools (CAATs) are efficient and effective ways to audit system-generated files, records,
and documents and to evaluate internal controls of an accounting system in many Information Systems. Computer
Assisted Audit Tools are a practical means for conducting an audit, wherever the information is available on the
magnetic media alone. The technical papers relating to the use of the CAATs should be kept separate from the
other audit working papers. The IS audit documentation should contain the description of the CAAT application.
Audit Software: It is a program, used by the auditors, to process data of audit significance from the auditee’s
accounting system. There are three types of such programs as under:
(a) Package programs are designed to perform processing functions, creating data files and reports in a format
specified by the auditor.
(b) Special Purpose Programs are used to perform the audit tasks in specific circumstances and are prepared by
the auditors or an outside programmer, engaged by the auditor.
(c) Utility Programs are used to perform common data processing functions such as sorting, creating, and
printing files.
Test Data Techniques: A sample of data transactions is entered into the auditee’s computer system and the
results are compared with the predetermined results. CAATs are used to test the details of the sample transactions,
the balances of the accounts, to identify unusual fluctuations if any, and general EDP controls like accessing the
program libraries.
General Audit Software: It is the most widely used technique in conducting IS audits. Its use is limited by the
skills of the personnel conducting the audit. Audit Command Language (ACL) is one such software. It is a tool for
data analysis. It has the capabilities for Compliance and Substantive testing.
ACL is used to access, analyse, summarize or report data. Advantages of the ACL are as under:
(a) It creates flexible reports and documents.
(b) Auditors are independent of the technical experts for the data, access, and process.
(c) It increases audit coverage.
(d) It saves time, money, and effort.
(e) It helps gain control over and confidence in the audit results.
(f) General Audit Software is not useful at the application level.
Any Computer Assisted Audit Tool (CAAT) is as good as a data mining tool, which is used for extracting data from
a data warehouse for MIS / Audit purposes.

Information Systems Audit Methodology

Audit Methodology:
The IS audit work includes manual procedures, computer-assisted procedures, and fully automated procedures,
depending on whether it is around, though, with, or a combination of all these types of audits. In many cases, a
combination of these techniques is required. The IS auditors may utilize the manual procedures when they are more
effective than the other alternatives or when these procedures cannot be partially or fully automated. He/she should
also use computer-assisted procedures known as Computer Assisted Audit Tools (CAATs) because they permit the
IS auditors to switch from the procedures based on limited, random, and statistical samples of records in a file to a
procedure that includes every record in a file.
Audit activity is broadly divided into 5 major steps for the convenience and effective conduct of the audit.
(a) Planning IS Audit.
(b) Tests of Controls.
(c) Tests of Transactions.
(d) Tests of Balances.
(e) Completion of Audit.
(a) Planning IS audit:
Planning is the first step of the IS audit. IS auditors should plan the audit work in a manner appropriate for meeting
the audit objectives. As a part of the planning process, IS auditors should obtain an understanding of the auditee
department/ office/organisation and its processes. It includes an understanding of the objectives to be accomplished
in the audit, collecting background information, assigning appropriate staff keeping in mind skills, aptitude, etc.,
and identifying the areas of risk. Risk analysis of the operating system is carried out to identify the system with
the highest risks, considering the critical nature of the information processed through such system as well as the
number and the value of the transactions processed. This is to identify the systems having the highest risk and to
decide on the extent of the detailed analysis and testing to be conducted on those systems.
In this phase, IS auditors are required to understand the internal controls used within an organisation. Various
techniques can be used to understand the internal controls viz. review of previous audit reports/papers, interview/
interaction with the management and Information Systems personnel, observation of activities carried out within
the Information Systems function, and review of Information Systems documentation.
(b) Tests of Controls:
During this phase of IS audit, Internal Controls are tested to evaluate whether they operate effectively. This
includes testing of management controls and application controls. The objective is to evaluate the reliability of the
controls and find out weaknesses of the controls for meeting the IS audit objectives. IS auditor is required to make
recommendations to rectify the weaknesses, observed during an IS audit.
While carrying out tests of controls, the IS auditors should satisfy themselves regarding the following aspects of
controls.
� Identification: Organisation should identify the controls to minimize the occurrence of unlawful events.
� Implementation: Identified controls should be implemented.
� Existence: Sometimes it happens that controls have been implemented, but in reality, they do not exist due
to various reasons. For example, the organisation may have stipulated that the users should change their
passwords every week. But, in reality, this may not be happening. The physical existence of the controls is
equally important.

� Adequacy: IS auditors should examine the adequacy of the controls. They should see that the controls are
adequate to cover all possible threats.
� Documentation: All controls should be documented to make them effective.
� Maintenance: Controls should be maintained intact continuously. For example, only the provision and
installation of the fire extinguishers, smoke detectors, UPS, etc. do not solve the problem. These instruments
should be properly maintained, so that they serve the purpose, as and when needed.
� Monitoring: Controls should be monitored using strict supervision, surprise checks, periodic inspection, etc.
(c) Tests of Transactions:

Tests of Transactions are used to evaluate whether erroneous transactions have led to a material misstatement of
the financial information and whether the transactions have been handled effectively and efficiently. The objective
is to evaluate data integrity. Some of such tests include the tracing of journal entries to their source documents, the
examination of the price files, the testing of computational accuracy, the study of the transaction log, etc. These
tests are used to indicate the database system’s effectiveness. CAATs are quite useful to perform these tests.
(d) Tests of Balances:

During this phase of IS audit, final judgment is made on the extent of the losses or account misstatement that occur
when Information Systems fail to safeguard assets, maintain data integrity and achieve system effectiveness and
efficiency goals. As regards the safeguarding of assets and data integrity objectives, the typical substantive tests
used are confirmation of the receivables, physical verification of inventory, and recalculation of depreciation on
the fixed assets. Regarding the system effectiveness and system efficiency objectives, the tests to be conducted are
in the process of evolution. For example, the shortcomings in the Information Systems Planning may have resulted
in the purchase of inappropriate hardware. The system may provide outputs, but not of the required standards to
make high-quality decisions. During this phase of the IS audit, computer support is often required. General Audit
Software can be used to select and print confirmations; expert systems can be used to estimate the likely bad debts
and so on.
(e) Completion of Audit:

This is the final stage of IS audit. Auditors are required to form their opinion, clearly indicating their findings,
analysis, and recommendations. Potential IS audit findings should be discussed with the appropriate/authorized
personnel throughout IS auditing. Preliminary conclusions and the audit findings should be presented to the auditee
during an exit conference. All potential findings with sufficient merits and preliminary audit recommendations
should be included for discussion in the exit conference. The exit meeting should document and include the
auditee’s comments and questions concerning the preliminary IS audit recommendations. The draft audit report
should be the natural extension of the exit conference materials along with the discussions that took place during
the exit meeting. Once the auditee’s responses have been received, the final audit report should be prepared and
submitted to the designated authority/ management of the organisation.
Work papers used in the auditing should be well organized, clearly written, and address all the areas included
in IS audit. IS audit work papers should contain sufficient evidence/information of the tasks performed and the
conclusions reached, including the results achieved, issues identified, and authorized signatures approving the final
opinion.
A typical audit report will include, among others, an introduction to the audit objectives, scope, general approach
employed, a summary of the critical findings, the data to support the critical findings, potential consequences of the
weaknesses, auditee’s responses, and recommendations to rectify the weaknesses.

Sub-system Factoring
IS audit being generally an exercise dealing with complex Information Systems. To understand the complex
system, it is always advisable to break the system into sub-systems. A sub-system is a component of a system that
performs some basic functions needed by the overall system to attain its basic objectives. The process of breaking
a system into sub-systems is called factoring. The process of factoring terminates when it is felt that the system has
been broken into sub-systems, small enough to be understood and evaluated. Thus, a complicated system is divided
into small sub-systems until it becomes easily understandable.
Once the system has been factored into several easily understandable subsystems, the task of the IS auditors is:
(a) To evaluate the effectiveness of the controls in each sub-system.
(b) To determine the implications of each sub-system’s reliability vis-a-vis the overall reliability/effectiveness of
the system.
There are two main sets of systems, which require to be further factored into sub-systems for conducting IS audit.
Management Systems
Management Systems provide stable and basic infrastructure facilities on which the Information Systems can be
built and operated on a day-to-day basis. Management Systems can be factored into sub-systems that perform
Top-level Management, Information Systems Management, Systems Development Management, Programming
Management, Data Administration, Quality Assurance Management, Security Administration, and Operations
Management.
Top-level Management is responsible for long-term policy decisions on the use of Information Systems in the
organisation.
Information Systems Management is responsible for planning and controlling the Information Systems activities in
the organisation. It assists the top management in making long-term policies and translates the long-term policies
into short-term goals and objectives.
Systems Development Management designs, implements and maintains the application systems.
Programming Management prepares programs for new systems, maintains old systems, and provides general
systems support software.
Data Administration addresses the planning and control issues about the use of the database.
Quality Assurance Management ensures that the Information Systems development, implementation, operations,
and maintenance conform to the established quality standards.
Security Administration is responsible for access control and physical security over the Information Systems.
Operations Management plans and controls the day-to-day operations of the Information Systems.
Application Systems
Application Systems undertake basic transactions processing, management reporting, and decision support. They
can be broken into sub-systems that perform boundary, input, communication, processing, database, and output
functions.
The boundary sub-system consists of the components that establish an interface between the user and the
system. Input sub-system comprises the components that capture, prepare and enter commands and data into the
system. The Communications sub-system consists of the components that transmit data among the sub-systems
and systems. The processing sub-system includes the components that perform decision making, computation,
classification, ordering, and summarization of the data in the system.

Database Sub-system comprises the components that define, add, access, modify and delete data in the system
Output Sub-system consists of the components that retrieve and present data to the users of the system.
Broad Framework for Conducting IS Audit
A broad framework can be formed from the basic objectives of IS audit. In addition to this, IS audit evaluates
the organisational setup and quality of administration. It should be noted that IS audit is not limited by laid down
procedures. It is also important to keep one’s eyes and ears open. The IS auditors should, therefore, analyse what
they observe and hear. The main issue involved in IS audit is the confidentiality of programs, files, access rights to
files and focus on software application packages. The major concerns of the IS audit, as derived from its objectives,
are as under:
A. Safeguarding Assets:
One of the prime objectives of any audit is to ensure that the assets of the organisation are safeguarded. In the
computerized environment, the assets to be safeguarded are hardware, software, data, and users. The yardstick to
measure the importance of this objective is the expected loss that may be sustained by the organisation if the asset is
destroyed, stolen, lying unutilized, service denied, or used for unauthorized purposes. The IS auditors should verify
that the assets are put to effective use in a secured environment. To determine whether the assets of the organisation
are duly safeguarded, the IS auditors should inspect, among others, the following areas:
Environmental Security: It is very important for the effectiveness of all other protective measures stipulated or
installed at the sites. The server room houses the all-important hardware. Its location should be a strategic one and
not easily accessible. The server room should be exclusively for the server itself and the other items, equipment,
etc. should not be kept there.
Uninterrupted Power Supply: The uninterrupted power systems are meant for supplying conditioned and
stabilized power to computer equipment at all times. It also provides stabilized power from battery storage when
electricity fails. The UPS must function properly when electricity fails. The UPS should be maintained regularly.
Electrical Lines: Electrical cabling and wiring constitute the basic components. Faulty electrical cabling and
wiring are responsible for operational failures. There should be separate and proper earthing for the dedicated
electrical line.
Data Cabling: Information Technology experts estimate that 90 percent of the network problems are cable-related.
Hence, all possibilities of routing cables, locations of cable closets, sites of Switch, Router installation, etc. should
be explored before finalizing the plan. A detailed map of the cable layout including Switches, Routers is very
important to guide the hardware service engineer in the event of a LAN cable fault. Further, electrical cable and
data cable should not cross each other to avoid possible disturbance during data transfer.
Fire Protection: Fire alarm systems, smoke detectors, and fire extinguishers are very important to deal with the
event of a fire breaking out. Fire extinguishers are commonly filled with water, carbon dioxide, or Halon. Little care
is required while operating gas-based extinguishers because they replace oxygen and thereby, extinguish the fire.
Water is effective, but it is dangerous to use in proximity to live equipment. Dry powder or foam-type extinguishers
are not advisable because they leave deposits on the equipment.
Insurance: All critical computer equipment is required to be insured with a reputed insurance firm/s to secure the
Information System resources/assets of the organisation.
Annual Maintenance Contract: Periodic maintenance of the computers, network, etc. is essential to ensure
trouble-free operations of the equipment. For this purpose, it is required that the annual maintenance contract be
awarded and renewed in time. At the same time, it is also essential that the maintenance staff is available on time.
There should be a proper record of the activities carried out during maintenance.

Logical Security: It restricts access to the system if the user fails to identify himself/herself to the system correctly.
Login name/user ID and password are controls for this security. It is exercised at the operating system level and
the application system level. Logical security at the operating system level ensures access to the computer system
when it is successfully powered on after its boot operation is completed. Logical security at the application system
level gives access rights to specific application software depending on the responsibility and authority of the user.
IS auditors should verify the effectiveness of the logical security in place by evaluating its controls. Secrecy and
security of the user ID and password, different levels of access rights and their allocation to the users, creation
of users, its records, users created for maintenance purpose and their termination on completion of the work, a
user log in the status report, presence of dummy user ID in the system, etc. are some of the points which require
consideration of the IS auditors.
B. Data Integrity:
Data is the most important resource in a computerized environment, which needs to be accurate, complete,
consistent, up-to-date, and authentic. The IS auditors are concerned with the possibility of deviation from the
standards. They are required to verify how well data integrity is maintained and find out any laxity therein.
The examination of the following points is very important in respect of data integrity:
Data Input Controls: The largest number of controls is available at the time of data entry in the system. Data
Input Controls are error-prone because the activities involved in data entry are of a routine and monotonous nature.
Data entry is also a major area for intentional fraudulent activity. It involves the addition, deletion, modification,
or alteration of the input transactions or data. Hence, the IS auditors should minutely evaluate the effectiveness of
the data input controls. The use of the scanner and inputs to the system through floppy should be monitored and
controlled.
Data Processing Controls: The application system processes the data online on a day-to-day basis. The IS auditors
are concerned about the Data Processing Controls. They should examine that only designated/authorized officers
perform the start-of-day operation. The day-end process should be completed with the generation of the prescribed
reports. It is also required that proper record is maintained in respect of the corrections made in the database under
authentication.
Patch Program: It uses the file structure of the existing database files and is capable of effecting changes in a data
file. It bypasses the proper menu access controls provided by the application software system and does not leave
an audit trail. It can add, modify, alter and delete the data. The behaviour of the approved programs is known and
certified, but it is uncertain in the case of such patch programs. They usually bypass all the safeguards available to
the system programs. They conveniently flout all norms to achieve results at any cost. Therefore, the IS auditors
should verify that only approved programs are loaded in the system and the application programs are identical with
the list of the approved programs in respect of file name, file size, date, and time of compilation. It is also necessary
that a record be maintained regarding the patch programs used indicating the reasons under authentication.
Purging of Data Files: It is pruning of the data files of the identified past period for which it is no more necessary
to store the data in the current system. Before undertaking the purging activity, it is necessary to take a backup of
the full data directory. The purging of the static data or master particulars is never taken. The IS auditors should
examine that the purged data backup media is stacked in chronological order for easy tracing and also is in safe
custody. A manual record of purging activity should also be maintained. Access to the purged data should be
restricted and controlled to ensure the integrity of the purged data.
Data Backup: Data backup is an essential aspect of all computer operations. Some commonly used computer
media include hard disks, floppy disks, tape cartridges, CD-ROMs, DVD ROMs, etc. Off-site back-ups are taken

on floppies or tape cartridges, while on-site back-up is taken on hard disks. Back-up is one of the measures of
business continuity planning and is also required for archiving old records. The backups must be taken regularly.
One set of backups requires to be stored off-site. The backups have to be tested periodically by restoring the data
therefrom. The backup media have to be verified periodically for readability. Backup media should be properly
labelled and numbered. This is a very important area and requires proper attention.
Restoration of Data: It is defined as downloading of data afresh from magnetic media, in case of a crash of the
system, irrecoverable corruption, or loss of data, for going back online. Backup is taken at a particular point of
time like the beginning of day operations, end of day operations, etc. Thus, the restoration of data is dependent on
the magnetic media and the data stored thereon. Restoration of the data is required in the event of major corruption
of data. In the event of a virus attack or destruction of a server or the computer site, the only option is to fall back
upon the restoration option. Restoration of data helps to obtain a position of data as of a particular date, to establish
whether any data tampering has taken place. It assists in conducting system audits as of the previous date and
generates ledgers of previous years. Transactions of the purged period can also be retrieved.
C. Business Continuity Planning:

Disruption of operations can occur because of two types of problems. First, some minor problems like power
failure, UPS failure, server failure, inability to read/restore backups, cable fault, etc. can disrupt the operations.
The second type of disruption can occur on account of natural calamities like fire, flood, building collapse, or
man-made calamities like a bomb blast, radiation, virus attack, induced data loss, etc. Business Continuity Plan is
prepared to recover from such kinds of interruptions. It relates to a higher level of failure. It is all about anticipating
any disastrous event and planning adequately for the business to live through it. The IS auditors should verify
the existence and operability of the Business Continuity Plan. They should also examine the awareness of the
staff regarding the execution of the plan in a genuine emergency and comment upon its effectiveness. Business
Continuity Plan should be documented and tested at regular intervals to assess its effectiveness.
BCP is required to satisfy short, medium, and long-term recovery. In the short term, the essential systems and
services are restored. Medium-term plans are for recovering the organisation’s systems and services temporarily.
Long-term plans are for a total recovery of the processing environment.
There are three methods of recovery namely cold, warm and hot backup sites. A cold site is where a computer room
is provided in which equipment can be installed when needed. A warm site is a computer room filled with all the
required equipment, but onto which all the software and applications must be loaded when it is needed. A hot site
is one where the original installation is duplicated and ready to use when a disaster occurs.
BCP should outline the responsibilities for all the recovery processes, procedures for reproducing the computer
media, location of the backup media, priorities for recovery, sources of replacement hardware and software, and
alternative data communication facilities.
Output Reports: One of the basic principles in the computerized environment is known as GIGO i.e., ‘Garbage
in Garbage out. This means that, if the input to the system is garbage (or meaningless), the output will also be
garbage. Reports and printouts are generated in the computerized environment to ensure the correctness of the
inputs and processing. Reports are also important to ensure that the application system programs serve the needs
of the organisation. Any lacunae or bugs in the application software can be located by checking the reports and
printouts. The importance of checking the reports can never be overemphasized. The IS auditors should scrutinize
output reports on a sample basis to identify the trend, the quality of follow-up, and the control exercised by the
management. The audit trail report should generate the user ID of the data entry operator and the authorized official

for any addition, change, modification, and deletion of transactions effected in the database. It should provide
evidence/information of unauthorized access outside the application menu. The IS auditors should verify whether
the audit trail reports are generated and checked by the designated officials. Exceptional transaction report is also
very important to report.
Version Control: Data integrity is very much dependent on the version of the software running in the system. An
authorized version of the software can lead to accurate processing. Non-standard programs are a potential threat to
integrity. A complete listing of the programs loaded in the system should be available on record for verification.
The IS auditors should verify that licensed copies of the operating system and the application system software are
used for computerized operations.
Virus Protection: A computer virus is a program that is self-replicating and can corrupt or destroy data irretrievably.
It resembles biological viruses in behaviour. It may have a dormancy period and get activated on a certain date.
It is potentially disastrous. Anti-virus software is available and is capable of countering against known viruses,
malicious programs. Anti-virus software is updated by the manufacturers regularly to counter against the new
viruses coming up. It is necessary to keep the anti-virus software updated at all times. All extraneous floppies and
other media should be checked/scanned for viruses before use.
D. System Effectiveness:
It is expected that the Information system should improve the overall quality of work including accuracy and time
consumed in performing the tasks. Further, it should be user-friendly. The IS auditors should judge how effective
the system is in accomplishing the goals with which computerization was introduced.
E. System Efficiency:
The IS auditors should examine whether every computer asset is used to its maximum operational capacity.
F. Organisation and Administration:

Efficiency in computerized operations is dependent on the efficiency of the personnel using the computer resources.
Computer personnel should do their work completely, timely, accurately and that too, with minimum resources.
They should deliver more output quantitatively and qualitatively. Proper placement of the computer personnel
based on their aptitude, skill, knowledge, and experience is very important. Computer personnel should be used
effectively and efficiently with proper security for the organisation to reap maximum advantages.
Segregation of duties, the job description for each level, proper training to the staff, dual control aspect in performing
important operations, a designated system administrator with the suitable back-up arrangement, etc., are important
points to be considered. Records of work assigned to the staff, rotation, training imparted, login name given, etc.
are to be checked/verified by the IS auditors.
To Sum Up:
Information Security Audit is an evaluation process that assesses an organisation’s established security practices. It
is a process that determines the effectiveness of the defense systems established against any threats.
The Information Security Audit typically includes vulnerability scans, penetration testing, network assessments,
and much more that help determine vulnerabilities and security loopholes in the IT systems. The audit is a
combination of administrative, physical hardware, software application, and network assessment. This way, the
evaluation process can help a company/organisation gain an understanding of its current security posture.

Solved Cases
Case Study: 1
Practical ‘IS Audit’ Case Study for Verification of ‘Know Your Customer (KYC)’ in Core Banking System
(CBS) of Banks.
The objective of this Case Study is to Test KYC Norms on ‘Savings Bank Account’ from Customer Master Data
in Core Banking Solutions (CBS) of Banks.
To Test this objective, the auditor has to issue a ‘Data Request’ to IT Department in the following format:
� Data Required: Savings Bank Account Customer Master Information in CBS.
� Period: Period of Audit Coverage.
� Fields of Reference: Branch ID, Customer ID, Account ID, First Holder & Joint Holder/s Name, Address,
PAN Number, Mobile Number, Residence Number, Office Number, Mode of Operation, and Clear Balance.
� Format of Data: Text Form.
IT Department in turn ran a SQL Query on the production database and generated a text file dump, which was
saved by IT in a secure folder with special access to the Audit Team only.
The Audit team has to import the text file, using the Text Report import option within the Generalised Audit
Software (GAS).
Post import, the Auditor has to use the Duplicate Key test within the GAS to identify fictitious accounts opened
with similar PAN Numbers, Mobile Numbers Address Office Numbers, or Residence Numbers but different
Customer IDs.
The Auditor has to identify where account opening details like PAN Number, Mobile Number, etc. were similar
for different Customer IDs. These cases have been taken up for further checking with the account opening forms
from the respective Branch to ascertain the validity of the accounts opened.
Additionally, the Auditor has to employ a SOUNDEX (Soundex is a phonetic algorithm for indexing names by
sound, as pronounced in English) Test on the Customer Name Field. The SOUNDEX Test generates a unique
alpha-numeric code in a new computed field. This code depends on the mnemonic of the Name rather than the
spelling. For example. Two Customer Accounts with the names Prasanna Iyer and P AIyer will have the same
SOUNDEX Code. After arriving at this code, duplicate tests can be run on the code rather than the Name. The
advantage here is that the Duplicate on Code will generate similar-sounding names (Essence of De-Dup Tests
Globally), whereas a pure Duplicate will perform an exact match.
The Auditor has to perform De-Dup Tests to Identify Customers who have multiple Savings Bank Accounts within
the same Branch of the Bank, which is a potential Red Flag.
The above is the IS Audit Procedure to identify the KYC-which is an important aspect while opening Customer
Accounts by the Commercial Banks.

The same procedure is to be adopted by the IS Auditor to verify the various Electronic Products of the Banking,
but the Characteristics / Objectives / Fields may be different from One Bank Product to another Bank Product.
Case Study: 2
Vodafone Intelligent Solutions (VOIS), formerly known as Vodafone Shared Services Ltd, is a Vodafone Group
partnership whose mission is to create a world-class digital experience to connect and inspire people to build a
better tomorrow. Founded in 2009, Vodafone Shared Services Ltd provides voice support for IT shared services,
network shared services, financial and HR shared services along with BI & Analytics, digital experience, and
automation to Vodafone Group, local markets, and companies across the globe.
For Vodafone, maintaining strict cybersecurity measures is an integral part of delivering an exceptional digital
experience to its customers. Cybersecurity is built into all systems, processes, and applications, to proactively
defend against the prolific and increasingly sophisticated cyber threats facing organisations today.
Challenges:
As a partner to Vodafone UK Customer Care, VOIS India is required to maintain resilient adherence to PCI
DSS compliance at all times, since Vodafone UK Customer Care has to deal with various customers of the UK
Mobility with an obligation to protect their data. These companies typically store significant amounts of personally
identifiable information (PII), including names, addresses, and financial details belonging to their customers. Given
the nature and range of information, the impact of a cyberattack can be both serious and far-reaching.
As part of Vodafone’s PCI DSS requirements, Gururaj Kannarpadi, General Manager of IT at Vodafone, was
tasked with evaluating potential vendors for a cost-effective File Integrity Monitoring (FIM) and Change Control
solution to help them safeguard sensitive customer credit card data is stored within their environment as well as
meeting the strict compliance requirements laid out by the PCI-DSS.
Gururaj explained, “I began my evaluation by running a POC with a company who I originally believed to be
the leader in this space. After 2 months and resources spent running the POC, their solution was not picking up
suspicious changes within our environment, or collecting much data at all, to be frank, so we had to cut our losses
and move on to explore other possible solutions.”
Solution:
After searching for vendors in the FIM and Change Control space, Gururaj quickly learned of NNT Solutions
(No-Name Technologies Inc.) and discovered early on that its Change Tracker Gen7 R2 solution was not only the
most feature-rich, but that it was also the most competitively priced solution on the market combined with vastly
superior proactive pre-sales and technical support.
Gururaj noted that “Once I requested a demonstration of NNT’s solution I was immediately surprised to see just
how quickly and responsive their team was. Overall, the excellent pre-sales experience with NNT set the tone for
how I would be treated if I was a customer and compared to the alternative provider we were originally speaking
to - the difference was night and day.”
Like most organisations, VOIS was looking for a reliable FIM solution that could help spot malicious changes, but
not be inundated with overwhelming change noise. Fortunately for VOIS, NNT’s Closed-Loop Intelligent Change

Control Technology captures and identifies reoccurring change patterns and automatically identifies them as either
harmless or potentially harmful, as well as highlighting changes that were not part of a pre-approved change
request. NNT puts the ‘Integrity’ back into FIM.
Gururaj claims, “From the start of my journey with NNT, the sales and technical support teams were nothing but
helpful and committed to finding us a solution to our PCI compliance needs. Not to mention that we purchased
Change Tracker at a fraction of the cost of their competitors. There’s no comparing Change Tracker to anything
else – Change Tracker is undoubtedly the clear winner in the FIM and Change Control market.”
Results:
Working with NNT has allowed Vodafone to address their mandatory PCI DSS requirements by adopting an
integrity monitoring and change control solution that assures their customers that their data is being properly
tracked for any changes that may be harmful.
Gururaj claimed, “To anyone looking for vendors in this space, I would blindly close your eyes and go with NNT.
Don’t even bother with the demo - just go for it. I’ve done the research and have seen first-hand the kind of results
you can expect to see.”
With Change Tracker, Vodafone is now able to achieve continuous PCI compliance and streamline the audit
process by removing the need for internal staff to spend countless hours collecting evidence to present to external
auditors.

Exercise
1. Control in the design of an information system is used to ______ .
(a) Inspect the system and check that it is built as per specifications.
(b) Protect data from accidental or intentional loss.
(c) Ensure that the system processes data as it was designed to and that the results are reliable.
(d) Ensure the privacy of data processed by it.
2. Controls are necessary for information systems as ______ .
(i) Massive amounts of data are processed and human errors are expected in data entry.
(ii) Accidental errors can lead to loss of money and credibility in a system.
(iii) To protect the system from virus attack.
(iv) Data may be lost due to disk crashes.
(a) (i) and (ii)
(b) (i) and (iii)
(c) (i) and (iv)
(d) (ii) and (iii)
3. The major objectives of control are ______ .
(i) Guard against frauds in data entry/processing.
(ii) Check clerical handling of data before it enters a computer.
(iii) To provide a method to trace the steps and find where an error has occurred.
(iv) Automatically correct errors in data entry/processing.
(a) (i), (ii), and (iv)
(b) (i), (ii), (iii), and (iv)
(c) (i), (ii), and (iii)
(d) (i) and (iii)

4. A two-way check is used to ______ .
(i) Check program correctness.
(ii) Find data entry errors.
(iii) Find multiplication errors.
(iv) Find an arithmetic error in processing.
(a) (i) and (ii)
(b) (ii) and (iii)
(c) (ii) and (iv)
(d) (i) and (iv)
5. A check-point procedure ______ .
(a) Checks program correctness at certain points.
(b) Divides a program into smaller parts.
(c) Breaks programs into portions at the end of each of which a check point program is executed.
(d) Finds points in a program where it is convenient to check it.
6. Audit in the design of information system is used to ______ .
(a) Inspect the system and check that it is built as per specifications.
(b) Protect data from accidental or intentional loss.
7. By auditing around the computer, we mean ______ .
(a) The inputs and the corresponding outputs are compared and checked for correctness.
(b) The programs and procedures are checked for correctness.
(c) Special synthetic data is input and outputs checked for correctness.
(d) Programs are written to check the functioning of the computer.

8. An audit trail is established in a system to ______ .
(a) Detect errors in a system.
(b) Enable auditing of a system.
(c) Localize the source of an error in a system.
(d) Trail a program.
9. In auditing with a computer ______ .
(a) Auditing programs are designed and used to check a system.
(b) The hardware of the computer is thoroughly checked for malfunctions.
(c) System software is thoroughly checked to ensure error-free operations.
(d) Auditors check the system with a computer.
10. By information system testing we mean ______ .
(a) Testing an information system correctly.
(b) Determining whether a system is performing as per specifications.
(c) Determining whether a system is performing optimally.
(d) Ensuring proper function of a system.
11. Parallel runs are used ______ .
(a) During regular operation of an information system.
(b) When a system is initially implemented.
(c) Whenever errors are found in a computerized system.
(d) Whenever management insists.
12. To protect a system from viruses one should ______ .
(i) Not allow unauthorized use of floppy disks.
(ii) Scan viruses in files received via a network or floppies.
(iii) Isolate a system from networks.
(iv) Install a roll-back recovery program in the system.

(a) (i) and (iii)

(b) (i) and (ii)
(c) (ii) and (iv)
(d) (i), (iii), (iv)
13. A firewall is used in a system connected to a wide area network to ______ .
(a) Prevent the spread of fire in the network.
(b) Prevent unauthorized access by hackers.
(c) To scan for viruses in files.
(d) To extinguish fire spreading via network cables.
14. Security in the design of information systems is used to ______ .
(a) Inspect the system and check that it is built as per the specifications.
(b) Protect data and programs from accidental or intentional loss.
15. It is necessary to protect the information system from the following:
(i) Natural disasters like fire, floods, etc.
(ii) Disgruntled employees.
(iii) Poorly trained employees.
(iv) Hackers.
(v) Industrial spies.
(vi) Data entry operators.
(a) (ii), (iii), (iv), (v)
(b) (i), (ii), (iii), (iv), (v)
(c) (i), (iv), (v)
(d) (i), (ii), (iii), (iv), (v), (vi)

1. What is an RFC?
2. What types of processes can you add to deployment plans to help security?
3. What are some ways that companies can lose data?
4. In evaluating the use of a biometric system in an environment that has high-security requirements,
what is an item that is important to consider?
5. Describe a honeypot.
6. When an auditor evaluates an IT system, what user features should be evaluated?
7. Auditors are used to review security controls and policies. What are the pitfalls of inadequate control
implementation and policy definitions?
8. What is the purpose of network encryption?
9. Name two types of backup methods used for remote backup sites.
10. What is sociability testing?
11. Discuss the nature and significance and scope of the systems audit. Also mentions various steps
involved in conducting an information system audit.
12. Discuss system audits of computerized secretarial functions.
13. Write short notes on:
(a) Norms and procedures for computerization
(b) Computer control and security
(c) Testing of computer system
(d) Objectives of Information Systems Auditing
14. Discuss the Foundations of Information Systems Auditing.
15. What do you mean by operation control? Describe in details.
16. What do you mean by test pack? State the use of the test pack in IS Audit.
17. What is the meaning of documentation standards? Explain its importance.
18. State the relationship between Systems audit and various management functions.

Answer:
1. (c) Ensure that the system processes data as it was designed to and that the results are reliable.
2. (a) (i) and (ii)
3. (c) (i), (ii), and (iii)
4. (c) (ii) and (iv)
5. (c) Breaks programs into portions at the end of each of which a check point program is executed.
6. (a) Inspect the system and check that it is built as per specifications.
7. (a) The inputs and the corresponding outputs are compared and checked for correctness.
8. (c) Localize the source of an error in a system.
9. (a) Auditing programs are designed and used to check a system.
10. (b) Determining whether a system is performing as per specifications.
11. (b) When a system is initially implemented.
12. (b) (i) and (ii)
13. (b) Prevent unauthorized access by hackers.
14. (b) Protect data and programs from accidental or intentional loss.
15. (d) (i), (ii), (iii), (iv), (v), (vi)

SECTION - C
INTERNAL CONTROL, INTERNAL AUDIT,
OPERATIONAL AUDIT AND OTHER RELATED ISSUES
Internal Control and Internal
Audit 14
14.1 Internal Control-Concept

14.2 Internal Control and the Auditor
14.3 Internal Auditing – Evolution of the Profession

Internal Control and Internal Audit

To obtain a detail understanding of the scope and structure of internal control to
conduct an evaluation of the same to identify the root causes of inadequacies and
thereby recommend appropriate corrective actions. (CMLO 3a, c)

Internal control is a system that comprises of control environment and procedure, which help the
organisation in achieving business objectives. On the other hand, internal audit is an activity performed
by professionals to ensure that internal control system implemented in the organisation are effective.
After studying this module, the students will be able to –
 Reinforce key elements related to internal audit, its scope and function within the organisation
 Distinguish the types of internal audit assignments related to operational, compliance or process
internal audit
 Develop engagement process based on considerations, objectives, scope and risk-based internal
audit engagements
 Identify reportable items, report formulation, and methods of communication

Introduction 14
I
nternal Control can be defined as the whole system of controls, financial or otherwise, established
by the entity’s management; which includes Internal Check, Internal Audit and other forms of
control.
Internal control is a system that comprises of control environment and procedure, which help the organisation in
achieving business objectives. On the other hand, internal audit is an activity performed by professionals to ensure
that internal control system implemented in the organisation are effective.
Control is one of the most prominent human need, that is present in almost every human activity. So, in business
too, control have a great role to play in ensuring best possible use of resources and escalate profits. Most of
the business activities are performed by computers, individuals and other equipment, which requires periodic
examination, to make sure that losses and wastes do not occur.
Internal control and internal audit help business firms to keep an eye on the regular activities. These are commonly
used interchangeably, but they hold different meanings.
Internal Control can be understood as a system developed, implemented and maintained by the entity’s management,
in order to ensure the achievement of objectives concerning:
� Effectiveness and efficiency of operations.
� Protection of assets.
� Prevention and detection of frauds and errors.
� Accuracy and completeness of financial reporting.
� Adherence to relevant laws.
It comprises of five elements, which are interconnected to each other and apply to all firms, but their implementation
depends on the size of the firm. The elements are control environment, risk assessment, control activities,
information and communication and monitoring.
Objectives of Internal Control

� Examining whether the transactions are executed as per the management’s authorization/policies set out.
� Accounting period, to which it belongs.
� Ascertaining assets are protected from unauthorized access and use.
� Comparing recorded assets with the existing ones, at various time intervals and taking actions in case of
differences observed.
� To evaluate the efficiency of performance in all aspects of business activities and to highlight the weaknesses.

Internal Control Review Methods

The most important part of the internal control system is its review, for which the auditor can use any of the
methods:
� Narrative Records.
� Checklist.
� Questionnaire and
� Flowchart.
Definition of Internal Audit

It is an independent, objective assurance and consulting activity designed to add value and improve an
organisation’s operations. It helps an organisation accomplish its objectives by bringing a systematic, disciplined
approach to evaluate and improve effectiveness of risk management, control and governance process.
Internal Audit Process
The task of reviewing controls and its effectiveness carried out by the internal auditor, who is appointed by
the company’s management/Board of Directors. For listed entities, the Internal Audit Head is appointed by the
Audit Committee and supposed to report to Audit Committee. He/she furnishes reports to the management with
recommendation post review/appraisal; for management feedback and initiating necessary actions against the
recommendation.
Objectives of Internal Audit
� To check the accuracy and authenticity of the accounting records, which are reported to those charged with
governance.
� To identify whether the standard accounting practices, which are deemed to be pursued by the entity, are
complied with or not.
� To ensure early detection of fraud,errors and prevention of fraud.
� To examine that transactions are recorded after due approval by appropriate authority.
� To verify that the liabilities are incurred only for business causes and not for any other purpose.
� To review the activities of the internal control system, so as to report management regarding deviations and
non-compliances.
Key Differences Between Internal Control and Internal Audit
The difference between internal control and internal audit can be drawn clearly on the following grounds:
1. Internal Control refers to the methods and procedures implemented by the entity’s management to control the
operations, so as to help the organisation in achieving the desired goals. On the contrary, Internal Audit reviews
the existence and effectiveness of controls. The Internal auditing program perused to review its financial and
operational activities; the gaps, if any; and suggest corrective actions to mitigate the same.
2. While internal control is combination of ‘Internal Check’ and ‘Internal Audit’ system designed, implemented
and maintained in an organisation. Internal Audit function is designed by those charged with governance, to
keep a check on the activities of the entity.
3. In the internal control system, checking is performed simultaneously, while carrying out work. On the contrary,
in internal audit system work is checked after it is performed.
4. The basic objective of the internal control system is to ensure compliance with management policies. In
contrast, internal audit aims at detection of fraud.
The scope of internal control is wider than that of internal audit, as the former includes the latter.

Internal Control-Concept 14.1
I
nternal Controls are systematic and procedural steps adopted by an organisation to mitigate risks, primarily
in the areas of financial accounting and reporting, operational processing and compliance with laws and
regulations.
Internal Controls (ICs) are essentially risk mitigation steps taken to strengthen the organisation’s systems and
processes, as well as help to prevent and detect errors and irregularities. The actual steps of mitigation (e.g., review,
approval, physical count, segregation of duty, etc.) are referred to as ‘Control Activities’.
When ICs mitigate the risk of financial exposure, they are also referred to as Internal Financial Controls (IFCs) and
when they mitigate operational risks, they are also referred to as Operational Controls (OCs). ICs generally operate
with human intervention (Manual Controls), but in an automated environment, system controls are deployed to
secure the systems and called IT General Controls (such as access controls) or check transaction processing at an
application level and called Application Controls (such as sequential numbering of invoices, etc.).
Internal Controls can be broad-based covering the whole entity (i.e., Code of Conduct), or focused to a specific
process or area (such as Order processing or Payroll, etc.). In the former case they are generally referred to as
“Entity Level Controls (ELCs)” as part of the “Control Environment”. In the case of later, they are also referred to
as “Process Level Controls (PLCs)”.
“Internal Controls Framework” is a pre-defined benchmark Internal Control System, based on suitable criteria,
which can be used by management or auditors to assess the design, adequacy and operating effectiveness of the
overall internal control system.
Responsibilities for Internal Control

As per Companies Act, 2013, in a limited company, the board of directors are responsible for ensuring that
appropriate internal controls are in place. Their accountability is to the shareholders, as the directors act as their
agents. In turn, the directors may consider it prudent to establish a dedicated internal control function. The point
at which this decision is taken will depend on the extent to which the benefits of function will outweigh the cost.
The directors must pay due attention to the control environment. If internal controls are to be effective, it is
necessary to create an appropriate culture and embed a commitment to robust controls throughout the organisation.
Internal Control Procedures

� Physical controls over assets.
� Authorization and approvals
� Segregation of Duties.
� Management design of the Controls.
� Effective operational controls.

Internal Audit
Internal audit carries out assessment of internal controls and as such is a management responsibility to ensure
compliance and conformity of internal controls to pre-determined standards.
Internal audit provides independent assurance on the effectiveness of internal controls and risk management
processes to enhance governance and achieve organisational objectives.
As per SIA (Standards on Internal Audit) 210 issued by ICAI, the Internal Audit Function is the responsibility of
the Chief Internal Auditor or the designated person. He performs a number of activities to achieve the objectives
as outlined in Terms of Engagement. A few of the critical activities are as follows:
� Define the overall plan, scope and methodology of the Internal Audit Function on a periodic basis.
� Oversee and monitor various audit assignments, their proper planning, execution, reporting of findings
andrecommend action plan to mitigate risk/concerns w.r.t observation/s and subsequent closure of reported
observations.
� Plan, engage and review the performance, training and development of professional staff, talent and other
resources to achieve its objectives.
� Identify, source, engage and manage external experts and technical solutions, if required.
� Communicate and engage with all key stakeholders regarding progress and achievement of objectives.
� Develop and maintain a quality evaluation and improvement program.
Responsibility of Internal Auditor

The Internal Auditor shall ensure that the entity has designed, implemented and maintains effective and efficient
Internal Controls. The audit procedures shall be sufficient to allow the Internal Auditor to check the design, proper
implementation and operating effectiveness of the Internal Controls.
Any shortcoming shall result in recommendations for improvement and suggestions on how to make the Internal
Controls more efficient and effective in line with the objectives.
Where the Internal Auditor is required to provide an independent opinion over the presence, design, implementation
and/or operating effectiveness over Internal Controls, this shall be consistent with the requirements of SIA 110,
“Nature of Assurance”, especially with regard to the need to have a clear understanding of the Internal Controls
Framework which shall form the basis of the assurance.
Key Risks
The Internal Auditor shall review and reports on internal controls in relation to key risks affecting the organisation.
The objective should be to test the extent to which the controls will manage the risk if it crystallizes. The conclusions
of these reports should enable management to reconsider the controls and modify or redesign them if appropriate.
Compliance
Organizations have to implement performance standards in relation to compliance. This may be to satisfy the
demands of external regulators, or to operate to pre-determined internal standards. Internal audit should review
operations for compliance with such standards. In this respect, the work of internal auditors has broadened, as
organisations increasingly pursue compliance not only with industry standards for products and service provision,
but also with criteria relevant to environmental standards.

14.1.1 Objectives of Internal Audit

The overall purpose of an internal audit is to create a roadmap to improve business success. Throughout the process,
an auditor examines, reviews, and tests the efficiency of operations in the day-to-day activities of an organisation.
The auditor evaluates findings to provide management with appraisals regarding the quality of internal controls,
recommendations for improvement, and advice on how to fine-tune operating style to advance achievement of
objectives within the business.
The key piece of a successful audit is to properly evaluate and test the specific internal controls of an organisation.
The COSO Framework as an Audit Tool

COSO’s Internal Control-Integrated Framework defines Five Components of Internal Control:
� Control Environment.
� Risk Assessment.
� Control Activities.
� Information and Communication, and
� Monitoring.
Although the main focus of an internal audit is on the reliability of financial reporting, the audit will encompass
the entire internal control system.
Control Environment
The foundation of an effective internal control system relies on the support of everyone within the organisation.
COSO refers to the concept of “tone at the top,” which explains that the adoption of internal controls begins with
an entity’s board of directors, trustees, or management. An auditor wants to understand management philosophy
regarding the importance, acceptance, and adherence to the internal control system.
A few examples of Internal Control environment:
Is everyone in the Organization aware of the policies and procedures of the entity?
Are ethical values encouraged, exemplified, and rewarded by management?
Do staff have a solid understanding of and receive training on how to perform control activities associated with
their individual responsibilities?
Risk Assessment
As an internal auditor, risk management is one of the primary responsibilities. By nature of the process, one of the
internal control audit objectives is to conduct a Risk Assessment.
Control Activities
Internal control review objectives are defined by the specific control activities adopted within an organisation.
Control activities are the basis of an auditor’s evaluation and testing of controls.
Information and Communication
Information systems provide reporting in all areas of operations, including financial, operational, and compliance.
To correctly perform its function, the audit staff monitors the quality of communications and information systems
within the organisation.

Monitoring
Ongoing monitoring of internal controls is a management function with many monitoring activities built into the
daily operations of an organisation. Some internal controls are classified as monitoring activities. Additional and
periodic monitoring occurs in the form of an internal audit.
Understanding Internal Control review Objectives

Any organisation in operation has risks. Risks need controls. Controls need to be evaluated, improved, redefined,
or discarded. To complete a comprehensive internal control audit, auditors test control activities against specific
control objectives.
Definition of internal control objective: A control objective is the reason a control activity is put into action.
More specifically, a control objective is a series of actions and statements describing how a control activity is
designed to avoid or reduce risk to an acceptable level.
Three Categories for Control Objectives

Control objectives are generally classified into three categories:
� Operational.
� Reporting.
� Compliance.
Operational Objectives
Objectives revolving around effective and efficient business operations. Examples of control activities designed to
meet operational objectives:
� Business performance reviews.
� Physical safeguards and security over assets.
� Education, training, coaching.
� Review and approval.
� Segregation of duties.
Reporting Objectives
Objectives pertaining to reliable, transparent, and timely reporting of both financial (internal and external) and
non-financial transactions.
Examples of control activities designed to meet reporting objectives:
� Authorization.
� Review and Approval.
� Verification.
� Reconciliation.
� Password Protections
� Segregation of Duties.
� Performance Reviews.

Compliance Objectives
Objective relating to following and abiding by state and federal laws and industry regulations. Examples of control
activities designed to meet compliance objectives:
� Verification (information is correctly captured).
� Performance reviews.
� Education and training.
� Policies and procedures manuals.
Internal Control Audit Objectives

Audit objectives are designed to verify that the preferred outcome of a control activity is achieved. This is
completed by judging the control procedure against a set of predefined criteria. These are commonly referred to as
audit objectives.
Transaction-related audit objectives include:
� Occurrence/Existence.
� Completeness.
� Accuracy.
� Classification.
� Cut-off/Timing.
� Reporting and Summarization.
To better understand the process, let’s look at an example of applying internal control audit objectives to evaluate
internal control over financial reporting.
Control objective: Verify that a misstatement was prevented or detected by a specific control activity
Control activity: Management authorization of expenditures
Application of Internal Control Audit Objectives

� Occurrence: management authorizes all expenditures.
� Completeness: Authorizations are recorded in appropriate fashion.
� Accuracy: Authorizations are stated in correct amounts throughout financial statements.
� Classification: Authorized expenditures are classified according to established guidelines.
� Timing: Authorizations are dated and recorded on correct dates.
� Reporting and summarization: Authorizations are documented in appropriate reports and include a summary
of each transaction.
Internal control audit objectives not only serve to find potential problems, but to discover opportunities for
improvement and help implement necessary changes.

14.1.2 Scope of Internal Control

It is clear from above that internal control is an essential pre-requisite for efficient and effective management of any
organisation and is therefore, a fundamental ingredient for the successful operation of the business in modern days.
In fact, an effective internal control system is a critical success factor for any organisation in the long term. They
are indispensable tools for the ever-increasing risks, exposures, and threats to accounting systems, data, and assets.
It embraces the whole system of controls – financial, operational or otherwise, established by the management in
the functioning of a business including internal check, internal audit and other forms of control. In fact, internal
control has now been recognized as fundamental and indispensable to modern auditing. Thus internal control has
its all-embracing nature and is concerned with the controls operative in every area of corporate activity as well as
with the way in which individual controls interrelate.
The scope of internal control, according to the aforesaid definitions, extends well beyond accounting control.
Thus, the latest definition of internal control encompasses operational controls like quality control, work standards,
budgetary control, periodic reporting, policy appraisals, quantitative control, etc., as all parts of the internal control
system. In an independent financial audit or the statutory audit, the auditor is concerned mainly with the financial
and accounting controls. However, in an operational audit (as part of internal controls), the auditor reviews all the
controls including operational functions. The internal controls can be broadly classified into following four main
categories: financial & accounting controls, administrative controls, operational controls and compliance controls.
(i) Administrative Control: Administrative controls include all types of managerial controls related to the
decision-making process. An example of administrative controls is the maintenance of records giving details
of customers contacted by the salesmen.
(ii) Operational Control: This is exercised through “management accounting” techniques viz. budgetary control,
standard costing etc.
(iii) Financial and Accounting Control: This control refers primarily the management plans, objectives and
procedures that are concerned with the safeguarding of assets, prevention and detection of fraud and error,
accuracy and completeness of accounting records, and timely preparation of reliable financial information.
(iv) Compliance Control: These controls aim at ensuring compliance with applicable laws and regulations.
These Controls also help to ensure compliance with laws regarding the system and intellectual property.
14.1.3 Structure of Internal Control

There is no uniform or identical in its approach of internal control in all the organisations. It often varies in concept
and applications, having regard to the following:
(a) Type of business.
(b) Magnitude of the business.
(c) Infrastructure available in the organisation.
(d) Potentiality of the human resources and their outlook.
Therefore, while designing an internal control system, the following factors must be considered to ensure greater
chances of successful internal control system.
Segregation and Rotation of duties: It is very necessary for successful internal control system that no one
person handles the complete transaction i.e., those who physically handle assets are not those who record the asset
movements also. The systems are so designed that no single individual is responsible for all the stages involved in
a transaction i.e., duties are allocated in such a way that no single individual has an exclusive control over any one
transaction or a group of transactions.

Similarly, the people responsible for authorizing these transactions or reconciling of the records should also be
different i.e., the work done by one person is either complementary to the work done by other person or the
accuracy or correctness of work done by one person is independently checked by another person. The broad
functions which are generally segregated are:
(a) Execution of transactions;
(b) Authorization of transactions;
(c) Maintenance of records and documents; and
(d) Physical custody of related assets.
Apart from segregation of duties, it is sometimes considered more desirable to rotate the duties of various officers
and staff in an attempt to ensure that a fraud or error, if any may not remain undetected for a very long time. It also
ensures that a person does not develop a vested interest by holding to a post for a very long time. In addition, it
removes the impression of indispensability about an employee. This also ensures that the job profile of each post is
well defined because employees can be rotated only if the content of each respective job is well defined.
� Competence and integrity of people: Internal control systems are not an end to themselves unless these
systems are manned by the competent people, who are honest enough to consistently do so. The controls to be
successful and effective, necessitate the need for competent people to enforce such controls. In other words,
the presence of detailed procedures may have no meaning unless these procedures are carried by the competent
people, who can also envisage the changes required in the system over a period of time.
� Appropriate levels of authority: A common error usually made is to grant too much authority within control
boundaries. Sometimes, this is deliberately done to expedite the things or to handle the emergencies. This is
sometimes done to reduce the number of people i.e., cost reduction. However, controls to be effective require
the authority to be granted on a need-to have basis only. If there is no need for a particular person to have a
specific authority, he/she should not be granted such authority.
� Accountability: The internal controls to be successful presuppose that there is full accountability for all
the decisions taken and there are controls present, which allow the determination with acceptable level of
confidence of a person taking particular decision or authorizing particular transaction or took specific action.
However, mere presence of these controls may have no meaning or may give a false sense of security unless
strict action is taken every time, a discrepancy is noticed. Otherwise, these controls may be left with no
meaning.
� Adequate resources: Controls that are enforced with inadequate resources (manpower, finance, equipment,
materials, and methodologies) will generally fail whenever they come under stress. Therefore, it is very
necessary that minimum resources necessary to enforce the controls must always be present to enable the
controls to be successful and effective.
� Supervision and periodical updation: Unfortunately, many people prefer to work only if they are being
supervised or watched. It is, therefore very necessary for the controls to be adequately supervised and
periodically updated in line with changing environment to be effective and successful. For example, in case of
banks, if new service i.e., internet banking is also being started, it is very necessary that internal control system
is also updated accordingly.
14.1.4 Limitations of Internal Control

An important ingredient in development of an effective internal control system aimed at the achievement of
management’s objectives is to ensure that the organisation has adequate relevant policies accompanied by effective
monitoring and reporting mechanism. Moreover, while establishing the management objectives, the management

must take into consideration the cost of attempting to achieve them. In other words, the cost of achieving objectives
must be less than the anticipated benefits to be derived by achieving the objectives. One extreme is to achieve
objectives “As quickly as possible” implying zero controls, while other extreme of achieving of objectives with
“No errors” implies strong internal controls covering all aspects of objective. Controls must therefore be practical,
useful, achievable, and compatible with both operating and control goals and there is always a trade-off between
cost and benefit. Since all controls cost resources in terms of money, personnel, equipment, and time, internal
controls always imply a trade-off between the anticipated cost and benefit envisaged. (Is it worth to spend rupees
ten thousand to prevent a possible loss of rupees five thousand?). Cost of control should not exceed the benefit
achievable.
For example, those risks that have a low probability and low cost should simply be ignored. But for those with
high probability and high costs, control activities need to be implemented to prevent the risk from occurring.
For example, a disaster may have a low probability but it has a high cost, therefore management should employ
insurance and/or backup plan as an appropriate control activity. This model requires management to identify what
needs protecting, what the risks are for those assets, and the level of cost impact and probability for each risk.
Therefore, the organisation must do a comprehensive risk assessment before actually designing an internal control
system, i.e., identify the risks to which it is subjected to and the corresponding amount of loss if that risk comes
true. In other words, any Internal Control System must ensure that all anticipated risks are taken care up to the point
of cost benefit analysis i.e., cost of effecting control or managing a risk does not exceed the estimated amount of
losses, if that risk actually happens or comes true. However, this condition may not be strictly applicable to those
controls, which are aimed at ensuring compliance with applicable laws and regulations.
The second ingredient or evaluation parameter is that of reasonable assurance. Even though in actual practice,
there is no such thing as ‘perfect internal control system’. No computer system is impervious to hacking attacks,
malicious activities or sometimes genuine errors. Moreover, as already stated above, controls have a cost and the
concept of cost-benefit needs to be applied even to controls also. If it costs `2 crores per annum to make computer
hacking free or error free and the risk assessment shows an estimated loss of `5 lakhs only, it may be better
to have reasonable controls only to avoid prohibitive costs. Therefore, internal controls are designed to provide
management with reasonable assurance regarding the achievement of these objectives.
It may be added here that most of the internal controls are aimed at anticipated risks or transactions of usual
nature. Therefore, un-anticipated event or the transactions of unusual nature may still escape all controls despite all
precautions. Further, all controls need to be updated regularly to keep pace with changing conditions. So rigorous
and effective internal controls of past may no longer be effective in present or future.
Lastly no depth of internal control can avoid losses due to potential human error or due to collusion between two
or more persons. For example, ‘Disgruntled employees’ probably present the highest risk-even more than hackers
external to the firm. These people can always be motivated to cause harm to the organisation and depending on
their knowledge and access to systems, data or other assets, they can cause extensive damage. Similarly, a person
who has an extreme cash flow problem for any reason (like gambling, excessive lifestyle, etc.) may sometimes be
tempted to steal assets to cover personal losses; often with the intention to “pay back” after some time. It is also
sometimes possible that someone in the organisation may become an industrial spy.
Sometimes, management itself is a risky group. They can very easily override controls because of their unique
position and hence can more easily commit fraud etc. Sometimes, managements are forced to do ‘window dressing’
of their balance sheets to show higher profits to contain the declining share prices or to earn their bonuses (if based
on profits). Even the normal aggressive nature of managers can sometimes become a risk if not mitigated by
strong personal and corporate ethics, and an effective internal control system (e.g., audit committee). For example,
one management accountant reported his dilemma when his boss wanted him to reverse a correct accounting
transaction because it resulted in the department missing its profit goals for the first time in three years. Such

actions are indicative of ethical soft spots that can lead to fraud, theft, or material misstatements. These risks are
very difficult to anticipate because of their nature. However, this aspect should be thoroughly analyzed by external
auditors during financial audits.
Therefore, an evaluation of internal controls is necessary to establish the effectiveness of those controls.
The Auditor should keep in mind the following two sets of basic objectives while evaluating internal control:
(a) to safeguard assets and control transactions; and
(b) to provide reasonable assurance, on the financialstatements.
14.1.5 Evaluation of Internal Control

The guiding factor for audit operations by the auditor depends to a great extent on the soundness or otherwise of
the internal controls in the business. Due to the limitation of time, an auditor can spend limited time only on a
company’s audit. Therefore, he has to decide the extent of in-depth audit of many areas, particularly the checking
and verification of routine aspects of financial transactions. Clause – XIV of the Companies (Auditor’s Report)
Order, 2020 (CARO 2020) requires that the auditor’s report on the account of a company to which this Order
applies shall inter-alia include a statement as to whether there is an adequate internal control system commensurate
with the size of the company and the nature of its business, whether the reports of the Internal Auditors for the
period under audit were considered by the statutory auditor.
As per section 177 of the Companies Act, 2013, the Board of directors of every listed company and the following
classes of companies, as prescribed under Rule 6 of Companies (Meetings of Board and its powers) Rules, 2014
shall constitute an Audit Committee:
(i) All public companies with a paid up capital of `10 Crores or more;
(ii) All public companies having turnover of `100 Crores or more;
(iii) All public companies, having in aggregate, outstanding loans or borrowings or debentures or deposits
exceeding `50 Crores or more.
The paid up share capital or turnover or outstanding loans, or borrowings or debentures or deposits, as the case
may be, as existing on the date of last audited Financial Statements shall be taken into account for the purposes of
this rule.
Sub-section (5) of section 177 of the Companies Act, 2013 provides that the Audit Committee may call for the
comments of the auditors about internal control systems, the scope of audit, including the observations of the
auditors and review of financial statement before their submission to the Board and may also discuss any related
issues with the internal and statutory auditors and the management of the company.
Sub-section (6) of section 177 of the Companies Act, 2013 provides that the Audit Committee shall have powers to
investigate any activity within its terms of reference, to seek information from any employee, to obtain outside legal
or other professional advice, to secure attendance of outsiders with relevant expertise, if it considers necessary.
The roles of the Audit Committee are:
(i) Evaluation of internal financial controls and risk management systems;
(ii) Reviewing, with the management, performance of statutory and internal auditors, adequacy of the internal
control systems;
(iii) Reviewing the adequacy of internal audit function, if any, including the structure of the internal audit

department, staffing and seniority of the official heading the department, reporting structure coverage and
frequency of internal audit;
(iv) Discussion with internal auditors of any significant findings and follow up there on;
(v) Reviewing the findings of any internal investigations by the internal auditors into matters where there is
suspected fraud or irregularity or a failure of internal control systems of a material nature and reporting the
matter to the board
(vi) Discussion with statutory auditors before the audit commences, about the nature and scope of audit as well as
post-audit discussion to ascertain any area of concern.
The Audit Committee shall mandatorily review the Internal audit reports relating to internal control weaknesses;
and the appointment, removal and terms of remuneration of the Chief internal auditor shall be subject to review by
the Audit Committee.
The evaluation of internal controls including internal accounting controls gives an opportunity to the auditor to a
clearer insight into the operational systems and an overall view of the organisational workings to spot weaknesses
in the systems and procedures both in respect of financial and operational areas of the business. The audit process
effectively evaluates the auditee’s existing internal controls through the use of questionnaires and flow charts.
The internal control questionnaire is a list of systematically and logically prepared questions designed to find out
and evaluate the effectiveness of internal control systems regarding various aspects and accounting transactions
of an organisation. The questionnaires are to be comprehensive in nature to ensure that all aspects and accounting
transactions are covered which are be replied by the officials of the department or division concerned. The criteria
for replies against each question are “yes”, “no”, “not applicable”, “explanatory notes” and comments”. Normally
the affirmative answers suggest satisfactory internal controls while negative answers suggest weaknesses of
internal controls.

Internal Control and the Auditor 14.2
T
he Committee of Sponsoring Organizations of the Treadway Commission (COSO) had recently issued
the “COSO report”, which was jointly sponsored by the Institute of Internal Auditors (IIA), the American
Institute of CPAs, the Financial Executives Institute, the American Accounting Association, and the Institute
of Management to provide a common, widely accepted definition of internal control and provide a framework of
internal control which can be used as a benchmark for assessing its effectiveness. The COSO report defines internal
control as follows:
� A process, effected by an entity’s board of directors, management and other personnel, which is designed to
provide reasonable assurance regarding the achievement of objectives in one or more categories:
� Reliability of financial information.
� Compliance with applicable laws and regulations.
The COSO study identifies five interrelated components of internal control:

(a) The control environment;
(b) Risk assessment;
(c) Control activities;
(d) Information and communication;
(e) Monitoring.
The underlying foundation of internal control, termed as ‘the control environment’ is dependent on the people in
an organisation. including their competence, attributes and their ethical values. The management must assess the
anticipated risks (risk assessment) and devise mechanisms (control activities) to manage those risks to achieve
its goals and objectives. Information and communication among people are vital links in the effective control
system. Lastly, monitoring of internal controls is an ongoing process like managerial reviews or periodic reviews
like internal self-assessment or an audit. The internal audit function is a part of internal control i.e as part of the
monitoring process.
Control compels events to conform to plans. Internal control is an essential part of control mechanism within
an organisation, which functions for the success of an organisation by way of implementation of organisational
objectives, policies, plans and philosophy. To assess the effectiveness of internal control measures, it is essential to
measure the extent of accomplishment of objectives through appraisal, review and evaluation of the related factors.

The importance of role of an internal auditor in the context of internal control cannot be exaggerated.
(a) The purpose of the review of the systems of internal control is to ascertain whether the system established
provides reasonable assurance that the organisation’s objectives and goals will be met efficiently and
economically.
(b) The purpose of the review for effectiveness of the system of internal control is to ascertain whether the system
is functioning as intended.
(c) The purpose of the review for quality of performance is to ascertain whether the organisation’s objectives and
goals have been achieved.
(d) The primary objectives of internal control are to ensure:
(i) reliability and integrity of information.
(ii) compliance with policies, plans, procedures, laws and regulations.
(iii) the safeguarding of assets.
(iv) the economical and efficient use of resources.
(v) the accomplishment of established objectives and goals.
At times, the internal auditor is to go beyond the ambit of control measures determined by appraising and assessing
the extent of implementation of the management control systems, ensuring as well as assuring the management
control systems are as effective as these are expected to be and thereby converting hopes and aspirations of the
organisation into reality and accomplishments. Internal auditing, as has been seen, can therefore reveal a sound
internal control system but nevertheless the support of the management is a must.

Internal Auditing – Evolution of the
Profession 14.3
C
hanakya (350-283 BC) was an advisor and Prime Minister of first Maurya emperor Chandragupta (340 –
293 BC) in his Book ‘Arthasastra’ mentioned about maintenance of Accounts, periodicity of Accounting,
verification,certification and various avenues of fraud (40 types of embezzlement – Chanakya Chalisha) of
Government Fund /Exchequer. He cited an example that it is very difficult to ascertain ‘how much water the fishes
are consuming from a pond full of water’. The origin of internal audit goes back to thousands of years. There are
records available, which show that the Greeks, Romans, and Egyptians were conducting audits before the birth
of Christ. Interestingly, the scope of all these early audits was in many ways similar to that of modern internal
audits. The audit in Government during the modern time dates back to the year 1789, when the first U.S. Congress
approved an ‘Act’ that included a provision for the appointment of a secretary of the treasury, a comptroller, and
an auditor. The auditor’s job was to receive all public accounts, examine them, and certify the balances.
In the modern era, railroad companies in USA are often credited for being the first to introduce internal audit during
the latter part of the nineteenth century. These railroad companies had traveling auditors to visit the railroads’ ticket
agents and determine that all the accounting for all monies was properly handled. Krupp Company in Germany had
employed some type of internal audit staff at least as early as 1875, since there is an audit manual dated January 17,
1875, which inter-alia includes the following provisions:
The auditors are to determine whether laws, contracts, policies and procedures have been properly observed
and if all business transactions were conducted in accordance with established policies and with success. In
this connection, the auditors are to make suggestions for the improvement of existing facilities and procedures,
criticisms of contracts with suggestions for improvement, etc. The growth of large corporate houses during the early
part of the twentieth century necessitated the need for extended span of control by the managements employing
thousands of employees with manufacturing plants at many locations and sales & marketing all around the world.
The traditional form of audit by the public accountant was not very effective in these companies because of huge
distances between different locations besides being proving very costly also as it necessitated lot of traveling.
Therefore, a need was felt for internal auditors at all the locations mainly for protection of assets. The objectives of
internal audit during this period have been explained as under:
Protection of company assets and detection of fraud were the principal objectives. Consequently, the auditors
concentrated most of their attention on examinations of financial records and on the verification of assets that
were most easily misappropriated. A popular idea among management people a generation ago was that the main
purpose of an auditing program was to serve as a psychological deterrent against wrongdoing by other employees.
However, this role of internal auditor has undergone a vast change during the second half of twenty first century.
Earlier, internal auditing was essentially to check the records after those had been created to ensure accuracy. These
internal auditors were also concerned with the possibility of fraud.

The emergence of war economy during 1940s is attributed credit for the initial expansion in scope of internal
audit. With huge back-log of orders, managements became more concerned with production scheduling, shortages
of materials and labourers, and compliance with regulations. Most of these contracts were on cost plus basis.
Therefore, cost reporting also became more important. As a result, internal auditors began directing their efforts
towards other areas also, which were till then outside the purview of internal audit.
The fast technological leaps and global expansion are also responsible for the fast changing and ever-expanding role
of internal auditors. With emergence of very powerful and cheap computers, accounting has become mechanized
and computerized. These are subject to automatic checking procedures. Thus, there may no longer be the need
to check each and every transaction. Therefore, the modern concept is that internal auditors are an arm of the
management and are just as concerned with waste and inefficiency as with fraud.
Arthur H. Kent’s published an article, “Audits of Operations,” in March 1948 describing the expanded scope of
audit. Kent made frequent mention of an operations audit in that article. However, by the 1970s, the paradigm
shift in the role of internal auditors from financial perspective only to wide operational perspective had become
profound and permanent. The modern work of the internal auditor had become more of auditing for efficiency
and effectiveness than financial propriety. Thus, the main objective of the Internal Audit function has shifted from
fraud detection to assisting managements in making decisions. This has also ensured that the internal auditor was
now an important integral part of the management team.
Section 301 (Public Company Audit Committee) of the Sarbanes-Oxley Act passed by the U.S. Congress in the
year 2002 requires an audit committee in all the listed companies. Section 404 (Management Assessment of Internal
Controls) of the said Act requires an annual report on management of the internal controls and their effectiveness.
The law requires annual reports to contain an assessment of the effectiveness of internal control over financial
reporting. In addition, it also requires the adoption of standards for independent auditors to attest to management’s
report on internal control. Separately, the act requires a company’s CEO and CFO to certify quarterly and annual
reports. These developments will ensure the necessity for the adequate and effective internal audit department in all
the listed companies to assist management with these requirements. Similar provisions are already in place under
the Indian Companies Act, 2013.
The role of internal audit is to provide independent assurance that an organisation’s risk management, governance,
and internal control processes are operating effectively. Internal audit is conducted objectively and designed to
improve and mature an organisation’s business practices.
Internal auditing provides insight into an organisation’s culture, policies, procedures, and aids board and
management oversight by verifying internal controls such as operating effectiveness, risk mitigation controls, and
compliance with any relevant laws or regulations.
Necessity of Internal Audit

The necessity of internal audit is as follows:
1. Internal Audit assists management to improve internal controls by identifying weaknesses in systems. and
provides an opportunity to correct those weaknesses. Internal auditors deal with issues that are important to
the continued existence and prosperity of any organisation.
2. It helps to detect errors and frauds and provides suggestions to rectify the same and to pre-empt possibility of
recurrence.
3. It steps in time to detects the misuse of resources, in time which helps to reduce infructuous unnecessary
expenses.
4. It helps in improving the processes and workflow. It also works as a morale check.

5. The Internal Audit checks the books of accounts, detects errors and frauds and helps in its correction which
makes the act of External/Statutory Auditor can rely on the internal audit reports and reduce the audit time
easier.
6. The vigil by Internal Audit team and timely intervention, keeps operating staff on their toes for keeping Books
updated.
7. Independent review of operations/business.
Sum Up
Internal control is the process, effected by an entity’s Board of Trustees, management, and other personnel,
designed to provide reasonable assurance regarding the achievement of objectives in the following categories:
� Reliability of financial reporting,
� Effectiveness and efficiency of operations, and
Types of Internal Controls

1. Detective: Designed to detect errors or irregularities that may have occurred.
2. Corrective: Designed to correct errors or irregularities that have been detected.
3. Preventive: Designed to keep errors or irregularities from occurring in the first place.
Limitations of Internal Controls

No matter how well internal controls are designed, they can only provide reasonable assurance that objectives have
been achieved. Some limitations are inherent in all internal control systems. These include:
Judgment: The effectiveness of controls will be limited by decisions made with human judgment under pressures
to conduct business based on the information at hand.
1. Bypassing laid down control parameters by changing the process flow makes the earlier one redundant and for
setting a new one entire process flow to be re-examined for suitability.
2. Overriding attitude to make the control ineffective.
Breakdowns: Even well-designed internal controls can break down. Employees sometimes misunderstand
instructions or simply make mistakes. Errors may also result from new technology and the complexity of
computerized information systems.
Management Override: High level personnel may be able to override prescribed policies and procedures
for personal gain or advantage. This should not be confused with management intervention, which represents
management actions to depart from prescribed policies and procedures for legitimate purposes.
3. Collusion: Control systems can be circumvented by collusion among employees for fraudulent activities.
4. Cost of controls should not exceed the benefits accruable from exercising control, e.g one external Agency is
appointed to verify daily cash at a retail outlet, where daily turnover is `1000/-.
5. Multiple controls at the same point of time makes process slower, e.g despite existence of maker-checker
control for release of Purchase Orders (PO), the same are placed for manual sign-off before release.

Internal Control Objectives: Internal Control objectives are desired goals or conditions for a specific event cycle
which, if achieved, minimize the potential that waste, loss, unauthorized use or misappropriation will occur. For a
control objective to be effective, compliance with it must be measurable and observable.
Internal Audit evaluates Mercer’s system of internal control by accessing the ability of individual process controls
to achieve seven pre-defined control objectives. The control objectives include authorization, completeness,
accuracy, validity, physical safeguards and security and, error handling. and segregation of duties.
Authorization: The objective is to ensure that all transactions are approved by the person authorized to do so.
Completeness: The objective is to ensure that no valid transactions have been omitted from the accounting records.
Accuracy: The objective is to ensure that all valid transactions are accurate, consistent with the originating
transaction data and information is recorded in a timely manner.
Validity: The objective is to ensure that all recorded transactions fairly represent the economic events that actually
occurred, are lawful in nature, and have been executed in accordance with management’s general authorization.
Physical Safeguards & Security: The objective is to ensure that access to physical assets and information systems
are controlled and properly restricted to authorized personnel.
Error handling: The objective is to ensure that errors detected at any stage of processing receive prompt corrective
action and are reported /escalated to the appropriate level of management.
Segregation of Duties: The objective is to ensure that duties are assigned to individuals in a manner that ensures that
no one individual can control both the recording function and the procedures relative to processing the transaction.
A well-designed process with appropriate internal controls should meet most, if not all of these control objectives.
Major Components:
Control environment: Factors that set the tone of the organisation, influencing the control consciousness of its
people. The seven factors are (ICHAMPBO):
� I - Integrity and ethical values,
� C - Commitment to competence,
� H - Human resource policies and practices,
� A - Assignment of authority and responsibility,
� M - Management’s philosophy and operating style,
� B - Board of Director’s or Audit Committee participation, and
� O - Organizational structure.
Risk Assessment: Risks that may affect an entity›s ability to properly record, process, summarize and report
financial data:
� Changes in the Operating Environment (e.g., Increased Competition)
� New Personnel
� New Information Systems
� Rapid Growth
� New Technology

� New Lines, Products, or Activities

� Corporate Restructuring
� Foreign Operations
� Accounting Pronouncements
Control Activities: Various policies and procedures that help ensure those necessary actions are taken to address
risks affecting achievement of entity›s objectives (PIPS):
� P - Performance reviews (review of actual against budgets, forecasts)
� I - Information processing (checks for accuracy, completeness, authorization)
� P - Physical controls (physical security)
� S - Segregation of duties
Information and communication: Methods and records established to record, process, summarize, and report
transactions and to maintain accountability of related assets and liabilities. Must accomplish:
� Identify and record all valid transactions.
� Describe on a timely basis.
� Measure the value properly.
� Record in the proper time period.
� Properly present and disclose.
� Communicate responsibilities to employees.
Monitoring: Assessment of the quality of internal control performance over time.
What can happen when Internal Controls are weak or non-existent?

These arguments represent pitfalls to unsuspecting management. Each argument is in itself a problem that needs
to be resolved.
1. Compensating controls can be implemented in situations where one person has to do all of the business- related
transactions for a department.
2. If implementing a recommended control seems too expensive, be sure to consider the cost of a fraud that could
occur because of the missing control. Fraud is always expensive and the prevention of fraud is worth the cost.
3. Finally consider the issue of trust. Most employees are trustworthy and responsible, which is an important factor
in employee relations and departmental operations. However, it is also the responsibility of administrators to
remain objective. Experience shows that it is often the most trusted employees who are involved in committing
frauds.

Exercise

1. Several checks & controls exercised in a business to ensure its efficient working is known as:
(a) Internal check.
(b) Internal control.
(c) Internal audit.
(d) Interim check.
2. The work of one clerk is automatically checked by another clerk is called:

(a) Internal control.
(b) Internal check.
(c) Internal audit.
3. Internal controls and internal checks are:

(a) One and the same.
(b) Different.
(c) Internal control includes internal checks.
4. Which of the following statements is not true about a continuous audit?

(a) It is conducted at regular intervals.
(b) It may be carried out on daily basis.
(c) It is needed when the organisation has a good internal control system.
(d) It is expensive.
5. In comparison to the independent auditor an internal auditor is more likely to be concerned with:
(a) Cost accountancy system
(b) Internal control system
(c) Legal compliance
(d) Accounting system

6. Verification is _____.
(a) The art of recording the business transaction.
(b) An examination of the books of accounts.
(c) The act of establishing the accuracy of entries in the books of accounts.
7. The main objectives of investigation is ______.

(a) To discover errors and frauds.
(b) To prevent errors and frauds.
(c) To verify statements.
(d) All the above.
8. The company’s auditor is expected to give ______ .

(a) His expert opinion about the accounts.
(b) A factual position about the accounts.
(c) A critical review of the accounts.
(d) Financial assistance.
9. Which of the following is not likely to be a fraud risk factor relating to management characteristics?
(a) Tax evasion.
(b) Failure to correct known weakness in internal control system.
(c) Adoption of conservative accounting principles.
(d) High management turnover.
10. The primary purpose of establishing quality control policies and procedures for deciding on client
evaluation to _____.
(a) Ensure adherence to generally accepted auditing standards.
(b) Acceptance or retention of clients whose management does not lack integrity.
(c) Ensure audit fees is charged according to the type of audit work assigned.
(d) Medical policies.


1. Explain the steps to prepare for and perform an internal audit.
2. The utility of the audit programme can be retained and enhanced only by keeping the programme
and also the client’s operations and internal control under periodic review so that inadequacies or
redundancies of the programme may be removed”. Discuss stating clearly the advantages of an audit
programme.
3. “The auditor shall obtain an understanding of the major activities that the entity uses to monitor
internal control over financial reporting”. Explain.
4. “The audit engagement team should hold discussions to gain a better understanding of the bank and
its environment, including internal control, and also to assess the potential for material misstatements
of the financial statements. All these discussions should be appropriately documented for future
reference”. Explain.
5. “An internal control system consists of the policies and procedures companies use to protect assets,
ensure reliable accounting, promote efficient operations, and urge adherence to company policies”.
Explain.
Answer:
1. (a) Internal check.

2. (b) Internal check.
3. (c) Internal control includes internal checks.
4. (c) It is needed when the organisation has a good internal control system.
5. (b) Internal control system
6. (c) The act of establishing the accuracy of entries in the books of accounts.
7. (d) All the above.
8. (a) His expert opinion about the accounts.
9. (c) Adoption of conservative accounting principles.
10. (b) Acceptance or retention of clients whose management does not lack integrity.

Operational Audit and Internal Audit
under Companies Act, 2013 15
15.1 Introduction
15.2 Preparation for an Audit
15.3 Audit Engagement Letter
15.4 Role of CMAs in Internal Audit and Operational Audit
15.5 Internal Audit under Companies Act, 2013
15.6 Internal Audit and Companies (Auditor’s Report) Order
15.7 Internal Audit in Companies under manufacturing sector

Operational Audit and Internal Audit
under Companies Act, 2013
To obtain in-depth knowledge about the existing regulatory framework for internal
and operational audit to conduct effective audit procedure in organisations.
(CMLO 4a, b)

Operational audits are audits that focus on the effectiveness, productivity and cost efficiency of the
operations of the business. Internal audits focus on what has happened already. Businesses look at
the mistakes that were made and the vulnerabilities in the system which allowed those mistakes to
be made. After studying this module, the students will be able to –
 Appraise the company’s objectives with regards to Operational and Internal Audit
 Evaluate company’s policies, the structure of organisation and its Control Systems
 Conduct Appraisal of performance, which involves examination of work flow, determination of
ideal work force, performance, productivity, profitability, performance, and appraisal of costs
and looking for swags opportunity, if any.

Introduction 15.1
A
s per section 138 of Indian Companies Act, 2013 read with Rule 13 of Companies (Accounts) Rules,
2014, certain class of companies are required to appoint Internal Auditors. An extract of Rule 13 of
Companies (Accounts) Rules, 2014 is as follows-
Extract of Rule 13 of Companies (Accounts) Rules, 2014:
Companies required to appoint internal auditor.

The following class of companies shall be required to appoint an internal auditor or a firm of internal auditors,
namely: -
(a) every listed company; Always applicable
(b) every unlisted public company having:
(i) paid up share capital of fifty crore rupees or more during the preceding financial year; or
(ii) turnover(income) of two hundred crore rupees or more during the preceding financial year; or
(iii) outstanding loans or borrowings from banks or public financial institutions exceeding one hundred crore
rupees or more at any point of time during the preceding financial year;
(iv) outstanding deposits of twenty-five crore rupees or more at any point of time during the preceding
financial year; and
(c) every private company having:
(i) turnover of two hundred crore rupees or more during the preceding financial year; or
(ii) outstanding loans or borrowings from banks or public financial institutions exceeding one hundred crore
rupees or more at any point of time during the preceding financial year.
Provided that an existing company covered under any of the above criteria shall comply with the requirements of
section 138 and this rule within six months of commencement of such section.
Explanation: For the purposes of this rule – The internal auditor may or may not be an employee of the company.
The Audit Committee of the company or the Board shall, in consultation with the Internal Auditor, formulate the
scope, functioning, periodicity and methodology for conducting the internal audit. However, the rule specifies that
an internal auditor may or may not be an employee of the company. The Internal auditor may be a CA/CMA or
any other professional. Also, neither the rules nor the Act, has specified the duties and responsibilities. So even
if the rules and act made the appointment of Internal Auditor mandatory, the same rules and Act provides option

to companies to appoint any person as internal auditors. Anyone who has the knowledge can become an Internal
Auditor, because the rules did not define the word “any other professional”.
Understanding of Operations of the entity is the pre-requisite for conducting Internal Audits (IA). The definition
of Internal Audit (by The Institute of Internal Auditors) clearly indicates the IA’s role of value addition and
improve an organisation’s operations.An unremitting commitment is elemental to accomplish success and
ceaseless application of process specific operational audits is to be undertaken on a proactive basis.
Simple way of defining ‘operation audit’ is adopting the residuary approach that is ‘auditing which goes
beyond financial transactions and accounting records and examines into the operating, managerial or
administrative performance of the entity’. In other words it is a future-oriented, systematic, and independent
evaluation of the entire gamut of organisational activities, for example, how an organisation’s management and
it’s operating procedures are functioning with respect to their efficiency in meeting stated objectives.
The objective of the operational audit process is to improve the way the business performs e.g. operational audit
can help businesses lower costs, decrease the turnaround time for many processes, directly improving service
delivery and customer satisfaction.
Discovering opportunities for improvement:

Operational audit programs are much more in-depth than normal internal audits. They do not look at how
things are, they also look at how things could be. This means that in an operational audit, the auditors do not
simply audit the performance of the organisation, they also look for better ways of accomplishing the same tasks
effectively.

Preparation for an Audit 15.2
A Prevention Solution
c
t - Wasteful Activity - Reduce Revenue Leakages
i
v - Actively Promoting compliance with - Cost Savings
e ner
Internal Control art
cP
egi
ch Str
at
oa e-
pr plianc
Ap Detection Com Prevention
ond
- Identify Problems Bey - Benchmark performance of
P
nce to
a
m plia operating Processes against
s Co
s best practices
i
v
e
Audit Assignments Scope Business Performance
Figure 15.1: Preparation for Audit
The aforesaid diagram indicates ‘active’ and ‘passive’ approach in all types of ‘audit assignments’ and especially
for ‘operational Audit’ for a paradigm shift to ‘beyond compliance’. As evident from above, the active zone of
‘operational audit’ is to prevent “wasteful activities” with a view ‘to reduce revenue leakages and cost’. This in turn
having a positive impact on business performance.
The contemporary approaches of ‘Risk Based Audit’ are not in total sync with ‘Operational Audit’. Risk pertaining
to “Operations” is prioritized for ‘Risk Based Audit’ and recommended mitigation, fails to provide a holistic
coverage for the entire gamut of risk associated with the ‘Operation’ and improvement in ‘value chain’ through a
set of corrective measures.
With the introduction of ‘Operation Audit’ the entire activities related to the operation reviewed for achieving the
defined objective /s.
“Operational Audit” Objective:

‘Operational Audit ‘objective has been coined here after the name of connoisseur of TQM (Total Quality
Management), W.E. Deming. To define the objective the word ‘DEMING’ is used, where each of the word stands
for a definitive objective accomplishment.

D – Detailed understanging for existing process to suggest improvement

E – Eliminate Waste, Duplication of work
M – Merge Operations/Processes to reduce Turn Around Time
I – Improve/Increase Quality, Volume, Revenue
N – New Methods, Techniques, Devices for better result/throughput
G – Govern Man, Machine, Methods and Money
To carry out the heightened expectations of ‘stakeholders’ on their shoulder, Auditors can no longer spend their
time looking down at financial controls and compliances rather to spend much more time in operation Reviews.
Gone are days of ‘pushing the pencil’; ‘brain power’ is taking place of ‘brawn power’. To support the
accomplishment of aforesaid objective, the audit process to lend appropriate support. Process provides a
methodology for intelligently and efficiently integrating People, Tools, Procedures and Technology for the best
results/ outcome.
Advantages and Disadvantages of ‘Operational Audit’
� Going through the operational audit process provides a company with objective opinions. These opinions
often generate quicker production by lowering TAT (Turn Around Time), pointing process inefficiencies, the
location of areas of delay/lapses, cost rationalization/reduction.
� Move towards operational excellence.
The mental fear of ‘resistance to change’ is the only disadvantage in organisational culture.
The following are the important steps:
(i) Defining the scope of audit work.
(ii) Obtaining knowledge of the business, processes and formulating the audit programme.
(iii) Evaluation of the accounting and internal control system existing in the auditee enterprise.
(iv) Determining the nature, timing and extent of audit procedures, keeping in mind the audit risk and materiality
vs involvement.
(v) Adequate documentation is also necessary, i.e. preparation of audit note book and working papers.
(vi) Formulation of opinion.
(vii) Issuance of audit report.
The auditor uses the following techniques to collect the necessary evidence:
(i) Electronic data processing for understanding the gaps.
(ii) Process Flow Charting
(iii) Discussion for clarity
Audit Program:
An audit program is a detailed plan of the auditing work to be performed, specifying the procedures to be followed
in verification of each item and the financial statements and the estimated time required. To be more comprehensive,
an audit program is written plan containing exact details with regard to the conduct of a particular audit. It is a
description or memorandum of the work to be done during an audit. Audit program serves as a guide in arranging
and distributing the audit work as well as checking against the possibility of the omissions.

Operational Audit and Internal Audit under Companies Act, 2013
Advantages of Audit Program:

The main advantages of an audit program are as follows:
(i) It serves as a ready check list of audit procedures to be performed.
(ii) The audit work can be properly allocated to the audit assistants or the article clerks.
(iii) The auditor may easily know the extent of work done at any point of time. Thus, the progress of work done
can be under the supervision and control of the auditor.
(iv) Audit program would not only be useful for the audit assistants in carrying the audit work but for the
principal too as he would be in a position to account for the individual responsibilities.
(v) A uniformity of the work can be attained as the same program would be followed from time to time.
(vi) It is a useful basis for planning the program for the following year.
(vii) It may be used as evidence by the auditor in the event when any charge is brought against him. He can prove
that there has no negligence on his part and he exercised reasonable care and skill while performing the task.
Disadvantages of Audit Program:
The main disadvantages of an audit programare as follows:
(i) The auditor’s task becomes mechanical and the auditors may lose interest and initiative.
(ii) Drawing up of an audit programmay be unnecessary for a small concern.
(iii) Though audit program helps in fixing responsibilities but inefficient staff may defend themselves by stating
that the matter was not contained in the audit program.
(iv) Rigid program cannot be laid down for each type of business.
Though an audit program may suffer from the above disadvantages, but these can be removed by taking some
initiatives such as consulting the audit assistants, modifying the program on the basis of experience gained during
audit, etc.
Continuous and Final Audit:
(a) Continuous Audit:
Continuous audit involves the detailed examination of all the transactions by the auditor continuously throughout
the year or at regular intervals, say fortnightly or monthly. A continuous audit is one which is commenced and
carried on before the close of the financial year to which it relates. It involves the constant engagement of auditor’s
staff at the client office throughout the period under review. Continuous audit is suitable in cases where the final
accounts are desired to be presented soon after the close of the financial year or there is great volume of transactions
or the system of internal check is weak.
(b) Final Audit:

A final audit is also called as Completed Audit or Periodical Audit. Final audit is done after the close of the
financial year, i.e., after the books of accounts have been closed and the final accounts are drawn up. In this type of
audit, the client gives the possession of books of accounts to the auditor for audit and routine checking and other
audit procedures begin only after that.
Audit Working Papers:

Audit working papers are the record of the planning and execution of the audit engagement. Auditors retain a set
of working papers for each audit engagement for each year. The audit working papers for the current year are

referred to as the current working papers. Working papers that are relevant to more than one audit engagement
are often kept separately in a file referred to as permanent working papers. The audit working papers (current and
permanent) for a client audit engagement are sufficiently detailed to enable another appropriately experienced and
competent auditor that is not familiar with the client to obtain an overall understanding of the engagement.
Working papers (or documentation) serve three purposes (i) aid in planning and performance of the audit; (ii) aid
in supervision and review of the audit work; and (iii) these papers serve as evidence of the audit work performed
by the auditor to support his opinion.
These working papers also facilitate audit planning and supervision of the audit work. The form and content of
working papers vary from audits to audits, but they are affected by the following matters:
(a) Nature of engagement;
(b) Form of audit report;
(c) Nature and complexity of client’s business;
(d) Nature and condition of client’s records;
(e) Degree of reliance of internal controls;
(f) Supervision of work performed by assistants.
Types of Working Paper Files:

In case of recurring audits, some working papers files may be classified into permanent audit files and current audit
files. While the former is updated with the information of continuing importance, the latter contains information
relating to audit of a single period. The contents of these files are given below:
Permanent Audit File Current Audit File

(a) Legal and organisational structure of the entity, (a) Correspondence relating to acceptance of annual
e.g., MOA and AOA in case of a company. reappointment.
(b) Extracts or copies of legal documents, agreements (b) Extracts of important matters in the minutes of
and minutes relevant to the audit. Board Meetings and General Meetings relevant to
the audit.
(c) A record if study and evaluation of internal (c) Copies of management letters
controls.
(d) Analysis of significant ratios & trends. (d) Analysis of transactions and balances.
(e) Copies of the audited financial statements of (e) Copies of communication with other auditors,
previous year(s). experts and third parties.
(f) Notes regarding significant accounting policies. (f) Audit program.
(g) Signification audit observations of the earlier (g) Conclusions reached on significant aspects of
years. audit.
Working papers are the property of the auditor, the portions or extracts of, which can be had at his discretion. These
working papers should keep in safe custody and in confidential manner for such time as is sufficient to meet the

requirements of his practice or to satisfy any related legal or professional requirement of record retention.
Audit Note Book:

An audit book is usually a bound book in which a large variety of maters observed during the course of audit
are recorded. The audit note book is a permanent record of the auditor. For each individual audit, the auditor
usually maintains a separate audit note book. The audit note book should be maintained clearly, completely and
systematically. An audit note book is a great evidential tool available as a defence with the auditors in the event of
any charge is brought against them. In case of City Equitable Fire Insurance Company, the auditors were relieved
because they have maintained record of the audit work performed at each stage.
Contents of Audit Note Book:

(i) Name of the business enterprise.
(ii) Organisation structure.
(iii) Important provisions of Memorandum and Articles of Association.
(iv) Communication with the previous auditor, if any.
(v) Management representations and instructions.
(vi) List of books of accounts maintained by the enterprise.
(vii) Accounting methods, internal control systems followed by the enterprise, applicable laws etc.
(viii) Key management personnel.
(ix) Errors and fraud discovered.
(x) Matters requiring explanations or clarifications.
(xi) Special points that need attention in the audit report and for subsequent audits
Specimen of Audit Note Book

M/s. XYZ Private Limited Audit Notes for the Financial Year
Voucher/ Account Involved Amount Query/ Remarks How disposed of

Reference No.
21 Machinery 2,000 Amount Rectified after consulting with Mr. A,
wrongly capitalized Chief Accountant
64 P.F. 1,750 Late deposited Clarified with Mr. B from HR
80 Advertisement 5,000 MD sanction Sanction obtained
required
150 Colonel Securities 40,000 No TDS TDS deducted and deposited with
interest
167 Rent 2,000 Receipt required Receipt obtained


Audit Engagement Letter 15.3
A
uditors agree with the client’s management, in writing, about the scope, terms and conditions of the audit
engagement. This written communication is referred to as an engagement letter. The letter is usually
addressed to chairman of the audit committee or, in the case of a corporation, the chair of the board of
directors, with a copy being sent to the audit committee. The purpose of such a letter is to minimize any possible
misunderstanding concerning the scope and terms of the audit engagement.
The letter is sent to all new audit clients and where there has been a change in the terms of the engagement or the
auditor considers that management may not understand the existing terms of the engagement, the letter is also sent
to continuing clients.
Terms of Audit Engagement:

� Agreeing the terms of the engagement with the client; and
� The auditor’s response to a request by a client to change the terms of an engagement to one that provides
alower level of assurance.
The auditor and the client should agree on the terms of the engagement. The agreement should be in writing.
Though the objective and scope of audit is determined by the relevant statue and the pronouncement of the Institute,
the audit engagement letters will be informative to the clients.
The auditor should send an engagement letter, preferably before the commencement of the engagement, to help
avoid any misunderstanding with respect to the engagement. This will be in the interest of both the client and the
auditor.
Specimen Internal Audit Engagement Letter

[DATE]
[NAME, TITLE] [DEPARTMENT] [ADDRESS]

[CITY, STATE PIN]
Dear [HEAD OF DEPARTMENT]

The Internal Audit Team is planning its audit for [DEPARTMENT NAME], The objectives of this audit will be:
[LIST ACTUAL OBJECTIVES HERE]

For example:
� Reliability and Integrity of Financial and Operational Information,
� Compliance with Laws, Regulations, and Contracts,
� Safeguarding of Assets, and
� Effectiveness and Efficiency of Operations of the [AUDIT AREA], and
� To follow-up on recommendations included in prior audit reports. The proposed timetable for this year’s audit
is as follows:
� Start date in the field: [DATE]
� Estimated weeks to complete: [NUMBER OF WEEKS] The audit team will include the following members:
[NAME], Manager [NAME], Staff Auditor [NAME], Staff Auditor
At the beginning of our audit, we would like the opportunity to meet with you to discuss our audit objectives and
solicit your input. Our goal is to perform an effective and efficient audit. We will need your staff to provide us the
following documents and schedules on:
1. [DOCUMENTS] and [DATE]
2. [DOCUMENTS] and [DATE]
At the conclusion of our audit, we will discuss audit results and potential recommendations with management of
the audited area before scheduling an exit conference with you. Prior to the exit conference, you will receive a
draft audit report. After the exit conference, a final audit report will be delivered to you with a request for formal
management’s responses to include in the audit report.
Our mission is to help you achieve [DEPARTMENTS] objectives by providing you information about the
effectiveness of internal control and by recommending courses of actions which improve performance. If you have
any questions about this year’s audit, please do not Hesitate to call.
Yours truly,
[XYZ] [Designation]

Role of CMAs in Internal Audit and
Operational Audit 15.4
P
resently, the role of Internal Audit has become more critical. The backdrop and changing business scenario
and the role metamorphosed as technology have erased global barriers. Customer expectations have
increased and compliance demands are growing both in terms of quantity and complexity. The Enterprise
Risk Management is emerging as the key element in Corporate Management.
The expectations of the Board from Internal Auditors are now to assist the Board in identification, monitoring
and management of business risks and also to offer and provide insight, advice and assurance on enterprise risks.
The Internal Auditors should also inform directors about the tone of the organisation-culture, ethics, performance
and continuously evaluate the efficiency and effectiveness of operations. They should also check compliance with
laws and regulations and authenticate the reliability of financial and management reporting. Internal Auditors has
the added role of safeguarding the assets of the company. They should evaluate performance management and
control systems and act as an advisor to the Management. The role of effective Cost Management involves in waste
reduction and enhancing productivity and process improvement.
The Internal Audit must be synchronized to the expectations of the Board. It must develop an Internal audit
strategy that is linked with the organisation’s strategic plan with a focus on optimizing risks, costs, and value.
It must develop dynamic risk based internal audit plans. The communication must be done frequently with key
stakeholders on their needs, expectations, satisfaction with the internal audit. It should leverage technology to
optimize audit operations and assist management in developing and maintaining a comprehensive performance
management framework. It should support and facilitate business process improvement and re-engineering and
provide active support in furthering good Corporate Governance. CMAs have a colossal role to play as they have
a unique blend of core competencies in accounting, management and strategy. CMAs can apply their forward-
looking insights across the organisation to manage risks, reduce costs and create new opportunities, preserve and
enhance value.
CMAs possess the expertise to evaluate the operational efficiency, productivity and profitability, wastages, losses,
inefficiency. They can apply their knowhow in judging efficiency of management of resources, capacity utilization,
channeling resources into productive channels, standards of efficiency of performance, production processes and
performance of respective units. Efficiency of business processes, Enterprise Performance Management, Business
risks. Efficiency of Supply Chains, Efficiency of Utilities / Energy Consumption, Sustainability of Business are
critical drivers to keep the business focused on priority areas.
The perspective of CMAs has changed in the present era of mergers & acquisitions, new product development and
also to climate change and sustainability. The financial perspective, customer perspective, operational perspective
and people perspective all can be aligned to meet the goal of the business.

Operational Audit:
The internal audit function in any organisation can be broadly categorized into three major functions namely
(a) financial audit (b) compliance audit and (c) operational audits. However, an operational audit is sometimes
defined as an extension of a financial audit. Regulatory agencies or other organizations concerned with compliance
generally either send in their own auditors or hire an external audit firm. Therefore, Internal Audit mainly plays a
supplementary role only in financial and compliance audits, but operational auditing is the primary, albeit not the
exclusive, domain of the internal auditor.
An operational audit (or value-for-money audit) has been defined as an organized search for ways of improving
efficiency and effectiveness. The objective of this audit is to assist the organization in performing functions more
effectively and economically with focus on the efficiency and effectiveness of operations, it is also stated to be an
early warning system for the detection of potentially destructive problems.
An operational audit can lead to better management of all aspects of business organisation whether it is production
area or service area. Traditionally, operational audits have been conducted by means of a questionnaire interview
of departmental employees. Virtually all large companies conduct operational audits in their major production and
service departments. The financial audit tells where the entity was and where it is on the date of the balance-sheet.
However, an operational audit tends to answer the questions as to why the entity is where it is and how it got there.
It means the evaluation of management’s performance and efficiency. Therefore, Operations Audit is a process to
determine ways to improve production. It falls into the category of a management service by evaluating the four
functions of management: (1) planning, (2) organizing, (3) directing, and (4) controlling. The operational audit can
also be broken down further as a functional review; for example, Purchasing as a department versus the overall
Procurement operation in coordination with production scheduling and market forecasting. The following table
highlights the salient features of the traditional form of internal audit and operational audit:
INTERNAL AUDIT OPERATIONAL AUDIT

1. Compliance objective Risk identification, process improvement objective
2. Financial accounts focus Business focus
3. Audit focus Efficiency & improvement focus
4. Transaction-based Process-based
5. Policies and procedures focus Risk management focus
6. Cost Centre wise budget monitoring Accountability for performance improvement results
7. Methodology: Focus on policies, transactions and Methodology: Focus on goals, strategies and risk
compliance management processes
The Committee of Sponsoring Organizations of the Treadway Commission (COSO) had recently issued the “COSO
report”, which was jointly sponsored by the Institute of Internal Auditors (IIA), the American Institute of CPAs, the
Financial Executives Institute, the American Accounting Association, and the Institute of Management to provide
a common, widely accepted definition of internal control and provide a framework of internal control which can be
used as a benchmark for assessing its effectiveness. The COSO report defines internal control as follows:
…a process, effected by an entity’s board of directors, management and other personnel, which is designed to
provide reasonable assurance regarding the achievement of objectives in one or more categories:
� Reliability of financial information.

Operational audits concerned with the objectives of efficiency and effectiveness. There are many reasons for
performing an operational audit: compliance with policies and procedures, excessive sales returns, proposed
product mix, equipment down time or personnel turnover etc. Therefore, an auditor must establish the scope of
an operational audit before formulating the approach to initiate an operational audit. This step will determine the
extent of the scope of audit. The second step shall be to understand the auditee’s operation, its purpose in the total
environment of the entity, its history, its image, its staff, their skills and competence and its reporting path. The
reporting path is of very critical importance because this path is the communication route along which, the audit
results and conclusions will flow.
The prime records to be obtained in an operational audit are the organizational chart of the function/operation,
applicable policies, guidelines and procedures etc. These will outline each employee’s responsibility and authority.
The function’s/operation’s performance reports for the reasonable period prior to the audit should be reviewed to
do trend analyses or the critical analyses. These analyses or reports could indicate potential critical areas such as
over- or under-staffing, noncompliance with corporate policies and procedures, weaknesses in internal controls,
or inadequate job rotations etc. These indications could help the management auditor in determining scope of
investigation and areas of potential improvement. Reports must be based on facts, informative, submitted in time
and directed to the proper levels of management.

Internal Audit under
Companies Act, 2013 15.5
Legislative Background:
T
he Notes on clauses to the Companies Bill, 2011 read as follows:
“Clause 138. - This is a new clause and seeks to provide that prescribed Companies shall be required
to conduct internal audit of functions and activities of the company by internal auditor appointed by
the company. Manner of conducting internal audit shall be prescribed by the Central Government”. Addition
of this clause was suggested by the Standing Committee on Finance (2009-10). In 57th Report of the Standing
Committee on Finance (2011-12) While dealing with the suggestion that in-house employees shall be allowed
as internal auditors, it was stated by the Ministry that “the provisions of clause 138 do not prohibit appointment
of in-house employee. Further, the provisions also empower the Board of relevant company to appoint any
professional (even other than a CA or CMA) as internal auditor if it so decides. Hence both the suggestions are
already taken care of.”
The concept of internal audit was present in the Companies Act, 1956 in the form of Section 581ZF which stipulated
that ‘Every Producer Company shall have internal audit of its accounts carried out, at such interval and in such
manner as may be specified in articles, by a chartered accountant’.
‘Internal Audit’ was first made mandatory for some of the companies vide the Manufacturing and Other Companies
(Auditor Report) Order, 1975 (MAOCARO, 1975). MAOCARO, 1975 required the auditor to certify whether the
company has an internal audit system commensurate with its size and nature of its business and also, whether there
is an adequate internal control procedure commensurate with the size of the company and the nature of its business,
for the purchase of stores, raw materials including components, plant and machinery, equipment and other assets,
and for the sale of goods.
Thereafter, MAOCARO, 1988 replaced the MAOCARO, 1975 and MAOCARO, 1988 was replaced by the
Companies (Auditor’s Report) Order, 2003 and which is recently amended and issued as CARO, 2020. Section
138 enshrines this concept with the power being given to Central Government to prescribe the class of companies
where the appointment of internal auditor is mandatory.
The terms “functions” and activities” used in sub-section (1) of section 138 connote a much wider scope than
“Financial Audit” and “Operations Audit”. Therefore, it is clearly evident that the scope of internal audit is very
wide and it covers the compliance systems in companies covering all the functions of any company. Internal Audit
requires an in depth understanding of the business culture, systems and processes, understanding and improvement
of internal controls for effective risk management, understanding the governance structure of the organisation and
ability to provide value additions for improvement in governance processes.
The internal audit may contribute in the following areas:
(a) Independent review and appraisal of control systems across the organisation (both financial control systems
and operational areas where the organisation may reap benefits)
(b) Ascertainment of the extent of compliance of policies, procedures, regulations and legislations. Checking and
compliance of management systems of an organisation.

(c) Facilitate good practices in management of risk. This requires systems for ascertaining, measuring, managing
and where possible mitigation or dispersion of the risk.
(d) Achieve savings by identifying waste, inefficiency and duplication of effort across the organisation
(e) Structuring programs and activities such that company assets are safeguarded and there are internal check
systems which minimize the possibility for reducing fraud / early warning signals for identifying fraud.
Compulsory requirement for appointment of internal auditor(s) in listed and specified companies
Section 138 read with rule 13 of the Companies (Accounts) Rules, 2014 provide that following class of companies
shall be required to appoint an internal auditor or a firm of internal auditor; namely:
(a) every listed company
(b) every unlisted public company having:
(i) paid up share capital of 50 crore rupees or more during the preceding financial year; or
(ii) turnover (income) of 200 crore rupees or more during the preceding financial year; or
(iii) outstanding loans or borrowings from banks or public financial institutions exceeding 100 crore rupees
or more at any point of time during the preceding financial year; or
(iv) which has accepted deposits of 25 crore rupees or more at any point of time during the last financial year;
(c) every private company having
(i) turnover of 200 crore rupees or more during the preceding financial year; or
(ii) outstanding loans or borrowings from banks or public financial institutions exceeding 100 crore rupees
or more at any point of time during the preceding financial year:
Provided that an existing company covered under any of the above criteria shall comply with the requirements of
section 138 and this rule within six months of commencement of such section.
Explanation — For the purposes of this rule—
The internal auditor may or may not be an employee of the company; The Audit Committee of the company
or the Board shall, in consultation with the Internal Auditor, formulate the scope, functioning, periodicity and
methodology for conducting the internal audit. However, the rule specifies that an internal auditor may or may
not be an employee of the company. The Internal auditor may be CA/CMA or any other professional. And also
neither the rules nor the Act, has specified the duties and responsibilities. So even if the rules and act made the
appointment of Internal Auditor mandatory, the same rules and Act provides option to companies to appoint any
person as internal auditors. And also anyone who has the knowledge can became an Internal Auditor, because the
rules did not define the word “any other professional”
Eligibility for appointment as internal auditor
Such class or classes of companies as may be prescribed shall be required to appoint an internal auditor, who shall
either be a chartered accountant or a cost accountant, or such other professional as may be decided by the Board to
conduct internal audit of the functions and activities of the company.
The Central Government may, by rules, prescribe the manner and the intervals in which the internal audit shall be
conducted and reported to the Board.
Requirement for filing of Form MGT-14 with the RoC on appointment of the Internal Auditor
The appointment of internal auditor can be done only by means of a resolution passed at the meeting of the Board
as specified under rule 8 of the Companies (Meeting of Board and its Powers) Rules, 2014 and accordingly, the

company is also required to file Form MGT-14 with the Registrar within 30 days from the date of passing of
resolution by the Board. However, filing of resolutions under clause (g) of sub-section (3) of section 117 has been
exempted for private companies vide Ministry of Corporate Affairs notification No.G.S.R.464(E) dated 05.06.2015.
However, the Private Company is still required to comply the requirements of Section 179.
Authority to appoint the Internal Auditors
Rule 13(2) of the Companies (Accounts) Rules, 2014 set forth that the Audit Committee of the company or the Board
shall, in consultation with the Internal Auditor, formulate the scope, functioning, periodicity and methodology for
conducting the internal audit.
Statutory Auditors cannot be appointed as Internal Auditors
MCA Circular No. 29 of 1976, dated 27-8-1976 states that the internal auditor is appointed by the management and
hence is in the position of an employee, whereas the statutory auditor is appointed by the company in accordance
with the provisions of section 224 [section 139 of the Companies Act, 2013] and the auditor is required to perform
the duties enjoined on him under section 227 [section 143 of the Companies Act, 2013] and the Rules/ Orders
issued there under. As such, in the opinion of the Department (MCA), a statutory auditor of a company cannot also
be its internal auditor.
Formation of policy and procedure for appointment of the internal auditor
The Companies (Accounts) Rules, 2014 provides that the Audit Committee of the company or the Board shall,
in consultation with the Internal Auditor, formulate the scope, functioning, periodicity and methodology for
conducting the internal audit.
Existing companies need to appoint the Internal Auditors within a period of six months, i.e. before 30th
September, 2014
In case of an existing company, this needs to appoint internal auditors pursuant to the provisions of section 138
of the Companies Act, 2013 read with Rule 13 of the Companies (Accounts) Rules, 2014, shall appoint the
internal auditor within a period of 6 months from the commencement of the section, i.e. needs to comply with the
requirement before 30th September, 2014.
Scope of internal audit
Sub-section (2) of section 138 gives power to central government to make rules and prescribe the manner and
the intervals in which the internal audit shall be conducted and reported to the board. Rule 13 does not provide
the scope of internal audit. However, rule 13 prescribed that the audit committee of the company or the Board
shall, in consultation with the Internal Auditor, formulate the scope, functioning, periodicity and methodology for
conducting the internal audit
Powers and duties of internal auditor
There are no powers and duties of internal auditor prescribed under the Act. The same may be governed by the
terms of reference of the appointment of internal auditor which may be decided mutually between the company
and the internal auditor.
Punishment and Compound ability
There are no specific penal provisions provided in this section 138. Therefore the penal provisions under section
450 would apply in case of any non-compliance of this section. Accordingly, for contravention, the company
and every officer of the company who is in default shall be punishable with a fine upto `10,000, in case the
contravention is a continuing one then the further fine shall be `1,000 every day. The offences under this section
are compoundable under section 441 of the Act.

Internal Audit and Companies
(Auditor’s Report) Order 15.6
T
he Central Government in exercise of the powers conferred under sub-section (4A) of the section 227 of
the Companies Act, 1956, has issued the I Companies (Auditor’s Report) Order, 2003 (“the Order” or “the
CARO”) vide I Notification No. GSR 480(E), dated June 12, 2003. The Order contains certain I matters on
which the auditors of the Companies (excepting those companies which are specifically exempted under it) have to
make a statement in their audit report.
Section 227(4A) of the Companies Act, 1956 ceased to be operational from 1 April 2014 after notification of section
143 (11) under the Companies Act, 2013. Though section 143(11) of the 2013 Act provides requirements similar
to section 227(4A) of the 1956 Act, the MCA had not prescribed CARO related requirements. Consequently,
after consulting the Institute of Chartered Accountants of India (ICAI), the MCA on 10 April 2015 issued the
Companies (Auditor’s Report) Order, 2015 (CARO - 2015) prescribing certain reporting requirements for auditors
of certain class of companies. CARO - 2015 amended again and recently CARO 2020 issued by MCA which is
effective from the date of its publication in the Official Gazette, 25th February, 2020.
Clause (xiv) of CARO, 2020 spells out the requirements as to reporting by the statutory auditors on the internal
control system and internal audit system respectively. Each of these clauses is discussed as below.
Clause (xiv) of CARO, 2020
(a) Whether the company has an internal audit system commensurate with the size and nature of its business;
(b) Whether the reports of the Internal Auditors for the period under audit were considered by the statutory
auditor;
(i) Internal Control System
As per SA 200, Internal Control System refers to all the policies and procedures adopted by the management of the
entity to assist in achieving management’s objective ensuring the orderly and efficient conducting the business, the
accuracy and completeness of accounting records, the timely preparation of financial information, safeguarding of
assets of enterprise and defection of fraud and error in a timely manner.
(ii) Extent of Reporting
It may be noted that obtaining an understanding of internal control system is a normal audit procedure. As per
SA 315, the internal audit function constitutes a separate component of internal control with the objective of
determining whether other internal controls are well designed and properly evaluated. While the requirement of
the Order is confined only to the internal control system as regards purchases of inventory, and fixed assets and the
sale of goods and services, it does not in any way reduces the responsibility of the auditor to examine other areas.
It only signifies that while a special attention is required for the reporting on specified items of this clause, but to
ensure a true and fair view of the financial statements, the examination of internal controls has to be extended to
all the other areas.

(iii) Major Weakness

The Order does not define as to what constitutes ‘major weakness.’ Thus, it may be interpreted that major weakness
depends upon the facts and circumstances of each case. For this, an auditor has to exercise his professional judgment.
One view may be taken that any weakness in internal control which exposes the enterprise to a risk of significant
loss is material weakness. Another view may be that a weakness in internal control exposing an organisation to the
risk of material misstatement(s) in the financial statements is major weakness. It may be noted that while evaluating
what is major weakness, the concept of audit materiality should always be given due consideration. It should also
be noted that adequacy of internal controls and major weakness should be considered as distinct aspects of this
clause, i.e. it does not mean that if there are no major weakness in internal control system, then the internal control
system is adequate.
(iv) Adequacy of Internal Controls
As per SA 200 read with SA 315, the auditor should obtain an understanding of the accounting system sufficient to
identify and understand major classes of transactions, manner of initiation of transactions, significant accounting
records, supporting documents and specific accounts in the financial statements and the accounting and financial
reporting process. Accounting control comprises the plan of an organisation and the procedures and records that are
concerned with the safeguarding of assets and the reliability of financial controls. Internal control so far as financial
and accounting aspects are concerned, aims at the following:
(i) Providing the flow of work through various stages.
(ii) There should be proper segregation of personnel duties so that no single person can be in a position to handle
whole of the work from its beginning to its end.
(iii) Adequate documentation should be made at each stage of work.
(iv) The transactions are recorded with appropriate amounts and in timely manner and that too as per the applicable
accounting policies and practices.
(v) The assets should be properly safeguarded.
(vi) The access to the assets should be restricted to only authorised persons.
(vii) Existence of organisational chart would help in fixing responsibilities.
(viii) Building up of a system to locate the deviations and departures from the prescribed procedures and to detect
the frauds and errors automatically without mush loss of time.
(ix) Standardized records and formats should be evolved. It would ensure availability of right information at right
time.
(x) There should be an efficient Management Information System.
(xi) Minimization of loss and wastages.
(xii) Employees should be encouraged to do good work and comply with the procedures. Special attention should
be given to the disgruntled employees.
(xiii) Adequate cut off procedures should be formulated so that the transactions of one period can be separated
from the transactions of other period.
(v) Continuing Failure

This expression has also not been defined by the Order. What constitutes ‘continuing failure’ again depends upon
the facts and circumstances of each case. For example, if the auditor has identified a weakness in the previous year

and reported the same to the management, but it continues to exist in the current year, then it would constitute
‘continuing failure.’ Further, where the auditor based on the preliminary discussions with management, intimated
the management of the major weakness at the audit planning stage at the beginning of the year, but the same was
not corrected even at the time of issuing audit report, this would also constitute a ‘continuing failure.’
(vi) Checklist and Specimen Reporting
1. On the basis of the understanding, documentation and validation thereof of the activities in the areas of
Inventory cycle, property, plant and equipment cycle, revenue and receivables cycle, review of internal audit
reports whether satisfied that there is an adequate internal control system commensurate with the size of the
company and the nature of its business for the purchase of inventory and fixed assets and for the sale of goods
and services;
2. If not, document the inadequacies and weaknesses thereof and consider implications for reporting;
3. Review the reports of internal audit, minutes of the Board, Audit committee, management committee, if any
and any other relevant internal reports to identify major weaknesses in internal controls and whether there is
any continuing failure to correct such weaknesses;
4. In the case of continuing failure to correct any major weakness identified, report the weakness and steps taken
by the management to correct such weakness, if addressed subsequent to the balance sheet date or the fact of
failure to correct such weakness;
5. Consider the implications of such control weaknesses on the nature, extent and timing of audit procedures
in those areas and implications, if any, on the adequacy or reliability of the books of account and the overall
report.
Applicability of CARO Report
Ministry of Corporate Affairs has deferred the applicability of CARO 2020 from the financial year commencing
from 1st April 2021 instead of 1st April 2020 as per its notification of 17th December 2020. It was done to ease the
burden on companies and their auditors for the year 2020-21 amid corona virus disease (Covid-19).
Applicability of CARO Report: companies
CARO 2020 applies to all companies, including any foreign company, except for the followings:
� One person company (OPC) as defined in clause (62) of section 2 of the Companies Act, 2013
� Small companies (Companies with paid-up capital less than or equal to ` 50 lakhs and with last turnover less
than or equal to ` 2 crores)
� Banking companies as defined under clause (c) of Section 5 of the Banking Regulation Act, 1949
� Insurance companies, as defined under Insurance Act, 1938
� Companies registered for charitable purposes under Section 8 of the Companies Act.
� Private companies with gross receipts or revenue (including revenue from discontinuing operations) of more
than ` 10 crores as per financial statements during the financial year.
� Private companies with paid-up share capital and reserves and surplus not more than ` 1 crore as on balance
sheet date, i.e., at the end of the financial year.
� A private company that is not a holding or subsidiary of a public company.
� A private company that does not have total borrowings of more than ` 1 crore from any financial institution,
including banks, at any point time during the financial year.

Internal Audit in Companies under
Manufacturing Sector 15.7
Internal Audit of Manufacturing Company
P
urchase, Store, Production, Sales, Marketing, Security, Lab, are important department of every Manufacturing
Company, Internal audit have big role to analyze for smooth functioning of every department. Here is brief
function of Internal audit of Manufacturing Company:
Annexure - I
Production
Risk List of Controls

Production Planning
1. Untimely production as Timely compilation of Production budget/plan for each of the product variety
compared to the marketing (e.g OPC, PPC, Non-Trade etc.)
requirements resulting in Pre-defined authority level for review and modification in the production plan
holding of inventory
Periodic review of Production Plan vis-à-vis changes in Sales Plan or
2. Excess/short production as availability of raw materials & documentation thereof
compared to plan Compilation & documentation of reason-wise analysis of actual consumpt3ion
3. Loss of production due to vis-à-vis standard consumption
non-consideration of sales Shift-wise production data logging in place
forecast/raw materials
availability
Consumption standard/norms & actual consumption
Excess production cost due Compilation of documented consumption standards i.e BOM
to excess consumption of raw Periodic comparison of actual capacity utilization
materials, ingredients , utilities
Review of periodicity of comparison of actual consumption and standard
or high process wastage
consumption and compilation of reason-wise variance analysis for deviation
in consumption
Identification of controllable and non-controllable factors resulting in variation
in the consumption norms and department’s action plan to remedy the
controllable factors
Verification of overall material reconciliation highlighting total material
consumed, standard input-output norms and actual

Capacity Utilisation
1. Opportunity loss due Periodic comparison of actual capacity utilization with the synchronized ‘sales
to inadequate capacity plan’
utilization
2. Excessive utilization of
production capacity
3. Interruption in production
process
Documentation & record maintenance:
1. Inadequate documentation Compilation of Daily Production Report from DCS & its validation by the
of prodn. data/results, may authorized personnel
result in incorrect decision Periodic review of conformance to the ISO requirement
or non availability of timely
Pre-defined authority levels to generate, add, and modify production data in
information
DCS/SAP
2. ambigous authority levels
/access for generation of
production documentation
resulting in unauthenticated
generation of production
data
Quality control and inspection report:
1. Absence of standard quality Standard Operating Procedures for quality control and inspection including
control parameters resulting in-built process controls
in sub-standard production/ Review of QC norms periodically to ensure their validity
high re-work cost
Adherence to the pre-determined sampling techniques & exception reports for
2. Non-standardized the results deviating from the QC norms
Inspection Reports resulting
in inconstancy in inspection Review of complaints received by the Production department pertaining to
of parameters quality/quantity of cement sold in the market or lying at godown/s
Customer-complaints closed in time for amicable solution
Engagement of external agency for quality validation are approved and reports
are reckoned to pre-empt possibility of quality non-conformity issues.
The process for re-working QC failed products exists after obtaining due
approval from appropriate authority against QC failed product.
All products are bagged after the same being qualified for /passed by QC
Variations over standard Bag consumption is measured and monitored
Review of process losses and recycling
Excessive process losses Process loss incurred during the period are compared with the standard
or inadequate recycling of System exists of analyzing the reasons for abnormal process losses, if any and
materials due to improper documentation of remedial action plan
monitoring of process
Identification of quantity of material non-conforming to the specification and
parameters
sent for recycling.
Preparation of comparative analysis of percentage increase or decrease in the
recycling materials and reasons thereof

Preventive & break-down maintenance:

Non-adherence to the Compilation of preventive maintenance schedule & its adherence
preventive maintenance Compilation of report on breakdown maintenance and opportunity loss of
schedule resulting in process production are measured
bottleneck / plant shut down/
loss of production. Ascertainment of the impact of breakdown maintenance on the production
schedule
MIS Reports
1. Inadequate MIS reports Compilation of MIS reports from the source data & their approval by the
resulting in unauthenticated/ authorized personnel
unreliable production
details resulting in improper
decision
2. Inconsistency in compilation
of production reports due to
non-standardized definition
of periodicity
Deployment of Workmen on Contractual basis
Risk List of Controls

Assessment of requirement and approval
1. Unskilled labour engaged Skill profiles of labourers are available/maintained and Job Requisitions raised
at the rate applicable for against the specific skill requirement availability.
skilled labour; Requisitions are raised with job description indicating requirement (number.
2. Labour called without of heads) for manpower.
requirement for the same; All job requisitions are approved by appropriate authority.
3. Jobs to be done not approved Excess/short engagement in comparison to Requisition is traced, compared for
by appropriate authority; deviations with reasoning.
4. Actual engagement not in
Purchase/Service Orders are released against approved Requisitions.
tandem with requirement
Selection of Contractors and their approval
1. Non-statndard P.O terms; Standard order terms as to job nomenclature, payment terms etc. are maintained.
2. Un-competitive rates; Contractors for a job is selected on competitive basis.
3. High Rates; List of Contractors are maintained for jobs on offer and addition/deletions are
4. Delay due to nonavailability considered on approval by appropriate authority.
of Contractor, who can
handle the assignment
Labour identification and authentication
1. Ghost Workmen; Each labour is traceable against identification/ employment number with
2. Same workmen deployed by photograph.
multiple Contractors Periodical “parole” to identify dummy workmen is conducted by HR and
Engaging Dept..
Change/transfer of workmen from one Contractor to another is traced and
records updated accordingly.

Wage agreements and adherence

1. Un-competitive /high rates; Systematic study as to rate contract fixation is carried out periodically and
rates finalized accordingly.
2. Rates applicable are higher
than prevalent local rates; Benchmarking with local rates for pricing/labour contract rate is carried out.
Effectiveness of fixed rate schedule verified periodically and it’s validated
3. Non-update of labour rates from time to time.
for a long time
Labour rate agreements with Unions against specific skill/trade etc. are
validated from time to time.
Fulfilment of safety requirements
1. Unsafe working Details of safety training to be imparted to Contract Workers with varied skill/
environment; work engagement is documented.
2. No formal training to safe Safety Dept. certifies the training completion of the workmen before allowing
work mode; to work/job.
Adequacy of safety requirements are validated from time to time for ensuring
3. Inadequate training and compliance.
follow-up resulted in non-
adherence to safety rules/
guidelines
Engagement - Requirement vs. Actual
1. High rates due to List of multiple Contractors as per engagement in different Job area is available.
dependency on single Rates applicable are benchmarked and applied for rate fixation/PO.
Contractor; ‘Work permits’ are issued with predetermined strength required for the job and
2. Un-benchmarked rates; maintained in seriatim.
Work permits on job completion are signed-off and jobs in Contractor Bills be
3. Dismal ‘work permit’
traced therefrom.
mechanism;
Actual engagement is certified by the engaging Dept.
4. Uncertified jobs paid for; Same contractor workforce is not allowed to work under ‘turnkey’ as well
5. Booking for labour supply ‘labour supply’ to pre-empt possibility of multiple booking against same
and turnkey engagement for attendance.
the same workmen; Lower or higher engagement against requirements or extra time required/
booked is compared and deviation with reasoning documented.
6. Uncontrolled entry-exit
Gate Security certifies entry/exit of workmen or “time recorder “and the same
mechanism
tallied with billing/hours booked/claimed.

Bill Payment and booking

1. Non-deduction for drawing Reconciliation of materials supplied to Contractors and passing on of
Co. material; appropriate impact against their billing is ensured before payment.
2. Attendance record not System as to verification of ‘Attendance Record’ of the labourers maintained
verified causing excess by Contractors and reconciliation with time billed/ engaged, for actual booking
payment; and that paid by the Contractor exists.
Penalty for non-fulfilment of contractual obligation i.e. delay, quality adherence
3. Penalty not inflicted;
etc. are duly accounted for.
4. Wrong passing of bills Checks are carried out before making payment of bills as to : Rates, Attendance,
resulted in extra payment to Job, Quality etc.
Contractors; All appropriate taxes are levied / deducted and deposited in time.
5. Quality of jobs performed System of collecting Security Deposit or ‘performance guarantee’ or ‘bank
not reflected in certification guarantee’ to bind the contractor against quality issues exists.
as well payment;
6. Performance guarantee/
BG/SD not applied on
Contractors for poor quality
of jobs
Legal compliances under labour laws
1. Relevant licenses (by System in place to ensure necessary Licenses under relevant laws prior to
Company as well as engagement is obtained by the Contractor.
Contractor) not obtained; All necessary returns are filed timely by the Company.
2. Failure in filing statutory Engagement of labourers over stipulated hours are tracked.
returns; Overtime work is regulated through adequate and timely supply of labour at
the ‘job area’
3. Engagement over stipulated
All Applicable statues e.g Minimum Wages, Factories Act etc. are followed
working hours;
and adhered to.
4. Breach of statues in
engagement/ payment/
Factories Act
Principal employer’s liability
1. Wage distribution not Lack of proof for payment to workmen
certified; P.F, E.S.I (Employee State Insurance) and other statutory dues are monitored
2. Workforce interest not by HR/ Admin. to ensure timely deposit and protection of workforce interest.
protected by Principal
Employer; Fines/ Penalties
may be inflicted by
appropriate authority

Fixed Asset
Risk Controsl
ASSETS MANAGEMENT POLICY/DOCUMENTATION/SOP
Policy/SOP for fixed assets not Documented SOP’s for fixed assets
available
CAPITAL BUDEGT & APPROVALS
Capital Expenditure Policy not There is a Capital Expenditure Policy highlighting the procedures to be fol-
available lowed for estimation of Capex & pre-defined authority for sanction of the Cap-
ital Expenditure budget with value limits.
Inaccurate estimation of capital Estimation of capital expenditures /sanction approved.
expenditures
Technical & commercial feasi- Technical & commercial feasibility studies are done before initiation of the
bility studies not done specific Capex proposal.
Unauthorised capital expend- The Capex is approved as per DOA.
iture
Excessive delays There is an internal mechanism to ascertain tracking of capital proposals till
raising of POs to identify excessive delays.
FIXED ASSETS REGISTER
Missing Assets A register of all fixed assets (including fully depreciated assets) is maintained
and updated.
There is adequate description of all assets to identify assets physically avail-
able.
The FA Register is periodically reconciled with the financial records.
No Policy/SOP on physical ver- SOP is established and all procedures are complied with.
ification
Physical verification of assets is carried out every year.
Company’s assets physically There is a set procedure for verification and confirmation of fixed assets lying
not available with third parties.
Discrepancies observed during All discrepancies are adjusted after taking approval as per DOA within time.
physical verification not adjust-
ed.
Title deeds not available Physical verification of title-deeds is carried out periodically by officers not
connected with assets accounting/assets administration.
Assets not being used Periodic verification of Assets not in use is being done.
FIXED ASSET ADDITIONS
Purchase of asset not author- Request for capital expenditure from user is received in standardized form.
ised properly/ Non tracking of There is a separate identification number for each form.
indent Formal documented approval as per DOA
For every acquisition, Purchase order giving full details of fixed asset require-
ment.

Every P.O. authorised as per DOA

Actual transaction is as per P.O.
Lack of audit trail in ERP Availability of audit trail in ERP/ SAP for all transactions
Unauthorised master record of Master data (class, useful life, rate of depreciation ) of new asset created
asset subject to approval
Asset capitalised at WIP stage Capitalisation only on the basis of ‘put to use certificate’ by proper person
(technical person) only after inspection
Actual utilisation exceed the Approval as per DOA is obtained wherever actual utilisation exceed the budg-
budgeted allocation eted allocation
No clear and correct distinction There is clear and correct distinction drawn between capital and revenue ex-
between capital and revenue penditure
expenditure
Unduly delay in Reasons are documented for delay in installation/commissioning/ commence-
ment of warranty.
installation/commissioning/c
ommencement of warranty
VALUATION OF ASSETS
Wrong valuation of assets System to ensure that cost consist of purchase price, import duties (if any),
other non-refundable taxes & direct attributable cost for bringing the asset to
its working condition for its intended use.
Self-generated asset consist of direct as well as allocable factory expenses al-
located on systematic basis.
Wrong valuation of assets Fixed assets are revalued on adequate independent evidence.
SALE OF ASSETS
Possibility of sale of perform- Disposal request from user.
ing assets
Unauthorised sale Approval as per DOA
Items replaced, scrapped or Items replaced, scrapped or sold are removed / written off from the books?
sold not removed/written off.
Profit or loss on sale of fixed Profit or loss on sale of fixed assets is properly disclosed in the accounts
assets
MOVEMENT/TRANSFER OF ASSETS
Loss of asset / non accountabil- The standard form filled by user as well as sending and receiving locations.
ity of asset There is a system to track the assets transferred on a temporary basis.
Unauthorised transfer Transfer of asset should be approved as per DOA.
Transfer not recorded in books Transfer is properly recorded in the books.
IDENTIFICATION OF IDLE ASSETS
No system to identify idle Documented process in place to identify the idle assets
assets Identification always from user documenting the reason to classify asset as
idle asset.

WRITE OFF OF ASSETS

Write off approval for shortage/ Write off note for any shortage/missing asset is put up for approval as per
missing asset is not obtained DOA.
CAPITAL WIP
Delay in capitalisation leading Capitalisation of asset within two days of its ready to use certificate obtained
to deferment of depreciation Ageing analysis to find out old WIP & reasons for non- capitalisation
charge. Under statement of F.A. Projects scrapped is charged off.
/ depreciation
CAPITAL ADVANCE
Advance is given to Request from vendor for capital advance, which should be approved as per
unauthorised vendor DOA
Analysis of vendor history before granting of any advance
Non availability authentic Signed agreement for purchase of fixed asset mentions all the terms including
documentary evidence advance to be given
Analysis of unadjusted advances.
Excess payment to capital System to check any balance in advance account before making any payments.
creditor
SECURITY OF ASSETS
Company’s asset not properly Controls to ensure Physical Safeguarding of Assets.
Safeguarded
Company’s asset wrongly All invoices/registration cards (for motor vehicle)/title deeds(for land, building
owned by third party etc.) clearly specifies the TCL ownership.
Encroachment of land Adequate provisions to protect the asset from encroachment.
TRACKING OF INTERNAL RATE OF RETUR
Gaps between the projected Analysis of asset performance
NPV/IRR and actual asset against the projected NPV/IRR is being done.
performance Reasons for gaps between the projected NPV/IRR and actual asset performance
are documented.
STATUTORY-COMPLIANCES
Non identification of Documented & approved process in place for identification of Impairment &
Impairment to the asset implementation of same
Periodical review of the assets for the impairment.
Non-compliance with Depreciation is charged as per provisions of the Companies Act.
Companies Act
No/under cover of insurance Sum insured justifies the replacement value of Assets
for Assets

Sl. No. Functions

1 Plant Operation
(a) Yield-Machinery, Manpower & Material
(b) Budgeted Variance of Production
(c) Power Analysis
(d) Labour Analysis
(e) Production Delay due to unavailability of Resources (Material, Labour, Machinery & others)
(f) Capacity Utilisation of Machine &Labour
(g) Transit damaged Material
(h) Abnormal Losses, if any
(i) Quality Audit of Inward and Outward
(j) Review of Man Power Allocation Planning
(k) Review of Plant HR Policy-Labour Policy
2 Security
(i) Security Register Abnormal Report Review (Shift Change)
(ii) Rotation of Security Staff
(iii) Insurance of Machinery Labour, Factory, Vehicle & Cash in Transit
(iv) Input & Output Matching with Inward/Outward/Dispatch/Tally etc.
(v) Audit of Security Gate Process
Sl. No. Functions

2 Purchase
a Review of PO Made during the Period
b Listing of unauthorized Purchase as per Power Limit
c Review of Contract Made during the period
d Review of Vendor Selection Process
e Review of Vendor Payment Policy
f Overdue PO
g Vendor Performance
h Review of Forward Contract
Sl. No. Functions
3 Stores Audit
a Inward /Outward of Store Register with Gate Records
b Review of Inward & Issue Activity
c Adhoc. Audit of Bin Card Maintenance
d GRN Date vs. Security Date Review

e Review of Quality Control Of Stores items

f Review of Store Management
g Review of Action taken on Short Delivery
H Review of Slow/Non-Moving Stock
I Minimum order Quantity Review
Sl. No. Functions
4 Statutory compliance
A Excise Register Matching with Inward & Outward
B Job work Register
C TDS Deduction Practice
D Review of GST
E Foreign Payment Review
F PF & PT Review
G Cases Pending Under Negotiable Instrument Act
Sl. No. Functions
5 ROC compliance & Corporate Governance
a Review of Minute Books
b Review of Filing
c Review of Power Used by Company Officer
d CSR activities
e Any Non-Compliance as per Companies Act
Sl. No. Functions
6 Ledger Scrutiny
Sl. No. Functions
7 Cash & Bank Review
a BRS
b Physical Verification Cash
c LC Discounting & Charges
d Interest & Charges Review
e Stale Cheque Report
f Cheque Bounce Report
g Fund Management
Sl. No. Functions
8 Corporate HR & Payroll
a Application of HR Policy
b Review of Reimbursements
c Review of Grievances
d Status of Vishakha Committee Report Implementation

e Surprise Head Count as per attendance Report

f Reconciliation of Employee Loan & Advances
g Review of Staff Welfare (Medical, working Environment, Staff Motivation, Training)
h Late Coming Report
i Performance Review of System, Policy & Technology
Sl. No. Functions
9 Audit of Exp.
a Verification of Bills with ERP
b Approval Review of Bills
c Review of Bill Supporting
d Review of Debit Note-To be Raised
e Trend Analysis according to Sales/Production
f Forex Gain/Loss Calculation
Sl. No. Functions
10 MIS Authenticity
Sl. No. Functions

11 Audit of Sales
a Verification of Bills with ERP
b Review of Bill Supporting
c Review of Credit Note-To be Raise/Raised
d Review of Transport Challan Attached with Invoice
e Penalty & Price Variation Review
f Budgetary Performance
g C & F Form Status
h Utilisation of Advance Authorization Licenses
Sl. No. Functions
12 Marketing
a Customer Complaint Addressal Review
b Target Performance-KAM
c Debtors Performance-Ageing
Sl. No. Functions
13 Business Analysis
a Industry Overview-Future Prospect of Business
b Ratio Analysis -In comparison with Industry
c Technology Review
d Costing & Pricing of Product

Sl. No. Functions

14 Capex
a Capex Bills Review
b Capitalization Checking
c FAR Checking
d Barcode & Tagging Status
Sl. No. Functions
15 Overview Assurance on Internal Control
Sl. No. Functions
16 Transporting & Logistic
a Review of Transportation Contract & Rate
b Transportation Expense & Pooling Review
Sl. No. Functions
17 Follow up of Previous Audit
Sl. No. Functions
18 Stock Audit
Sl. No. Functions
19 Any other area Requested by management
Purchasing: a high-risk area subject to fraud – where an organisation spent a significant amount of its money and
can heavily impact the company’s quality, Environmental & safety objectives & targets. It is the first and most
basic nature of expenditure, that any manufacturing company is required to incur, which is in direct proportion
to their manufacture/production activity. Hence audit of this area for a manufacturing organisation if of high
importance and care to be taken while auditing this area.
During the preliminary survey, the auditor should gain an understanding of how purchasing occurs within an
organisation.
Audit Objectives/Checking:
� Requisition Note – An internal company document used in the purchasing process to authorize the requisition
of materials prior to initiating a purchase order. Purchase indents are audit documents used to track the
movement of materials prior to their receipt by the buyer.
� Each Purchase made should be supported by a proper Requisition Note, which is properly authorised by the
concerned Authorised Person & to check the adequacy, authenticity and completeness of indents w.r.t. cost
benefits, desired information, back papers.
� If there are delays in receiving the intends and raising of P.O., then identify the reason for the same & report.
� The PO must have required terms & conditions mentioned on it, such as Expected Delivery date, Payment due
date, Advance to be given if any. All such terms, mentioned on PO must be strictly adhered to.
� Item, quantities, or other information relating to the order may be incorrectly recorded on the input document
resulting in the requesting department/personnel not getting the material as per requirement.
� Compare purchase order prices with vendor catalogues after obtaining at least three vendor’s quotation. And

in case of purchase from a sole supplier or t higher rates, then obtain adequate justification and authorization.
� Any advance payment to the vendor should be properly authorized Invoicing is being done as per P.O. Orderand
Quotations.
� Identify the various types of purchasing transactions and document the flow of those transactions throughout
the organisation & prepare a computer system flowchart and review it with the data processing project leader.
� Ensure that there are sufficient controls to monitor the receipt, storage and issue of material in the
storesdepartment.
� All receipts of goods must be recorded in two different stages:
� At Unit/factory Gate (Goods Inward Register with the Gate-keeper)
� Before entry in the Stores (Goods Receipt Note – GRN)
� The above books must be properly reconciled and the entries in both the above-mentioned records should be
exactly the same, in terms of date, quantity, quality of items received and party names.
� In case unauthorized goods or services accepted by the company, thus, obligated the company to pay for
unwanted items, hence receipt of goods to be verified properly.
� The Vendor has billed the company as per the quotations / negotiated rates.
� The payments for these purchases are made as per the authorisation and within due dates.
� All purchases, receipt & issue of material and payments are accounted for in the books of accounts properly
under proper ledger accounts.
� The controls in the purchasing department must be capable of generating appropriate documents at each
process level. Thereby documenting the complete purchase process.
� The issue of material must be supported by MRN (Material Requisition Note), approved by the respective
departmental head.
� Proper Stock levels must be maintained & Stock must remain insured at all time.
Auditing is a big ocean of ideas and concepts, it is very difficult to draw a complete packaged audit program, so
above is an overview for the audit of Purchase Department of an organisation.
Solved Cases
Case Study 1. High RM Consumption Variance – President Production
Points Need to Know:
1. History of BOM for each of the Product.
2. BOM Approval Authority.
3. Any change in major Production Equipment.
4. Any change in Production Process of a Product.
5. Feeding of RM – Manual or Mechanized and any changeover? If so from which Date.
6. Changeover Note for BOM change and approval authority.

7. Actual consumption recording Process and any change made?

8. Whether up-keep/Storage of RM remained same all throughout the period?
9. Whether Production Orders are closed at the end of each run?
10. RM Quality remained constant/same in last couple of years.
11. Booking for consumption i.e how consumption entry is passed?
Production of ‘P’ started from February 2022, since then the BOM change made for 12 times and significantly
RM- & RM-2, the two mother RM BOM consumption varied between 5% to 75%. We are given to understand
that the RM Quality yet to be finalized, which causing significant variation in actual consumption.
RM- X, used in ‘Product Q’ in place of RM-3 due to sudden spurt in price by about 50% (` 380 Per Mt. to ` 575/-
per Mt.) However, BOM yet to be prepared/modified for introduction of the new RM since June 2022.
New Waterbase coating Raw Material is in use on trial basis since last six months. The Oilbase RM is also in use.
However, same Product Code is used for booking consumption of both and units produced also not separately
recorded.
Since the FG passes through various production processes and each process consumes Raw Materials of fixed
volume as per BOM. However, month closing date exercise carried out for different processes not identical and
varied between 25 to 31 days. In Process i.e Semi Finished Product volume varies significantly, which in turn
causes high variance in consumption when compared with BOM.
W.R.T six Products (A, B, C, X, Y, Z) the BOM consumption was fixed based on manual dozing for which about
10% handling loss was considered. Since last two years, OLBC (Over Land Bulk Conveyor) is in use, which
caused losses even less than 1%. The change not given effect in BOM.
In the BOM Database maintained in SAP, multiple BOMs are available for the same Product. The Production
Team and approver consider any of available ones not the particular one used. The multiple BOMs having
same RM specification varying between 3 p.c to 13 p.c weightage. This caused significant variation with actual
consumption.
BOM authorization process was to be there before booking consumption against the related BOM. However,
despite elapse six months, some of BOMs in use are yet to be approved.
Case Study 2. Inventory Accumulation

Background
Unfortunate Limited with three Plants located at Uphill, Downhill and Hill. All the Plants are pretty old, except Hill
Plant. Hill Plant started operation since 2012. The Management is now facing a huge Working Capital blockage in
Inventory worth Rs. 666 Crores. Annual turnover hovers around Rs.5000 Crores.
Highest accumulation reported by the new Plant i.e worth Rs.355 Crores, out of the three. The Company having
a valuation policy. As per Policy, more than 5 year old inventory to be value at 10% of cost and balance at Cost.
Slow and Non-moving inventories are categorised for holding over 5-years. In last 8 years, no liquidation action
for accumulated inventory was considered by the Management.
Management wants that IA Dept. to point out reasons for accumulation and necessary steps to pre-empt possibility
of further accumulation. Moreover, steps for unlocking value also need to be decided as per guidance from IA

Dept. The Report to be discussed with Audit Committee in the ensuing meeting. Hence, the Report to be submitted
by 31st August 2022.
Root Cause
� Lack of control over Project surplus items – accumulated value ` 22 Crores.
� Stock position of one Plant is not visible to other Plant/s. Uphill continuously procuring 11 such items, which
are not in use since last 7 years at Downhill Plant. Such accumulation at Downhill worked out to ` 44. Crores.
� On introduction of four new products viz. NP, PN, P and N in 2018 at all the three Plants simultaneously; the
Raw Materials of earlier blockbuster Products namely BP, OP, HP, GP remained at hand. Accumulated value
stood at ` 55 Crores.
� Pumps, Motors, Generator, Power House etc. received as replacement against failed Equipment within
‘Warranty Period’, considered in Books as fresh procurement. Value of such wrong entries worked out to ` 33
Crores.
� Physical verification reveled, Material and Spares having book value amounting to ` 22 Crores not in existence.
Last issue date was recorded in ERP Database not even more than 3 years old. We are informed by Stores In-
charges of respective locations that the same items recoded as missing, mishandled.
� Storage of raw materials was to be made properly. We have noticed, huge piles of Raw Materials in mixed-up
condition. Segregation and recovery is remote and can’t be used used in production due to quality, performance
will not match expectations. As per Book records, value of such mixed-up inventory worth ` 44 Crores. The
item codes found in mixed-up condition, was inwarded frequently and used in Production.
� Undefined Stock level (Minimum, Maximum, Re-order and Average), causing accumulation. Based on average
annual consumption level, at least 111 item Codes having more than 4-years inventory at hand valuing ` 222
Crores (each item code holding more than ` 1.5 Crores each).
� Spare Parts worth ` 55 Crores not recorded in Books as Inventory, shown as transit for more than two years.
Advance payment to Vendors already made for the same.
� Material Sent for Outside Processing ( MASOP) worth ` 88 Crores, yet to be accounted, despite aged over
3-years.
As part of our review process, we have circulated the presentation with necessary documents and discussed at
length the ‘Actionable Points’. The ‘Actionable Points’ are circulated separately.
Action Plans
� For easy identification and making plan for use in future Projects/requirement, Project surplus items need to be
codified separately with regular item code reference in ERP.
� View only access to be given to all who are authorized for releasing PR ( Purchase Requisition) for assessing
stock of the required item Code at other locations. Excess stock at other locations need to be reckoned before
Ordering for liquidation and usage in other location.
� New Product introduction to be made only after getting clarity /clearance from COO on consumption of RMs
required for the old FG. If required, sometime gap may be fixed for the purpose.
� Necessary rectification/value adjustment to be carried out for replaced item received against Warranty.

� Periodical physical verification process need to be strengthened to avoid ‘surprise’ w.r.t missing items.
Movement of men, vehicles through security gate requires special attention to preempt possibility of theft.
� Identified storage location for bulk items , Bins for Spares to be created to avoid mix-up. Necessary wall,
dividers to be made available for proper storage.
� Average consumption trend with max. safety cushion for order time lag of a month to be considered for Order
level. Inventory levels to be fixed for all items.
� In-transit and returnable items to be investigated for proper resolution. Maximum period of 60 days from the
issue date to be allowed for closing the matters appropriately.
Sum Up:
Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve
an organisation’s operations. It helps an organisation accomplish its objectives by bringing a systematic, disciplined
approach to evaluate and improve the effectiveness of risk management, control, and governance processes. Internal
auditing is a catalyst for improving an organisation’s governance, risk management and management controls
by providing insight and recommendations based on analyses and assessments of data and business processes.
With commitment to integrity and accountability, internal auditing provides value to governing bodies and senior
management as an objective source of independent advice. Professionals called internal auditors are employed by
organisations to perform the internal auditing activity.
Charging Provision:- Section 138 of Companies Act, 2013: Such class or classes of companies as may be prescribed
in Rule 13 of the Companies (Accounts) Rules, 2014 shall be required to appoint an internal auditor, who shall
either be a chartered accountant or a cost accountant, or such other professional as may be decided by the Board to
conduct internal audit of the functions and activities of the company.
The Central Government may, by rules, prescribe the manner and the intervals in which the internal audit shall be
conducted and reported to the Board.
Applicability
� Every listed company and unlisted public company having paid up share capital of 50 crore or more, turnover
of 200 crore or more, outstanding loans or borrowings from banks or public financial institutions exceeding
100 crore, outstanding deposits of 25 crore or more at any point of time during the preceding financial year
� Every private company having turnover of 200 crore rupees or more, outstanding loans or borrowings from
banks or public financial institutions exceeding one hundred crore rupees or more at any point of time during
the preceding financial year
Exception: In case of Specified IFSC Public Company and IFSC Private Company - Section 138 shall apply if the
articles of the company provide for the same
Objectives
� To protect the interest of the various stakeholders like customers, employees, revenues, management,
environment, Directors & officers of the company.
� To avoid any unwarranted legal action by the law- enforcing agencies and other persons as well.
� To ensure better compliance of laws and enhanced corporate governance.

Benefits and Beneficiaries: Benefits of Internal Audit are Manifold and its Beneficiaries including company itself
are many like:
� Management
� Promoters
� Directors
� Government Authorities
� Investors
� All Stakeholders
Scope of Internal Audit: The scope and functions of internal audit is not been defined in Companies Act, 2013 &
not in the rules prescribed. The Audit Committee of the company or board shall, in consultation with the internal
auditor, formulate the scope, functioning, periodicity and methodology for conducting the internal audit.
The report of the Board of Directors of the company falling under the provisions shall contains the details in respect
of adequacy of internal financial controls with reference to the financial year.
The scope of internal auditing within an organisation is broad and may involve topics such as:
� Organisation’s governance
� Risk management
� Management controls over efficiency/effectiveness of operations (including safeguarding of assets)
� The reliability of financial and management reporting
� Compliance with laws and regulations
� Proactive fraud audits to identify potentially fraudulent acts
� Participating in fraud investigations under the direction of fraud investigation Professionals
� Conducting post investigation fraud audits to identify control breakdowns and establish financial loss.
Internal auditors are not responsible for the execution of company activities; they advise management and the
Board of Directors (or similar oversight body) regarding how to better execute their responsibilities. As a result
of their broad scope of involvement, internal auditors may have a variety of higher educational and professional
backgrounds.
Eligibility: Internal auditor can be either an individual or a partnership firm or a body corporate which may or may
not be the employee of the company. Thus, an employee of the company may be appointed as an internal auditor
of the company and every registered member of the Institute of Company Secretaries of India (CS) or Institute
of Chartered Accountants of India (CA) or Institute of Cost Accountants of India (CMA) & firm. of Company
Secretaries or Chartered Accountants or Cost Accountant can be appointed as an Internal Auditor of Company.
Exception: Statuary auditor appointed under section 139 of this Act cannot be appointed as an Internal Auditor in
the Same Company.
Power and Duties of Internal Auditor: The duties and responsibilities of the internal auditor depend on the size
and technology of the organisation.
1. To access the books of accounts and other relevant vouchers at all time during the course of Audit.
2. Right to information & explanations from the officers of the company on various transactions and decisions of
the company whether financial or non-financial.

3. To verify from the books of the company that whether loans and advances made are secured or not.
4. To form a view of the true and fair view of the affairs of the company.
Main Duties of an Internal Auditor:

The internal auditor shall:
1. Execute a wide range of audits and reviews in a diverse and highly computerised environment
2. Provide an independent, objective assurance and consulting service to management, with the principal aims
a. Of evaluating and improving the effectiveness of risk management, control and governance processes;
b. Make recommendations on increasing operational efficiency, having regard to value for money auditing;
c. Agree the annual audit plan with the Chairman prior to approval by the Audit Committee
3. Ensure compliance of various laws applicable to corporate with the aim of enhanced corporate governance.
Internal audit is always in the better interest of every corporate management as, an independent professional will
manage & certify that the company has carried out all the necessary compliance required under Companies Act,
2013 and which builds an fair image in the minds of all the Stakeholders, Government, Investors etc.

Exercise
1. Financial auditor submits reports to the
(a) Shareholder
(b) Board of director
(c) Debtors
(d) Employees
2. Auditor finds that there is change in the method of valuation of stock whether he should
(a) Allow it
(b) Disallow it
(c) Allow it with a note to this effect
3. Audit under any statute in a country is called
(a) Final audit
(b) Internal audit
(c) Proprietary Audit
(d) Statutory audit
4. CAATTS is also known as
(a) Cost And Accounts Treatments
(b) Computer Assisted Audit Tools and Techniques
(c) Classification and Accounting of Tax Tools
(d) Computer Aided Audit Tools and Techniques
5. Auditor has got no lien on
(a) Audit Note Nook
(b) Audit working papers
(c) Books to Accounts of Client
(d) Both (a) and (b)
6. Internal audit is conducted
(a) Periodically
(b) Throughout the year
(c) Once in a year
(d) Once in Five years

7. Test checking is done when there is an effective system of ________.

(a) Internal control
(b) Internal audit
(c) Internal check
(d) Both (a) and (b)
8. Treating revenue expenditure as capital expenditure is an example of error of
(a) Principle
(b) Compensating
(c) Clerical
9. Verification of assets involves a critical examination of
(a) Ownership
(b) Existence
(c) All of these
10. One of the major components of a government audit is/are:
(a) Government Revenue
(b) Union Budget and Control
(c) Government Expenditure
(d) Taxation and Fiscal Policies
11. There is no requirement for Audit Working Papers while conducting an audit and they only result in
loss of time.
(a) The Statement is Correct
(b) The Statement is Incorrect
(c) The Statement is Incomplete
(d) None
12. Aspects may be taken into consideration for proper inventory control
(a) Maximum, minimum and reorder level fixation
(b) Fixed order quantity system and different replenishment systems.
(c) Fast-moving, slow-moving and non-moving analysis, etc.

13. Qualities of a good Internal Auditor are/is

(a) Right Attitude
(b) Technical Expertise
(c) Communication and other soft skills.
14. NGO(s) are incorporated under
(a) Societies Registration Act, 1860
(b) India Trust Act, 1882
(c) As Section 8 Company
15. Who can be appointed as Internal Auditor as per the Companies Act, 2013
(a) A Chartered Accountant
(b) A Cost Accountant
(c) Such other professional
16. The management auditor shall consider in the evaluation of capacity utilization –
(a) Method of measuring base machine capacity
(b) Capacity measurement is based on “capital-output ratio” or sundry other factors.
(c) Technical terminology like licensed capacity, installed capacity, rated capacity, etc. should be
properly defined.

1. ITC Ltd. organized a three-day International Conference of Accountants in Mumbai. You are asked to
conduct an internal audit of the accounts of the conference. Draft the internal audit program for audit
of receipt of participation fees from delegates to the conference.
2. You have been appointed as an internal auditor for M/s ELECTROCON Ltd which is a large
manufacturing concern. You are asked to verify whether there are adequate records for identification
and value of Plant and Machinery, tools, and dies and whether any of these items have become
obsolescent and not in use. Draft a suitable audit program for the above.
3. What is an Audit program? What are the advantages of the Audit Programme?
4. Draft Internal Control Questionnaire Relating to Inventory.
5. What do you understand by Propriety Audit in the Context of Government Audit?
6. What are the points to be considered by the Management Auditor while determining the adequacy of
the Budgetary Control System?

7. Discuss in brief regarding Summary Report to Top Management.

8. Draft Internal Audit Programme in respect of Wages.
9. Describe the need for capacity determination.
10. What are the factors to be considered by Cost Auditor while evaluating MIS?
11. Give an Audit program as an Internal Auditor of Wage Audit.
12. As per the Companies Act, 2013, which companies are required to conduct an Internal Audit?
13. Who can be appointed as an internal auditor as per The Companies Act, 2013?
14. What is the Role of Management in Internal Control?
15. Write a note on the “Audit Committee” under the Companies Act, 2013 in brief.
16. Which companies are required to constitute Audit Committees? What is its responsibility regarding
the internal audit?
17. What are the qualities of a good internal auditor?
18. KPC Pvt. Ltd took a consortium loan in 2021-22 amounting to ` 80 crores of which State Bank of
India is the leading Bank for setting up a new plant in Haldia. During the year 2020-21, its outstanding
loan was ` 70 crores of which repayment was made in the year 2021-22 to the extent of ` 20 crores.
Should KPC Pvt. Ltd. conduct an internal audit as per the Companies Act, 2013?
Answer:
1. (a) Shareholder
2. (c) Allow it with a note to this effect
3. (d) Statutory audit
4. (b) Computer Assisted Audit Tools and Techniques
5. (c) Books to Accounts of Client
6. (b) Throughout the year
7. (c) Internal check
8. (a) Principle
9. (c) All of these
10. (c) Government Expenditure
Audit of Government Expenditure is one of the major components of government audit conducted by
the office of C & AG.
11. (b) The Statement is Incorrect.
Audit working papers are the record of the planning and execution of the audit engagement. Auditors
retain a set of working papers for each audit engagement for each year.


The following aspects may be taken into consideration for proper inventory control:
1. Maximum, minimum, and reorder level fixation
2. VED analysis
3. Just-in-time (JIT) purchasing
4. Fast-moving, slow-moving, and non-moving analysis.
According to ‘Technical Guide on Internal Auditing’ by The Institute of Cost Accountants of India,
Internal Auditors should have the following three traits:
– Technical Expertise
– Right Attitude
– Communication and other soft skills.
An Internal Audit team has to have representation from diverse professional fields in order to understand
the organisation better.
Non-Governmental Organizations (NGO) are generally incorporated as societies under the Societies
Registration Act, 1860 or as a trust under the India Trust Act 1882, or under any other law corresponding
to these Acts enforced in any part of India. NGOs can also be incorporated as a company under section
8 of the Companies Act, 2013.
As per Section 138 of the Companies Act, 2013 an internal auditor, shall either be a chartered accountant
or a cost accountant, or such other professional as may be decided by the Board to conduct an internal
audit of the functions and activities of the company.
Yes, the management auditor shall consider the following points in the evaluation and measurement of
capacity utilization.

Audit of Different Service
Organisations 16
16.1 Audit of Hospitals

16.2 Audit of Hotels
16.3 Audit of Educational Institutions
16.4 Audit of Co-operative Societies
16.5 Audit of Self-Help Groups
16.6 Audit of Non-Government Organisations (NGOs)
16.7 Audit of Local Bodies
16.8 Audit of Government Expenditure
16.9 Propriety Audit in the context of Government Audit
16.10 Audit of Commercial Accounts

Audit of Different Service
Organisations
To develop detail understanding of the audit procedure in various service
organisations with an objective to facilitate risk-based performance management
and maximisation of value creation or minimisation of value destruction.
(CMLO 1a, b)

Currently, there is a substantially high level of potential for entrepreneurs to leave a mark with
new service business ideas. Convenience-craving customers of today are searching for quicker
and cheaper products or services that they can avail themselves easily. Today, the service sector
contributes 55% to India’s GDP. The popularity of the service industry stems from the fact that
they are low-investment ideas. The break-even occurs comparatively sooner compared to other
companies as a non-infrastructure-centred business in the start-up stage. After studying this module,
the students will be able to –
 Identify the nature of the services provided by the service organisation and the significance of
those services to the user entity
 Understand the nature and materiality of the transactions processed by the service organisation
 Analyse the effect of the transactions processed by the service organisation on the client’s
internal control

Introduction 16
A
strategically orientated and structured internal audit function can play a vital role in assisting the Board
of Directors, Audit Committees and management in achieving these business challenges. Internal audit
can add value by:
� Focusing on risk areas through the participation in corporate governance and risk management processes.
� Evaluating and recommending process improvement opportunities.
� Researching best practices and making recommendations for change.
� Monitoring the implementation of management strategic actions.
� Organising itself as a cost-effective business unit. When designing an internal audit function, strategy must
drive tactics, not the reverse.
Too often, the internal audit functions respond to immediate tactical needs. In a rush to implement responses, key
strategic issues can be overlooked. The result can be a tactical internal audit function in search of a strategy.
Having discussed about Internal Audit and its concepts in the previous module, we now discuss in this study note
how internal audit is to be conducted in various service organisations.

Audit of Hospitals 16.1
The following points are to be considered necessary for conducting an audit of Hospital.
(i) Check the letter of appointment to ascertain the scope of responsibilities.
(ii) Ownership and control of the institution.
(iii) Process (e.g admission, release, outdoor check-up, pathology and other test facilities, Operation Theatre
facility, vaccination etc.) and related controls till revenue generation. Normally facilities not provided for
other than cash terms.
(iv) Donation, Special Grant, Interest and/ or dividend income etc. to be validated through necessary supporting
documents, should be vouched with reference to the Investment Register and Interest and Dividend warrants.
(v) Ensure purposive donations, grants etc. spent for the particular purpose only.
(vi) Clear distinction should be made between the items of capital and revenue nature.
(vii) Adherence to Standard Operating procedure w.r.t Expenses (Capex and Opex)
(viii) Verify the system of internal check as regards purchases and issue of stores, medicines , medical equipment
etc.
(ix) Examine that the appointment of the staff, visiting specialist doctors, payment of salaries etc. for expenditure
booking validation.
(x) Physically verify the investments, fixed assets and inventories.
(xi) Check appropriateness of capitalization and depreciation rates charged and value in Books.

Audit of Hotels 16.2
Q
uality of service is the essence of hospitality sector. It is a service-oriented industry. The business is
characterized by handling of large amounts of liquid cash, sufficient stock of foods and raw materials for
food preparation as per taste buds of Customers, ensure service delivery to satisfy Customers by providing
a variety of services, and keeping watch on customers to ensure that they do not leave hotel without settling the
dues. In view of these, the following matters require special attention by the auditor.
(i) Internal Control

Internal control system should address - revenue leakage; pilferage of food/utensils; prompt cash/bank
collection process, appropriate billing as per service delivery and tariff, issue/consumption control, proper
usage of Bar and other licence, procurement as per quality norm at appropriate market rate etc. Pilferage is one
of the greatest problems in any hotel and it is extremely important to have a proper internal control to minimize
the leakage. The following points should be checked:
(a) Effectiveness of arrangement regarding receipts and disbursements of cash.
(b) Procedure for purchase and stocking of various commodities and provisions.
(c) Procedure regarding billing of the customers in respect of room service, telephone, laundry, etc.
(d) System regarding recording and physical custody of edibles, wines, cigarettes, crockery and cutlery, linen,
furniture, carpets, etc.
(ii) Room Sales and Cash Collections

(a) Grade-wise (Ordinary, Luxury, Super Luxury) Room tariff and booking as per Front Office and verification
with Billing Desk to ensure appropriate billing for room-nights. Room Service (food drinks, laundry),
Minibar (Fridge kept inside room with food, drinks and beverage) material, sports facility usage etc.
recorded and billed appropriately for collection. There are various sales points scattered in a hotel and
sales are both for cash and credit. The control over cash is very important. The charge for room sales is
made from the guest register, and tests are to be carried out to ensure that the correct number of guests are
charged for the exact period of stay. Any difference between the rate charged to the guests and standard
room rent is to be investigated to see that it is properly authorized. Credit Card/Debit Card, Cash, Foreign
Exchange and Cheque (special Corporate Bookings), RTGS/NEFT etc. to be tallied with Bill value.
(b) Daily room occupancy report, Check In – Check Out Record and Billing for occupancy to be validated on
daily basis. The total sales reported with the total bills issued at each sales point have to be reconciled.

(c) Food Bills with KOT( Kitchen Order Token) and signed Customer copy as evidence for consumption,
other facility charges with respective facility usage token as per prevalent tariff. Special care must be taken
in respect of bills issued to customers who are staying in the hotel, because they may not be required to
pay the bills immediately in cash but at a future date or by credit cards. Billing is to be done room-wise. It
must be ensured that all customers pay their bills on leaving the hotel or within specified dates.
(iii) Stock
A. Utensils purchased, records for issue to Housekeeping/Kitchen etc. to be regularly updated and periodically
verified. The stocks in a hotel like all saleable items, food and beverages need to be compared with Kitchen
and other relevant records, consumption of raw items etc. These should be physically verified (with or
without surprise element) at periodic intervals.
B. The following may be noted in this regard:
(a) Food procurement and Issue to Kitchen, KOT validation process with Guest Orders. Stale, outdated
food to throw Bin also be recorded for reference. All movement and transfer of stocks must be properly
documented.
(b) Store Keeper is responsible for all movement records to justify stock at hand. Areas where stocks are
kept must be kept locked and the key retained by the departmental manager. A key holding register
(shift-wise) to be maintained to fix responsibility w.r.t noticing mishandling at the time of verification,
if any.
(c) Unauthorized persons should not be permitted in the stores area without specific permission.
C. Many hotels use specialized professional valuers to count and value the stocks on a continuous basis
throughout the year.
D. Periodical physical verification and documented valuation process need to be adhered. The auditor should
ensure his presence at least for part of the time during verification process to strengthen vigil. The Auditor
to consider that all stocks are valued at the year end.
E. Fixed Assets Register with all necessary noting as to installation date, cost, description, life class etc. to
be maintained and depreciation on reporting dates to be computed. The fixed assets should be properly
depreciated, and the Fixed Assets Register must be updated.
(iv) Section-wise /Cost Centre-wise detail e.g manpower deployed, maintenance spent, wages, managerial expenses
etc. to be maintained on regular basis for cost analysis and necessary help in decision making.
(a) Casual Labour: In case the hotel employs a casual Labour, the auditor should consider, whether adequate
and accurate records have been maintained in this respect. Automated time recording facility is now
available in most of the hotels and time clocked there collected for considering attendance.
(b) The wages payment of the casual Labour must also be checked thoroughly.
(v) Cost – Revenue comparison facility-wise (Swimming Pool, Golf Course, Spa etc.) to be monitored for service
level assessment with recovery rate /change required to maintain service level.
The compliance with all statutory provisions, and compliance with the Foreign Exchange ( FE) Regulations
must also be verified by the auditor, especially because hotels offer facility of conversion of foreign exchange
to rupees/Receiving FE from foreign travelers.

Audit of Different Service Organisations
A. Receipt and Payment verification:

(a) Consumption shown in various physical stock accounts must be traced to the customers’ bills to
ensure that all issues to the customers have been billed.
(b) All payments to the foreign collaborator, it any, are to be checked. Agency commission agreements
and spent validation payment made to Brand Owner as per arrangement.
(c) Expenses and receipts are to be compared with figures of the previous year, having regard to the
average occupancy of visitors and changes in rates.
(d) Special receipts on account of letting out of auditorium, banquet hall, spaces for shops, boutiques, and
special shows, marriage parties etc. should be verified with bookings and the arrangements made.
(e) In depth check should be carried out on the customers’ ledgers to verify that all charges have been
properly made and recovered.
(f) The occupancy rate should be worked out, and collection made against the same. Benching of rates
with other similar hotels and same quality of services, and with previous year. Material deviations
should be investigated.
(g) Expenses for painting, decoration, renovation of building, etc. are to be properly checked.
(h) It is common that hotels get their bookings done through travel agents. The auditor should ensure that
the money is recovered from the travel agents as per credit terms allowed. Commission paid to travel
agents should be checked by reference to the agreement on that behalf.
(i) Apart from control over stock of edibles, control over issue and physical stock of linen crockery,
cutlery, glassware, silver, toilet items, etc. should be verified.
(j) The auditor should verify the restaurant bills with reference to KOT (Kitchen order Ticket).
(k) The auditor should ensure that all taxes have been included in the client’s bills.
(l) Computation and payment of salaries and wages vis-a-vis number of employees must be checked.

Audit of Educational
Institutions 16.3
O
wnership of Educational Institutions are of varied types, Government run, Private, Trust owned etc.,
accordingly regulatory implications are different.
The special steps involved in the audit of an educational institution are the following:
(i) Documents relating to formation of the institution, affiliation, Management structure, Governing Body,
ownership etc. requires due attention for fund monitoring, donation, spent approval process, affiliation fees
payment etc.
Examine the Trust Deed, or Regulations in the case of school or college and note all the provisions affecting
accounts. In the case of a university, refer to the Act of Legislature and the Regulations framed thereunder.
(ii) Approving authority for expense, fund transfer, bank account operation etc. Read through the minutes of the
meetings of the Managing Committee or Governing Body, noting resolutions affecting accounts to see that
these have been duly complied with, especially the decisions as regards the operation of bank accounts and
sanctioning of expenditure.
(iii) Semester / Class-wise Student Register with details of Student name, address, Aadhar No./Card, Guardian
details, Contact No. etc. and fee structure (full fees, half fees, sanctioned waiver etc.) mapped for ensuring
accuracy of collection. Where collection through direct Banking takes place, the Bank Statement to be
equivated with ‘fees receivable/recoverable’ for completeness check and proper revenue /collection (advance/
arrear) recognition. Fees collected and Fees Book counterfoil reconciliation also can be carried out, for
fees collected at the Counter. Collection against every student, whose names are appearing in the ‘Student
Register’ to be validated and unpaid ones to be followed-up.
(iv) Updation of ‘Student Register’ w.r.t discontinued, transferred students, drop-outs etc. to be carried out on
timely basis.
(iv) Fees condonation by appropriate authority to be considered for reconciliation between receivable fees and
received.
(vi) Admission and other collections (late fees, transfer charges etc.) need to be tracked for separately and booked
under appropriate Account Heads.
(vii) Confirm that hostel dues were recovered before students’ accounts were closed and their caution deposits
appropriately adjusted/refunded.
(viii) Verify other sources of income (rental income from landed property with the rent rolls, bank Fixed Deposit
interest from Deposit Certificates etc.)

(ix) Grants received with the relevant papers of grant.

(x) Appropriate account head for Grant receipt and spent eligible thereunder to be checked for compliance.
(xi) Review of Receipts and Payments, Income and Expenditure for completeness and accuracy of Fund balances
and bank balances.
(xii) Completeness and accuracy of income and expenditure need to be ensured.
(xiii) All statutory deposits P.F, Municipal /Corporation Taxes, Affiliation Fees etc.), filing to be checked for
compliance.
(xiv) Vouch all capital expenditure in the usual way and verify the same with the sanction for the Committee as
contained in the minute book.
(xv) Vouch in the usual manner all establishment expenses, approvals and enquire into any high volume
expenditure.
(xvi) Verify the inventories of furniture, stationery, clothing, provision and all equipment, etc. against the spent
booked for the period under review and physical existence. These should be checked by reference to Stock
Register and values applied to various items should also be test checked.
(xvii) Appropriate Fund Accounts are maintained to verify dedicated Bank balance tallies with the books
maintained by the Organization.

Audit of Co-operative
Societies 16.4
Section 17 (2) of the Co-operative Societies Act, 1912 specifically requires the auditor to conduct an examination
of the overdue debts, if any, and a valuation of the assets and liabilities of the society. The auditor of a co-operative
society is also required to point out various irregularities, improprieties, and departures from the provisions of the
Act, rules framed thereunder, and the bye-laws of the society.
The special features of co-operative societies audit, to be borne in mind while conducting the audit are as follows:
1. Examination of overdue debts: Overdue debts for a period from six months to five years and more than
five years will have to be classified and shall have to be reported by an auditor. It affects its working capital
position. They will have to be classified as good or bad. The auditor will have to ascertain whether proper
provisions for doubtful debts is made and whether the same is satisfactory. The percentage of overdue debts to
the working capital and loans advanced will have to be compared with last year, so as to see whether the trend
is increasing or decreasing whether due and proper actions for recovery are taken, the position regarding cases
in co-operative courts, District Courts etc. and the results thereof.
2. Overdue Interest: Overdue interest should be excluded from interest outstanding and accrued due while
calculating profit. Overdue interest is interest accrued or accruing in accounts, the amount of which the
principal is overdue.
3. Certification of Bad Debts: Bad debts and irrecoverable losses before being written off against Bad Debts
Funds, Reserve Fund etc. should be certified as bad debts or irrecoverable losses by the auditor where the law
so requires. Where no such requirement exists, the managing committee of the society must authorize the
write-off.
4. Valuation of Assets and Liabilities: Regarding valuation of assets there are no specific provisions or
instructions under the Act and Rules and as such due regard shall be had to the general principles of accounting
and auditing conventions and standards adopted. The auditor will have to ascertain existence, ownership and
valuation of assets. Fixed assets should be valued at cost less adequate provision for depreciation. The incidental
expenses incurred in the acquisition and the installation expenses of assets should be properly capitalized. If
the difference in the original cost of acquisition and the present market price is of far-reaching significance,
a note regarding the present market value may be appended; so as to have a proper disclosure in the light
of present inflationary conditions. The current assets be valued at cost or market price, whichever is lower.
Regarding the liabilities, the auditor should see that all the known liabilities are brought into the account, and
the contingent liabilities are stated by way of a note.
5. Adherence to Co-operative Principles: The auditor will have to ascertain in general, how far the objects,
for which the co-operative organisation is set up, have been achieved in the course of its working. While
auditing the expenses, the auditor should see that they are economically incurred and there is no wastage of
funds. Middlemen commissions are, as far as possible, avoided and the purchases are made by the committee
members directly from the wholesalers. The principles of propriety audit should be followed for the purpose.

6. Observations of the Provisions of the Act and Rules: An auditor of a co-operative society is required to
point out the infringement with the provisions of Co-operative Societies Act and Rules and bye-laws. The
financial implications of such infringements should be properly assessed by the auditor and they should be
reported. Some of the State Acts contain restrictions on payment of dividends, which should be noted by the
auditor.
7. Verification of Members’ Register and examination of their pass books: Examination of entries in
members, pass books regarding the loan given and its repayments, and confirmation of loan balances in person
is very much important in a co-operative organisation to assure that the entries in the books of accounts are free
from manipulation.
8. Special report to the Registrar: During the course of audit, if the auditor notices that there are some serious
irregularities in the working of the society, he may report these special matters to the Registrar, drawing his
specific attention such irregularities. The Registrar on receipt of such a special report may take necessary
action against the society. In the following cases, for instance a special report may become necessary:
(i) Personal profiteering by members of managing committee in transactions of the society, which are
ultimately detrimental to the interest of the society.
(ii) Detection of fraud relating to expenses, purchases, property and stores of the society.
(iii) Specific examples of mis-management including decisions of management against co-operative principles.
(iv) In the case of urban co-operative banks, disproportionate advances to vested interest groups, such as
relatives of management, and deliberate negligence about the recovery thereof. Cases of reckless
advancing, where the management is negligent about taking adequate security and proper safeguards for
judging the credit worthiness of the party.
9. Audit classification of society: After a judgment of an overall performance of the society, the auditor has to
award a class to the society. This judgment is to be based on the criteria specified by the Registrar. It may be
noted here that if the management of the society is not satisfied about the award of audit class, it can make an
appeal to the Registrar, and the Registrar may direct to review the audit classification. The auditor should be
very careful, while making a decision about the class of society.
Audit of Co-operative Societies:

Annexure - I
Any ten persons who are competent to enter into a contract may make an application to the Registrar of Co-
operative Societies as per section 6 of the Co-operative Societies Act, 1912. By-laws may be framed by each
society and should be registered with Co-operative Societies. The effectiveness of change in by-laws of societies is
applicable only when changes are approved by the Registrar of Societies. There are two types of societies, limited
liabilities, and un-limited liabilities societies. Any member is not liable to pay more than the nominal value of the
share held by them and no member can own more than 20% of shares of societies.
The government is encouraging co-operative societies to help society. Co-operative societies are operative in
various sections like a consumer, industrial, service, marketing, etc.
Under the accounting system of Cooperative societies, the terms receipt and payment are used for the two-fold
aspect of the double-entry system.
Members are elected at the annual general meeting of the society. The day-to-day work of a co-operative society is
managed by the managing committee.

Audit of Co-operative Society

The provisions for Audit as Per Section 17 of the Co-operative Society Act, 1912.
� The Registrar shall audit or cause to be audited by some person authorized by him by general or special order
in writing on his behalf, the accounts of every registered society once at least every year.
� The Audit under sub-section (1) shall include an examination of overdue debts, if any, and a valuation of the
assets and liabilities of the society.
� The Registrar, the Collector, or any person authorized by general or special order in writing on his behalf by
the Registrar, shall at all-time have access to all the books, accounts, papers, and securities of society, and
every officer of the society shall furnish such information concerning the transactions and working of the
society as the person making such inspection may require.
Appointment of Auditor:
The appointment of an Auditor is done by the Registrar of Co-operative Societies. The Auditor conducts his audit
on behalf of the Registrar. The Audit fees are paid by the co-operative society according to the statutory scale
of fees prescribed by the Registrar in this regard according to the category of society. The Auditor is required
to submit his audit report directly to the Registrar and one copy of the audit report is submitted to the concerned
society.
Rights of an Auditor:
� As per Section 17, an Auditor can access all the books, accounts, documents, and securities of the society.
� He has to see that Balance Sheet of society shows a true and fair view of a business according to the information
and explanation are given to him.
� Every officer of the society is bound to give all information regarding working and transactions of the society.
Duties of An Auditor:
An Auditor needs to consider the following points to be able to perform his duties efficiently:
� An Auditor should be well-versed with the Co-operative Society Act, 1912 and the by-laws of the society.
� If there is any type of irregularities and improprieties found by an Auditor during his audit regarding the Co-
operative Societies Act, 1912 and by-laws, he should immediately point out the same.
� An Auditor should ascertain how many shares are held by each member of the society; for this, he should
check the membership registers.
� An Auditor should be well aware of the power of officers regarding loans, investment and borrowings, and
advancing of the funds.
� He should thoroughly check and vouch for the cash book and bank book.
� An Auditor should check all the receipts and payments of the society according to standard auditing practice.
� He should go through the agreements between society and the borrower to check the interest due on the loan
and repayment schedule. An Auditor should also check and compare the actual interest received and the
repayment of the loan received with dues from them.
� He should carefully vouch and verify that loan given to members of the society is according to the agreement,
regulation, and resolution passed by the Managing Committee of the society or not.

� An Auditor has to assure that a loan given to a non-member is not without the permission of the Registrar.
� He should verify the loan given by the Cooperative bank should be according to the prescribed limit.
� An Auditor should physically examine and verify the assets of a society.
� He should adopt different methods for different kinds of societies.
� Balance sheet, profit and loss account, and Auditor report should be according to the proforma given by the
Chief Auditor of the Co-operative Society of the State.
� Accounts should be according to the Co-operative Society Act and also with the provision of the Income Tax
Act.
� All the assets, expenses, income, cash-in-hand, etc. should be vouched and verified according to standard
accounting procedures and principles.
Books, Accounts, and Other Records of the Society

Under Section 43(h) of the Co-operative Society Act, 1912, the Government of a state can frame rules prescribing
the books of accounts to be kept by a Cooperative society. Following books and accounts are prescribed by the
Maharashtra Government.
� Cash Book
� General Ledger
� Stock register
� Personal Ledger
� Register of Members
� Register Shares and debentures
� Minutes books of general body meetings and committee meetings
� Property Register
� Register recording loan applications
� Maintenance of register of audit objections and their rectifications
Special Features of Co-Operative Audit

The checking of posting, arithmetical accuracy, vouching, verification of assets and liabilities, and scrutiny of the
balance sheet are the same as auditors do in any other case.
Examination of Overdue Debts

An Auditor has to examine and classify overdue debts:
� From six months to five years and,
� Overdue above five years in two categories and shall have to report it in his audit report.
Overdue Interest:
While calculating the profit of Co-operative society overdue amount of interest outstanding should be excluded.

Valuation of Assets and Liabilities

General principles of accounting and auditing conventions and standards are adopted at the time of valuation of
assets and liabilities. No specific provisions or instructions under the Act and Rules are provided.
Adherence to Co-operative principles

An Auditor should ascertain how far the objectives, for which the Co-operative society is set up, have been achieved
in course of its working. It is not necessarily in terms of profit but in terms of extending benefits to members who
have formed the Society.
Certification of Bad-debts
As per Rule No.49 of the Maharashtra State Co-operative Rules, 1961, it is very interesting to note that no bad
debts can be written off unless they are certified as bad debts by the Auditor. Where no such requirement of law
exists, the managing committee of the society must authorize the write-off.
Observation of the Provisions of the Act and Rules

An Auditor should be well versed with the provisions of the Act and Rules of the Co-operative Society and the by-
laws thereof. If the Auditor finds any irregularity, it should be immediately assessed and reported to the next level.
Verification of Members Register and Examination of their Pass Books

This is essential, especially in rural and agricultural credit societies where members are illiterate, the Auditor
should verify the passbook and members register to verify the amount of loan granted and their repayments. It will
help to ensure that the books of accounts are free from any manipulation.
Special Report to the Registrar

During the audit, if any irregularities are found by the Auditor they should be reported to the Registrar and
appropriate action may be taken by the Registrar against the society.
Audit Classification of Society

After assessing the overall performance, an Auditor has to award a class to the society. The judgment of the
Auditor should be based on the criteria fixed by the Registrar. The Auditor should be very careful when making
decisions related to the classes in the society; if management is not satisfied with the award, he may file an appeal
to the Registrar and the Registrar may direct to review of the audit classification.
Discussion on Audit Draft

After completion of the audit, minor irregularities may be settled and rectified; matters concerning policies should
be discussed in detail. The audit report can never be finalized without discussion with the managing committee.
By-laws
Each registered society is required to frame its by-laws which have to be registered with the Registrar of Co-
operative societies. According to Section 11 of the Act, the amendment of the by-laws of a registered society shall
not be valid until the same has been approved by the Registrar of the Co-operative societies.

Investment of Funds
A registered society can invest or deposit its funds only in:
� Saving bank accounts of Government Banks.
� Any of the securities specified under Section 20 of the Indian Trust Act, 1882.
� The shares or in the security of any other registered society.
� Any bank or person carrying on the business of banking approved for this purpose by the Registrar.
� Any other mode permitted by Section 32 of the Co-operative Societies Act.
Restriction on Co-operative Society
Restriction on Shareholding
According to Section 5 of the Act, where liabilities of the members of a society are limited, no member other than
a registered society can hold more than 20% of the share’s capital or shares of the society worth more than Rupees
one thousand.
Restriction on Transfer of Share

A member of a registered society with unlimited liability, cannot transfer any shares held by him or his interest in
the capital of the society unless:
� He has held that share for at least one year, and
� The transfer and change are made to the society or a member of the society.
Restriction on Loan
� According to Section 29 of the Act, a registered society cannot advance any loan to any person other than a
member except with the prior permission of the Registrar.
� A society with unlimited liability cannot lend money on the security of a movable property except with the
sanction of the Registrar of Co-operative society.
� The State Government has the power and can prohibit or restrict loans against mortgage of immovable property
by any registered society or class of registered societies.
Restriction on Borrowings
A registered society can receive deposits and loans from persons who are not members of the society, only to such
an extent and under such conditions as may be prescribed by the rules of the Co-operative Societies Act or by-laws
of the concerned society.
Exemptions
According to Section 28, Central Government may exempt any registered societies or class of registered societies
from Income Tax (Payable on the profits of the society or dividends or other profit related to payments received by
the members of the society), Stamp duty or registration fees.

Reserve Fund, Contribution to Charitable Funds, and Distribution of Profit

� According to Section 33, the first 25% of the net profit earned during the year should be transferred to a
Reserve Fund.
� 10% of the Balance amount of net profit after transferring 25% to the Reserve fund, a registered society can
contribute for charitable purposes with the sanction of the Registrar.
� Under such conditions as may be prescribed by the rules or by-laws, the balance amount of current profit plus
past years’ profit can be distributed to members of the society.
� Dividend can be distributed according to rules and by-laws but cannot be more than 6.25%.
Only after special order of the State Government, unlimited liability society can distribute its profit, otherwise not.

Audit of Self-Help Groups 16.5
S
elf Help Group (SHG) Movement in India has been recognized as an effective strategy for mobilization and
empowerment of rural people, particularly poor women and other marginalized groups. In India, Self Help
Groups or SHGs represent a unique approach to financial intermediation. The approach combines access
to low-cost financial services involving a process of self-management, with an objective of social and economic
development for the women SHG members. Formations of SHGs are facilitated by the Government or by NGOs.
SHGs are linked not only to banks but also to wider development programmes, SHGs are seen to confer many
benefits, both economic and social.
As expert accounting professionals are hardly available at Gram Panchayat level, the need of the hour is
“Community Audit” and it is necessary to develop sufficient number of “Community Auditors” for the sake of
financial transparency.
The Institute of Cost Accountants of India and WBSRLM have entered into a MOU to enable undertaking of
various collaborative activities for establishing “Community Audit” system for Self Help Groups in West Bengal
by developing sufficient number of qualities “Community Auditors” for meeting the audit needs of SHGs in the
state.
Applying the Field Balance Sheet Approach to Audit:

1. Background Review: During a background review, a preliminary examination of the group level records,
including the cash book, is conducted. The auditor also does a general review of the group level records and
member passbooks to verify/ cross-check data entries for their accuracy and correct posting.
2. Prepare Field Balance Sheet: The auditor prepares the Field Balance Sheet for the group, as on the date of the
audit, based on the SHG’s internal records and then cross checks the correctness of balance sheet items. The
primary objective is to ascertain the retained earnings of the SHG.
Sl. No. Liabilities Amount Sl. No. Assets Amount

1 Cash in Hand 1 Voluntary Savings
2 Cash at Bank 2 External loan
Outstanding
3 Loan Outstanding with 3 Equity:
Members
4 Fixed Deposit a Compulsory Saving
5 Fixed Asset b Retained Earning
Total Total

3. Private Meetings with Members: The auditor conducts private interviews with 25% of total members to
triangulate information collected from the background review, as well as from the Field Balance Sheet and to
ascertain the decision-making pattern in the group.
4. Meeting with the SHG Group: If serious issues were raised during the course of the audit, the auditor will
meet with the entire group for further discussion.
5. Reporting: Once the auditing is complete, the auditor summarizes any weak practices that put savings at risk
or make records unreliable, and recommends any better methods. Auditor submits the Field Balance Sheet,
along with a summary report to the MFI/bank, to all group members and adds relevant comments to enable
decision making regarding provision of credit.

Audit of Non-Government
Organisations (NGOs) 16.6
A
udit Procedure for Conducting the Audit of Non-Government Organisation NGO’s can be defined as non-
profit making organisations which raise funds from members, donors or contributors apart from receiving
donation of time, energy and skills for achieving their social objectives.
Non-Government Organisations are generally incorporated as societies under the Societies Registration, Act, 1860
or as a trust under the Indian Trust Act, 1882, or under any other law corresponding to these Acts enforced in any
part of India. NGO’s can also be incorporated as a company under section 8 of the Companies Act, 2013.
While planning the audit of a Non-Government Organisation (NGO), the auditor may concentrate on the following;
(i) Knowledge of the NGO’s work, its mission and vision, areas of operations and environment in which it
operates.
(ii) Reviewing the legal form of the organisation and its Memorandum of Association, Articles of Association,
Rules and Regulations.
(iii) Reviewing the NGO’s Organisation chart, Financial and Administrative Manuals, Project and Programme
Guidelines, Funding Agencies Requirements and Formats, budgetary policies, if any.
(iv) Examination of minutes of the Board/Managing Committee/Governing Body/Management and Committees
thereof to ascertain the impact of any decisions on the financial records.
(v) Study the accounting system, procedures, internal controls and internal checks existing for the NGO and
verify their applicability.
The audit programme should include in a sequential order all assets, liabilities, income and expenditure ensuring
that no material item is omitted:
(i) Corpus fund: The contributions/grants received towards corpus be vouched with reference to the letters
from the donor(s). The interest income be checked with investment Register and physical investments in
hand.
(ii) Reserves: Vouch transfers from projects/programmes with donors’ letters and board resolutions of NGO.
Also check transfers and adjustments made during the year.
(iii) Ear-marked Funds: Check requirements of donors’ institutions, board resolution of NGO, rules and
regulations of the schemes of the ear-marked funds.
(iv) Project/Agency Balances: Vouch disbursements and expenditures as per agreements with donors for each
of the balances.
(v) Loans: Vouch loans with loan agreements receipt counter –foil issued.

(vi) Fixed Assets: Vouch all acquisitions/sale or disposal of assets including depreciation and the authorizations
for the same. Also check donor’s letters/agreements for the grants. For immovable property, check title, etc.
(vii) Investments: Check Investment Register and the investments physically ensuring that investments are in the
name of the NGO. Verify further investments and dis-investments for approval by the appropriate authority
and reference in the bank accounts for the principal amount and interest.
(viii) Cash in Hand: Physically verify the cash in hand and imprest balance, at the close of the year and whether
it tallies with the books of accounts.
(ix) Bank Balance: Check the bank reconciliation statements and ascertain details for old outstanding and
unadjusted amounts.
(x) Stock in Hand: Verify stock in hand and obtain certificate from the management for the quantities and
valuation of the same.
(xi) Programme and Project Expenses: Verify agreement with donor/contributor (s) supporting the particular
programme or project to ascertain the conditions with respect to undertaking the programme/project and
accordingly, in the case of programmes/projects involving contracts, ensure that income tax is deducted,
deposited and returns filed and verify the terms of the contract.
(xii) Establishment Expenses: Verify that provident fund, life insurance and their administrative charges are
deducted, contributed and deposited within the prescribed time. Also check other office and administrative
expenses such as postage, stationery, travelling, etc.
The receipt of income of NGO may be checked on the following lines:

(i) Contribution and Grants for projects and programmes: Check agreements with donors and grants
letters to ensure that funds received have been accounted for. Check that all foreign contribution receipts are
deposited in the foreign contribution bank account as notified under the Foreign Contribution (Regulation)
Act, 1976.
(ii) Receipts from Fund raising programmes: Verify in detail the internal control system and ascertain who are
the persons responsible for collection of funds and mode of receipt. Ensure that collections are counted and
deposited in the bank daily.
(iii) Membership Fees: Check fees received with membership register, ensure proper classification is made
between entrance and annual fees and life membership fees. Reconcile fees received with fees to be received
during the year.
(iv) Subscription: Check with subscription register and receipts issued. Reconcile subscription received with
printing and dispatch of corresponding magazine/circulars/periodicals. Check the receipts with subscription
rate schedule.
(v) Interest and Dividends: Check the interest and dividends received and receivable with investments held
during the year.

Audit of Local Bodies 16.7
L
ocal bodies are institutions of the local self-governance, which look after the administration of an area or
small community such as villages, towns, or cities. The Local bodies in India are broadly classified into
two categories. The local bodies constituted for local planning, development and administration in the
rural areas are referred as Rural Local Bodies (Panchayats) and the local bodies, which are constituted for local
planning, development and administration in the urban areas are referred as Urban Local Bodies (Municipalities).
Article 243J of the Constitution states that the Legislature of a State may, by law, make provisions with respect to
the maintenance of accounts by the Panchayats and the auditing of such accounts.
Article 243Z of the Constitution states about the audit of accounts of Municipalities. The Legislature of a State
may, by law, make provisions with respect to the maintenance of accounts by the Municipalities and the auditing
of such accounts.
Financial Administration of Local Bodies.

Salient Features of Financial Administration of Local Bodies
(i) Budgetary Procedure: The objective of local bodies budgetary procedure are financial accountability, control
of expenditure, and to ensure that funds are raised and moneys are spent by the executive departments in
accordance with the rules and regulations and within the limits of sanction and authorisation by the legislature
or Council. Different aspects covered in budgeting are determining the level of taxation, fees, rates, and laying
down the ceiling on expenditure, under revenue and capital heads.
(ii) Expenditure Control: At the State and Central level, there is a clear demarcation between the legislature
and executive. In the local body, legislative powers are vested in the Council whereas executive powers are
delegated to the officers, e.g., Commissioners. All matters of regular revenue and expenditures are generally
delegated to the executive wing. For special situations like, reduction in property taxes, refund of security
deposits, etc., sanction from the legislative wing is necessary.
(iii) Accounting System: Municipal Accounting System has been conventionally prepared under the cash system.
In the recent past however, it is being changed to the accrual system of accounting. The accounting system is
characterized by
(a) subsidiary and statistical registers for taxes, assets, cheques etc.,
(b) separate vouchers for each type of transaction,
(c) compulsory monthly bank reconciliation,
(d) submission of summary reports on periodical basis to different authorities at regional and state level.

The objectives of this audit are:

� To report the content and presentation of financial statements are true and fair
� Detection and prevention of error fraud, misuse of funds
� To ascertain that full value received for money spent
� Legal and administrative requirements fulfilled
The audit programme for local bodies includes the following:

� All sanctions are accorded by competent authority
� Expenditure incurred are according to provisions and as per regulations framed by competent authority
� Different schemes, programmes, and projects are running economically and the purpose such programme is
achieved.

Audit of Government Expenditure 16.8
Government Expenditure Audit: Audit of government expenditure is one of the major components of government
audit conducted by the office of C&AG. The basic standards set for audit of expenditure are to ensure that there is
provision of funds authorised by competent authority fixing the limits within which expenditure can be incurred.
Briefly, these standards are explained below:
(i) Audit against Rules & Orders: The auditor has to see that the expenditure incurred conforms to the
relevant provisions of the statutory enactment and is in accordance with the financial rules and regulations
framed by the competent authority.
(ii) Audit of Sanctions: The auditor has to ensure that each item of expenditure is covered by a sanction,
either general or special, accorded by the competent authority, authorising such expenditure.
(iii) Audit against Provision of Funds: It contemplates that there is a provision of funds out of which
expenditure can be incurred and the amount of such expenditure does not exceed the appropriations
made.
(iv) Propriety Audit: It is required to be seen that the expenditure is incurred with due regard to broad and
general principles of financial propriety. The auditors aim to bring out cases of improper, avoidable, or
infructuous expenditure even though the expenditure has been incurred in conformity with the existing
rules and regulations. Audit aims to secure a reasonably high standard of public financial morality by
looking into the wisdom, faithfulness and economy of transactions.
(v) Performance Audit: This involves that the various programmes, schemes and projects where large
financial expenditure has been incurred are being run economically and are yielding results expected of
them. Efficiency-cum-performance audit, wherever used, is an objective examination of the financial and
operational performance of an organisation, programme, authority or function and is oriented towards
identifying opportunities for greater economy, and effectiveness.
Role of C&AG in the Audit of a Government company: The auditor of a government company is appointed by
the C&AG.
The C&AG have powers under section 143 of the Companies Act, 2013 as follows:
(i) to direct the manner in which the company’s accounts shall be audited by the auditor and to give such
auditor instructions in regard to any matter relating to the performance of his functions as such;
(ii) to conduct a supplementary or test audit of the company’s accounts by such person or persons as he
may authorize in this behalf; and for the purposes of such audit, to require information or additional
information to be furnished to person or persons so authorised, on such matters, by such person or
persons, and in such form, as the Comptroller and Auditor-General may, by general or special order;
direct. In addition, the C&AG has a right to comment upon or supplement the audit report in such manner
as he thinks fit.

Propriety Audit in the context of
Government Audit 16.9
Propriety Audit: Under ‘propriety audit’, the auditors try to bring out cases of improper, avoidable, or infructuous
expenditure even though the expenditure has been incurred in conformity with the existing rules and regulations.
However, some general principles have been laid down in the Audit Code, which have for long been recognized
as standards of financial propriety. Audit against propriety seeks to ensure that expenditure conforms to these
principles which have been stated as follows:
1. The expenditure should not be prima facie more than the occasion demands. Every public officer is expected
to exercise the same vigilance in respect of expenditure incurred from public moneys as a person of ordinary
prudence would exercise in respect of expenditure of his own money.
2. No authority should exercise its powers of sanctioning expenditure to pass an order which will be directly or
indirectly to its own advantage.
3. Public moneys should not be utilized for the benefit of a particular person or section of the community unless:
(i) the amount of expenditure involved is insignificant; or
(ii) a claim for the amount could be enforced in a Court of law; or
(iii) the expenditure is in pursuance of a recognized policy or custom; and
(iv) the amount of allowances, such as travelling allowances, granted to meet expenditure of a particular type
should be so regulated that the allowances are not, on the whole, sources of profit to the recipients.

Audit of Commercial Accounts 16.10
T
he government also engages in commercial activities and for the purpose it may incorporate following types
of entities:
(i) Departmental enterprises engaged in commercial and trading operations, which are governed by the same
regulations as other Government departments such as defence factories, mints, etc.
(ii) Statutory corporations created by specific statues such as LIC, Oil Marketing Companies (OMC) etc.
(iii) Government companies, set up under the Companies Act, 2013. All aforesaid entities are required to
maintain accounts on commercial basis. The audit of departmental entities is done in the same manner as any
Government department, where commercial accounts are kept. Audit of statutory corporations depends on the
nature of the statute governing the corporation. In respect of government companies, the relevant provisions
of Companies Act, 2013 are applicable.
Sum Up:
Today, in the face of economic uncertainty, companies around the world are faced with the need to maintain
financial stability and competitive advantage in the market. At the same time, the service sectors are the first to
suffer. In such a situation, the internal audit service can come to the aid of the business.
Internal audit services are created both in manufacturing enterprises and in service organisations. The main role
of internal audit is to be a “business partner” and to contribute to profitable long-term growth and the achievement
of other goals of the organisation.
In some organisations of the financial sector, for example, in banks and insurance companies, the presence of an
internal auditor on the staff of the company is a mandatory regulatory requirement.
The main functions of internal audit are to give shareholders, the board of directors, and management an independent
assessment of the effectiveness of internal control, risk management, and corporate governance systems.
Solved Case
Toshiba - A Case of Internal Audit Failure
Toshiba, a 140-year-old pillar of Japan Inc. is caught up in the country’s biggest accounting scandal since 2011.
In 2011, Olympus Corp was embroiled in a scandal. In July 2015, Toshiba Corp president Hisao Tanaka and

his two predecessors quit after investigators found that the company inflated earnings by at least $1.2 billion
during the period 2009-2014. Toshiba is one of the early adopters of the corporate governance reforms initiated in
Japan. The corporate governance structure met corporate governance standards. Time and again cases of corporate
governance failures have provided evidence that good corporate governance structure does not necessarily lead to
good corporate governance. Organisation culture is a critical determinant of the quality of corporate governance.
Some of the observations of the independent investigation committee of the company on internal audit demand
discussion and debate.
The investigation committee observes, “According to the division of duties rules of Toshiba, the corporate audit
division is in charge of auditing the corporate divisions, the companies, branch companies, and affiliated companies.
However, in reality the corporate audit division mainly provided consultation services for the ‘management’ being
carried out at each of the companies, etc (as part of the business operations audit), and it rarely conducted any
services from the perspective of an accounting audit into whether or not an accounting treatment was appropriate.”
The observations of the committee give the impression that the fault of the internal audit in Toshiba was that it
focused on consultation service rather than assurance service. Should internal audit avoid providing consultation
service? I do not think so. It was not the fault of the internal audit that it provided consultation service. The fault
was that it did not pay attention to accounting audit.
In Toshiba, the top management used to set targets that are unachievable. There was excessive pressure from the
top management to achieve those targets.
The variable pay is a significant portion of the total pay. The compensation of executive officers comprises a base
compensation based on title and a role compensation based on work content. Forty per cent to 45 per cent of the
role compensation is based on performance of the overall company or business department. ‘Challenge’ to achieve
unachievable targets and performance-based pay provide enough motivation to manage earnings. Therefore,
accounting audit should have been a focus area for internal audit.
Internal audit can function independently only if the audit committee is capable, independent and effective, and the
internal auditor reports to the audit committee.
In Toshiba, the audit committee was neither capable nor independent. The three external members of the audit
committee had no knowledge of finance and accounting. An ex-Chief Financial Officer (CFO), who was the CFO
during the timeframe when accounting irregularities occurred, was the only whole-time member of the audit
committee. Therefore, the internal audit was not independent of the management. Earnings management had the
tacit approval of the top management. Therefore, it is not surprising that accounting audit was excluded from the
scope of internal audit. It is incorrect to infer that the accounting audit did not receive the attention of the internal
audit because its focus was on providing consultation service.
Contemporary literature defines internal audit as ‘assurance and consulting service’. The issue is of balancing
between consultation service and assurance service. Problem arises when the internal auditor forgets that the
internal audit is primarily an assurance function. The consultation service flows from the assurance service.
Although, the primary objective of operation audit is to obtain assurance that the internal control that is installed
to achieve operation objectives is adequate and operating effectively, the auditees look to the internal auditor for
suggestions and consultancy. Such consultation service is a by-product of the assurance service. Auditees should
not be denied the benefits of internal auditor’s understanding of the industry and the business, and the challenges
before the auditees in achieving operation objectives. Exclusion of consultation service from the scope of internal
audit would result in sub-optimal utilisation of internal audit resources.

Organisation culture also determines the effectiveness of internal audit. The investigation committee observes, “A
corporate culture existed at Toshiba whereby employees could not act contrary to the intent of their superiors”. In
such a culture an upright internal auditor cannot survive, particularly if he is not independent of the management.
Perhaps, it is the reason that the internal audit in Toshiba had chosen the easy path of focusing on ‘consultation
service’ only without reporting internal control weaknesses.
Internal auditor is the ‘eyes and ears’ and ‘go-to man’ of the audit committee. Therefore, internal audit failure leads
to corporate governance failure.

Exercise

1. Management audit _______________ on financial matters.
(a) Involves
(b) Only concentrate
(c) Does not concentrate
(d) None of these
2. The main objectives of management audit is to ________________.

(a) Suggest improvement in methods of operations
(b) Framing basic policies for the organisation
(c) Setting up an organizational framework
(d) None of these
3. Management audit is the unique process of ________________ the performance of directors, managers
or the performance of Management.
(a) Appraising
(b) Calculating
(c) Auditing
(d) Planning
4. The main emphasis of Management Audit:

(a) Problem solving
(b) Problem identification
(c) Problem definition
(d) Problem avoidance
5. Management audit is normally presumed to be a _________________ into a performance of a manager

or group of managers.
(a) Routine investigation
(b) Non-routine investigation
(c) Auditing
(d) None of these

6. C&AG has the right to direct how the company’s accounts shall be audited by the auditor and to give
such auditor instructions regarding any matter relating to the performance of his functions as per
section_______________.
(a) 44AB of Income Tax Act
(b) 143 of the Companies Act, 2013
(c) 173 of the Companies Act, 2013
(d) 134 of the Companies Act, 2013
7. Non-Governmental Organisations can be incorporated as a company

(a) Section 25 of the Companies Act, 1956.
(b) Section 8 of the Companies Act, 2013.
(c) Section 28 of the Companies Act, 2013.
8. Under ‘propriety audit’, the auditors try to bring out what type of expenditure:
(a) Improper
(b) Avoidable
(c) In fructuous
9. What is the first step to conducting a Hospital Audit?

(a) Check the letter of appointment
(b) Study Trust Deed
(c) Examine Records
(d) Physical Verification
10. Co-operative Auditor has to examine the overdue debts if any, and a valuation of the assets and
liabilities of the society while conducting an internal audit as per
(a) Section 17(3) of the Cooperative Societies Act, 1912
(b) Section 17(2) of the Cooperative Societies Act, 1912
(c) Section 17(5) of the Cooperative Societies Act, 1912
(d) Section 37(2) of the Cooperative Societies Act, 1912

11. ________ States about the audit of accounts of Municipalities.

(a) Article 243Z of the Constitution
(b) Article 243J of the Constitution
(c) Both (a) and (b)
12. Who appoints the auditor for the Government Company?

(a) Board of Directors
(b) Audit Committee
(c) C&AG
(d) CBDT
13. The government also engages in commercial activities and for this purpose, it may incorporate
_________ type of entities.
(a) Five
(b) Three
(c) Many
(d) Various.
14. Financial Administration of Local Bodies includes

(a) Budgetary Procedure
(b) Expenditure Control
(c) Accounting System
15. Field Balance Sheet Approach to audit can be applied in case of audit of the
(a) Co-Operative societies
(b) Local Body Corporate
(c) Self-Help Group
(d) Club


1. Discuss Audit Procedure for Conducting the Audit of Non-Governmental Organisation NGO.
2. Discuss the Role of C&AG in the Audit of a Government company.
3. Define Local Bodies and state the financial administrative features of local bodies.
4. What is the basic objective of the local body? Discuss the audit program of the same.
5. What is the first step in the audit of educational institutions?
6. How do you classify Local Bodies?
7. What point should be checked by an internal auditor while performing an internal audit of hotels
concerning the internal control system?
8. What are the point to be considered while performing an audit of the Hospital?
9. What points should be considered in the audit program of Local Bodies?
10. Write a short note on the Self-Help Group.
11. Discuss the special feature of the Co-operative Society Audit.
12. Discuss the steps involved in the Audit of an Educational Institution.
13. M/s Hotel Hindustan Ltd. appoint you as an internal auditor for the year 2021-22. What point will you
consider while conducting an audit? Discuss in short.
Answer:
1. (c) Does not concentrate.

2. (a) Suggest improvement in methods of operations.
3. (a) Appraising.
4. (b) Problem identification.
Management Audit pinpoints the areas requiring the attention of management, evaluates the
existence of well-defined objectives, it seeks to review appraise, and, devaluates the corporate plans
and policies based on certain standards of objectivity.
5. (b) Non-routine investigation.
6. (b) Section 143 of the Companies Act, 2013
The C&AG has powers under section 143 of the Companies Act, 2013 as follows:
To direct how the company’s accounts shall be audited by the auditor and to give such auditor
instructions regarding any matter relating to the performance of his functions as such;

7. (b) Section 8 of the Companies Act, 2013.

Non-Governmental Organisations are generally incorporated as societies under the Societies
Registration, Act, 1860 or as a trust under the India Trust Act, 1882, or under any other law
corresponding to these Acts enforced in any part of India. NGOs can also be incorporated as a
company under section 8 of the Companies Act, 2013.
Under ‘propriety audit’, the auditors try to bring out cases of improper, avoidable, or infructuous
expenditure even though the expenditure has been incurred in conformity with the existing rules and
regulations.
9. (a) Check the letter of appointment.
Check the letter of appointment to ascertain the scope of responsibilities.
10. (b) Section 17 (2) of the Co-operative Societies Act, 1912
Section 17 (2) of the Co-operative Societies Act, 1912 specifically requires the auditor to examine
the overdue debts, if any, and a valuation of the assets and liabilities of the society.
11. (a) Article 243Z of the Constitution.
Article 243J of the Constitution states that the Legislature of a State may, by law, make provisions
concerning the maintenance of accounts by the Panchayats and the auditing of such accounts.
Article 243Z of the Constitution states the audit of accounts of Municipalities. The legislature of a
State may, by law, make provisions concerning the maintenance of accounts by the Municipalities
and the auditing of such accounts.
12. (c) C&AG.
The auditor of a government company is appointed by the C&AG.
13. (b) Three.
The government also engages in commercial activities and for this purpose, it may incorporate the
following types of entities:
(a) Departmental enterprises engaged in commercial and trading operations.
(b) Statutory corporations created by specific statutes such as LIC, Oil Marketing Companies (OMC)
etc.
(c) Government companies, set up under the Companies Act, 2013.
Financial Administration of Local Bodies has three components Budgetary Procedure, Expenditure
Control, and Accounting System.
15. (c) Self-Help Group.
Field Balance Sheet Approach to audit can be applied in the case of audit of the Self-Help Group.
The auditor prepares the Field Balance Sheet for the group, as on the date of the audit, based on the
SHG’s internal records and then cross-checks the correctness of balance sheet items. The primary
objective is to ascertain the retained earnings of the SHG.

SECTION - D
FORENSIC AUDIT AND ANTI-MONEY LAUNDERING
Forensic Audit 17
17.1 Introduction to Forensic Audit

17.2 Fraud Risk Management
17.3 Financial Forensics and Forensic Audit Techniques
17.4 Ethical Considerations and Code of Conduct in Forensic Audit
17.5 Professional Opportunities

Forensic Audit

To develop detail understanding of the financial forensics and forensic audit
techniques to identify the scope left for committing frauds and recommend
appropriate corrective actions. (CMLO 2a, b)

The primary objective of this Forensic Auditing and Accounting is to empower the investigator
or the overseer with the fundamentals of accounting practices and financial statement analysis.
In-depth study of the procedures of fraud detection including methodologies to identify and
categorize fraudulent practices. After studying this module, the students will be able to –
 Identify cases of fraud
 Prevent and reduce cases of fraud through the implementation of recommendations and advice,
through internal control in the company
 Participate in the design and creation of fraud prevention programs
 Evaluate Internal Control Systems for adequacy to prevent formula and unethical activities.
 Perform investigation and collection of evidence that will be placed in the hands of the judicial
authority.

Introduction 17
A
forensic audit is an evaluation and examination of an individual’s or a firm’s financial records to stem
up evidence that can be used in a legal proceeding or court of law. Forensic auditing is a specialization
within the accounting field, and most large accounting firms have a forensic auditing department.
Forensic audits necessitate auditing and accounting procedures as well as expert knowledge about the legal
outline of such an audit.
Generally, Forensic audits cover a wide range of investigative activities. A forensic audit may be directed to
prosecute a party for embezzlement, fraud, or additional financial crimes. Moreover, the auditor may also be called
to help as an expert witness during trial proceedings of a forensic audit. Forensic audits could also involve situations
such as disputes related to business closures, bankruptcy filings, and divorces that do not involve financial fraud.
Forensic audit investigations may interpret, or confirm, numerous kinds of illegal activities. In general, a forensic
audit is used if there is a possibility that the evidence collected would be used in court in its place of a normal audit.
The forensic audit process is similar to a traditional financial audit accepting investigation, planning, assembling
evidence, and writing a report with the added steps of a potential appearance in court. The lawyers offer evidence
that the crime is one or the other discovered or disproved, which agrees with the harm sustained. In this procedure,
they will explain their conclusions to the respondent should the case go to trial in front of the judge.
The reasons are as follows:
Corruption: Corruption is a significant obstacle to socio-economic development and also at different corporate
levels. It can have come along with ill effects on the image of the business/company and jeopardize it severely.
It consists of any illegitimate use of the office or dishonest behaviour and its resources. In such occurrences, a
forensic auditor attempts to look for accounts of extortion and bribery, or anything that will amount to or relate to
any conflict of interest.
Extortion: Taking a step ahead of any corruption, extortion involves the use of force, threat, or violence to extract
money from another person/party. For the interest of the company, this may be done on the pretence of ‘protection
money or sophisticated cyber extortion schemes, small businesses, etc. Moreover, the identification of extortion in
company finances reduces its reliability in the eyes of its suppliers, clients, etc. which is the most important reason
for having a compacted financial statement.
Bribery: Bribery refers to the conduct of dishonestly influencing one’s position or role to receive something as
well as promising something favourable to the party demonstrating such benefit. There are a few problems where
bribery arises, not always in such a role/position to offer anything. When one acts beyond his authority, it obstructs
the company’s profits and interests which is illegal to do so.

Conflict Of Interest: Anything on a related note, including bribery, that is done to gain personal profit, and which
is unfavourable to the company. This conduct forms the objective of a forensic audit.
Fraud: There are a few reasons related to the fraud associated with the financial circle of any company. Those are
as follows:
� False and Wilful representation or Assertion.
� Perpetrator of Representation.
� Intention to deceive.
� The representation must relate to a fact.
� The active concealment of facts.
� Promise made with no intention of performing it.
� The representation must have deceived the other party.
� Any other act fitted to deceive.
� Any such ‘act or omission’ that the law specially declares as void.
� Wrongful Loss and Wrongful Gain are Immaterial.
Asset Misappropriation: This included raising fake invoices, misappropriation of cash, payments made to non-
existing employees or suppliers, theft of Inventory, or misuse of assets. It comes about in undesirable conditions
when people who are entrusted to manage the assets of a company/organisation give away from it. Moreover, it can
be the greatest detrimental to the company when it may lead to infiltration by other organisations to take control
over control of the victim company. It directly hit on the cash flow of the organisation.
Financial Statement Fraud (FSF): Financial statement fraud is the willful and deliberate misstatement or
misrepresentation, creating a false impression and omission of financial statement data to mislead the reader of a
Company’s financial strength. Generally, it defers revenues or expenses in a different period to show consistent
earnings or growth. Another extreme consists of overstating revenues. It diminishes the confidence of market
participants and capital markets in the dependability of financial information.
� Forensic Data Analysis (FDA).
� Fraud Triangle and Fraud Risk.

Introduction to Forensic Audit 17.1
A
forensic audit is an analysis and review of the financial records of a company or person to extract facts,
which can be used in a court of law. Forensic auditing is a specialty in the accounting industry, and most
major accounting firms have a department of forensic auditing. Forensic audits include experience in
accounting and auditing practices as well as expert knowledge of forensic audit’s legal framework.
Forensic audits cover a large spectrum of investigative activities. There may be a forensic audit to prosecute a party
for fraud, embezzlement, or other financial crimes.
The auditor may be called in during the process of a forensic audit to serve as an expert witness during trial
proceedings. Forensic audits could also include situations that do not involve financial fraud, such as bankruptcy
filing disputes, closures of businesses, and divorces.
When it comes to auditing, many organisations consider it is as simply a statutory requirement for getting the
financials examined by a certified accountant to ensure compliance. However, this type of audit (financial audit)
is just one of many other types of audits that any organisation would undergo. A forensic audit is one among such
audits which involve an examination of past financial records of an entity to detect any illegal action, manipulation
in the books of accounts, siphoning of funds, etc. The forensic audit begins with the suspicion and doubts and ends
with the performance of investigation procedures either to confirm the case or dispel the suspicion.
Unlike financial audits which are focused more on statutory compliance, forensic audits are designed to investigate
the financial records of an entity to derive evidence support of fraud that can be used in a court of law or legal
proceedings.
It is an independent, comprehensive, and scientific approach to reviewing an entity’s financial statements. To
determine its accuracy, free from material misstate, and evidence be used in a court of law or legal proceedings.
Reasons for Conducting a Forensic Audit:

Forensic audit investigations may expose, or confirm, various kinds of illegal activities. Normally, instead of a
normal audit, a forensic audit is used if there is a possibility that the evidence gathered would be used in court.
The forensic audit process is similar to a traditional financial audit planning, gathering evidence, and writing a
report with the additional step of a possible appearance in court. The lawyers on both sides offer evidence that the
crime is either discovered or disproved, which decides the harm sustained. They explain their conclusions to the
defendant should the case go to trial before the judge.
Functions of Forensic Audit:

A forensic audit comprises the following steps:
� Planning the Investigation: The forensic auditor and the team will plan their investigation to meet their
objectives.

� Collecting Evidence: The evidence gathered should be sufficient to prove in court the identity of the
fraudster(s), reveal the details of the fraud scheme, and document the financial loss suffered and the parties
affected by the fraud.
� Reporting: A forensic audit will need a written report on the crime to be given to the client so that if they
desire, they can continue to file a legal case.
� Court Proceedings: During court proceedings, the forensic investigator must be present to clarify the evidence
collected and how the suspect(s) were found by the team.
Need for Forensic Audit:

As of now, forensic auditing has emerged as a specialized field in the industry that requires a specific skill set
to detect the fraud, leaving no scope for overlap, but to determine an organisation’s needs, forensic auditing is
significant in dealing with early warning signals of fraud. Thus, there are a few instances on the occurrence of
which an entity should direct for forensic audit like:
I. Theft of business information or where business systems have been hacked.
II. Issues identified by Whistle-Blowers.
III. Reconciliations resulted in unidentified material differences.
IV. Suspicious of fraud or illegal activity.
V. Turnover has occurred and balances are showing negative results.
Forensic Audit Procedures:

Since the forensic audit is more of an investigation and collection of evidence, it is of great importance that the
audit should be conducted with an attitude of professional scepticism. However, a scientific approach involving the
use of forensic audit procedures should be used to conduct the assignments. These procedures are more towards
detecting possible material misstatements in the financial records that result in fraudulent activities. Besides,
forensic data analysis and fraud investigation techniques, a tool named ‘triangle’ also are used for addressing the
presence of three-element that are common to any fraud being committed:
� Incentives- a motive that drives a person to commit fraud.
� Attitude- an ability to rationalize fraudulent behaviour.
� Opportunity- that enables a person to commit fraud.
Investigation Methodology of Forensic Audit:

The forensic audit investigation is the utilization of specialized investigation skills to conduct the forensic audit
engagements in such a manner that the outcome can be presented in a court of law as evidence. The auditor should
use an approach considering both the aspects of whether the fraud could have occurred and whether the fraud could
not have occurred. With this approach, the forensic auditors will be able to bring the reality closer to the general,
public especially the circumstances where perception and reality are not aligned. An auditor can follow a nine-step
method for fact-finding in case of forensic audit engagements:
� Accept the forensic audit engagement.
� Evaluate the allegations or suspicions.
� Conduct due diligence background notes.

Forensic Audit
� Complete the preliminary stage of the investigation.

� Check the prediction assuming that there will be litigation.
� Begin with an external investigation.
� Gathering the required proofs and evidence.
� Preparing report on findings; and
� Court proceedings.
Common Areas of Forensic Audit:

With the increase in financial fraud popularly known as white-collar crime, forensic accounting and auditing
has emerged as prominent to ensure the financial growth for businesses and the economies as well. Some of the
common areas that are to be in elected for forensic audits are:
� Asset Misappropriation.
� Instances of Corruption.
� Extortion.
� Financial Statement Fraud.
� Conflict of interest.
Hence, forensic auditing is a detailed examination of past financial records which requires the expertise of
professionals not only in accounting and auditing but also in the area of assessing legal framework and fact-finding.
The forensic auditor is expected to adopt a practical approach to deal with the numerous loopholes which may
arise during investigation procedures. With the key benefits of increased credibility, expert accounting, enhanced
effectiveness, and accuracy, the forensic audit is seen as a rapidly growing area in the detection and prevention of
fraud and white-collar criminal activities.
Business Frauds:
Corporate fraud consists of illegal or unethical and deceptive actions committed either by a company or an
individual acting in their capacity as an employee of the company. Corporate fraud schemes are often extremely
complicated and, therefore, difficult to identify. It often takes an office full of forensic accountants’ months to
unravel a corporate fraud scheme in its entirety.
When corporate fraud is perpetrated by the top executives of a large corporation, the fraud often extends to billions
of dollars in scale. The victims of corporate fraud are consumers or clients, creditors, investors, other businesses,
and eventually, the company that is the source of the fraud and its employees. When it is finally discovered, the
company committing the fraud is often left in ruins and forced to declare bankruptcy.
� Corporate fraud consists of illegal, deceptive actions committed either by a company or an individual who is
an employee of the company.
� Many corporate fraud schemes are highly complicated accounting schemes used to inflate a company’s
apparent profits and may take years to detect.
� When massive corporate fraud is eventually discovered, it can take down even huge multinational companies
with billions in annual revenues.

Much of the money illegally obtained through corporate fraud is often never recovered, after being spent long ago
by the perpetrators.
Why Do Corporate Frauds Happen?
(a) The Desire or Perceived need to attract or Retain Investors: Corporate fraud commonly occurs for
the same reason as any other fraud scheme-greed. However, amid the highly competitive global business
environment of the modern world, it may also occur for other reasons. Many corporate fraud schemes consist
of fraudulent accounting schemes used to make a company appear more profitable than it is. The impetus
behind such schemes is the desire or perceived need to attract or retain investors.
(b) Problems or defects with a Company’s Products: Another cause of corporate fraud may be problems or
defects with a company’s products, which it tries to hide. Several recent corporate fraud cases have occurred
with pharmaceutical companies that attempted to hide certain side effects or dangers associated with using
certain medicines they manufactured and sold.
Government regulatory authorities, the Securities Exchange Board of India (SEBI) and the Securities and
Exchange Commission (SEC) in the United States, use laws and regulations to try to prevent, detect and
punish corporate frauds. However, fraud may go undetected for many years before it becomes apparent to
authorities, especially if the guilty company is a private company that is not required to publicly disclose its
financial records.
(c) Major Corporate Fraud Cases in the World: Due to the rise of so many large, multinational corporations
and conglomerates, almost all of the largest corporate fraud cases have occurred within the past five decades.
The following are some of the biggest incidences of corporate fraud on record:
(i) Enron Company: One of the most notorious cases of corporate fraud is the Enron scandal. At its height,
Enron, a major energy company, was raking in billions upon billions in profits. However, when the
company began to face declining revenues and debt troubles, company executives hid the facts through
massive accounting fraud.
In the end, both Enron and its accounting firm, Arthur Andersen, went under. Thousands of employees
lost their jobs, and Enron’s creditors and investors lost billions.
The Enron Accounting scandal is credited with resulting in the passage of the Sarbanes-Oxley Act, which
required more transparency in companies’ financial reporting and imposed significantly harsher penalties
on any company caught for committing accounting fraud.
(ii) Waste Management: Waste Management, the largest garbage and recyclables collector in the United
States, appeared to be one of the most financially sound companies in the United States in the early
1990s. Investors eagerly bought up the company’s stock, driving its price steadily higher.
However, when a New Chief Executive Officer (CEO) assumed the post in 1998, he eventually discovered
that, like Enron, Waste Management previously perpetrated a multi-billion-dollar accounting fraud in an
attempt to pump up its profitability numbers.
Unlike Enron, Waste Management was able, under its new leadership, to survive the resulting scandal,
penalties from the Securities and Exchange Commission (SEC), USA, and a multi-million-dollar lawsuit
by investors.
(iii) ZZZZ Best Company: The story of ZZZZ Best, a carpet cleaning company founded by a 15-year-old,

Forensic Audit
is a rags-to-riches-to-rags story. Within six years of the company’s founding, its entrepreneur owner was
able to take the company public, with a valuation of approximately $300 million. There was just one
problem- Barry Minkow, the founder, and owner of ZZZZ Best had made up out of thin air practically
all of the company’s alleged “Customers”.
Minkow was keeping the company afloat by using money acquired from new investors to pay off previous
investors. In short, engaging in a classic Ponzi scheme. Before Minkow could generate enough business
to cover his fraud tracks and hopefully right the company’s finances, his fraud scheme was discovered.
The result was that ZZZZ Best, once an inspiring success story, went completely burst just a few months
after the Company’s initial public offering (IPO).
(iv) Wirecard Company: One of the more recent corporate fraud cases is that of Wirecard, a payment
transfer and processing company in Germany. In early 2020, accounting auditors discovered a whopping
$2 billion discrepancy between the company’s books and the actual money it held.
Like many corporate fraud schemes, Wirecard’s cooking of its books had been going on for several years
before it was detected. Wirecard was forced to declare bankruptcy, and its CEO was arrested by German
authorities.
(v) Wells Fargo & Company: The fraud case of Wells Fargo revealed the danger of companies putting
high-pressure sales quotas on employees. The result of such a practice at Wells Fargo Bank led hundreds
of its employees to open fake accounts for Wells Fargo clients.
Short-term profits went up by millions, but when the widespread fraud was uncovered, the bank’s fine
imposed by the Securities and Exchange (SEC) ran into the billions. In addition, the bank lost hundreds,
if not thousands, of clients.

Fraud Risk Management 17.2
F
raud is a deliberate act (or failure to act) to obtain an unauthorized benefit, either for oneself or for the
institution, by using deception or false suggestions or suppression of truth, or other unethical means, which
are believed and relied upon by others. Depriving another person or the institution of a benefit to which he/
she is entitled by sharing any of the means described above also constitutes fraud.
Examples of fraudulent acts include, but are not limited to, the following:
� Embezzlement.
� Forgery or alteration of documents.
� Unauthorized alteration or manipulation of computer files.
� Fraudulent financial reporting.
� Misappropriation or misuse of resources (e.g., funds, supplies, equipment, facilities, services, inventory, or
other assets).
� Authorization or receipt of payment for goods not received or services not performed.
� Authorization or receipt of unearned wages or benefits.
� Conflict of interest, ethics violations.
Fraud Triangle:
The Fraud Triangle

Ra
y
nit
tio
rtu
na
po
liz
Op
at
ion
Pressure
Figure 17.1: Fraud Triangle

Forensic Audit
Employees who commit fraud generally can do so because there is an opportunity, pressure, and rationalization.
(a) Opportunity is generally provided through weaknesses in the internal controls.
Some examples include inadequate or no:
� Supervision and review.
� Separation of duties.
� Management approval.
� System controls.
(b) Pressure (or motive) can be imposed due to:
� Personal financial problems; unforeseen expenses.
� Personal vices/addictions such as gambling, drugs, shopping, etc.
� Unrealistic deadlines and performance goals.
(c) Rationalization occurs when the individual develops a justification for their fraudulent activities. The
rationalization varies by case and individual.
Some examples include:
� “I need this money and I’ll pay it back when I get my pay check other people are doing it.”
� “I didn’t get a raise. The University owes me.”
Breaking the Fraud Triangle is the key to fraud deterrence. Breaking the Fraud Triangle entails removing one of the
elements in the fraud triangle to reduce the likelihood of fraudulent activities. “Of the three elements, removal of
Opportunity is most directly affected by the system of internal controls and generally provides the most actionable
route to deterrence of fraud” (Cendrowski, Martin, Petro, The Handbook of Fraud Deterrence).
Red Flags for Fraud:
Managers and employees are responsible and should be aware of the red flags for fraud. These are warning signs
that may indicate that fraud risk is higher without any evidence that fraud occurring. The existence of one or
two flags is not something to be overly concerned about. However, if multiple flags are present and accounting
irregularities or weak controls are identified, then the Internal Audit department should be contacted.
Examples of red flags include, but are not limited to, the following:
Employee Red Flags:
� Employee lifestyle changes: expensive cars, jewellery, homes, clothes.
� Significant personal debt and credit problems.
� Behavioural changes- These may be an indication of drugs, alcohol, gambling, or just fear of losing the job.
� High employee turnover, especially in those areas which are more vulnerable to fraud.
� Refusal to take a vacation or sick leave.
� Lack of segregation of duties in a vulnerable area.
Management Red Flags:
� Management frequently overrides internal controls.
� Management decisions are dominated by an individual or small group.
� Managers display significant disrespect for regulatory bodies.

� Policies and procedures are not documented or enforced.

� Weak internal control environment.
� Accounting personnel is lax or inexperienced in their duties.
� Decentralization without adequate monitoring.
� An excessive number of checking accounts; frequent changes in banking accounts.
� An excessive number of year-end transactions; unnecessarily convoluted transactions.
� High employee turnover rate; low employee morale.
� Refusal to use serial numbered documents (receipts).
� The compensation program is out of proportion.
� Photocopied or missing documents.
� Reluctance to provide information to, or engage in frequent disputes with, auditors.
Suspect Fraud or Misconduct:

Any employee who suspects that dishonest, unethical, or fraudulent activity is occurring should not attempt to
personally contact the suspected individual to determine facts, conduct investigations or interviews /interviews
interrogations taken to avoid mistaken accusations or alert suspected individuals that an investigation may be under
way.
An underway Corporate Scandals

Corporate scandals and frauds in India are as old as the hills. The 1950s witnessed the infamous Life Insurance
Corporation / Mundhra scam, which was the first major financial fraud in independent India. Frauds continued
with an alarming regularity thereafter in every decade – the infamous Harshad Mehta, Ketan Parekh, Sahara,
and Satyam scams are just a few of them. These frauds were investigated by the law enforcement agencies
under the relevant provisions of the Indian Penal Code, 1860 (IPC). The Companies Act, 1956 did not have
any separate definition of ‘fraud’. Legally, it was not necessary to have a separate one as Lord Macaulay’s IPC
adequately dealt with all such crimes. The Companies Bill, 2008 was the original legislative proposal to replace
the Companies Act, 1956 basis Dr. J.J. Irani Committee Report (Irani Report). The Irani report did not have any
recommendation for a provision like Section 447 dealing with frauds. It seems the intervening major corporate
scandals of 2007-08 led the Parliamentary Standing Committee to recommend two new legislative changes:
1. Separate definition of fraud under Section 447 of the Companies Act, 2013 (the Act) and
2. Creation of the Serious Fraud Investigation Office (SFIO) under Section 212 of the Act to investigate those
frauds.
Section 447 of the Act is an amalgam of several sections of the IPC including Section 405 dealing with Criminal
Breach of Trust, Section 415 dealing with Cheating, Section 463 dealing with Forgery, and Section 477A dealing
with falsification of accounts.
Definition of Fraud under Section 447 of the Act:
Section 447 of the Act starts with the words “without prejudice to any liability including repayment of any debt
under this Act or any other law” which means without affecting adversely any other legal proceedings. In the
context of the said section, it signifies that the proceedings initiated under Section 447 of the Act will not be
barred provided they do not adversely affect an action or a proceeding relating to any liability. This includes
repayment of debt initiated under any other provision of the Act or any other law for the time being in force.

Forensic Audit
As per the explanation, the various elements of fraud include:

(a) Any act, or
(b) Omission, or
(c) Concealment of any factor
(d) Abuse of position
Committed by any person or any other person with the connivance in any matter, with the intent to deceive, or
to gain undue advantage from, or to injure the interests of the company or its shareholders or its creditors or any
other person, whether or not there is any wrongful gain or wrongful loss.
The term ‘Intent to Deceive’ has been judicially examined from the perspective of Section 463 of IPC. It was
held in the case of Vimla v. State that the idea of deceit is a necessary ingredient of fraud, but it does not exhaust
it. The expression ‘defraud’ involves two elements, namely, deceit and injury to the person deceived. Injury is
something other than the economic loss that is deprivation of property, whether movable or immovable or of
money and it will include any over caused to any person in body, mind, reputation or, such others. A benefit or
advantage to the deceiver will almost cause a loss or detriment to the deceived. Even in those rare cases where
there is a benefit or advantage to the deceiver, but no corresponding loss to the deceived, the second condition
is satisfied.
Section 447 of the Act has been invoked in a few recent corporate scandals which are still at different stages
of the trial. Given that it is a relatively new provision, there are no direct pronouncements on this provision so
far either by National Company Law Tribunal (NCLT) or the High Courts, or the Supreme Court (SC). This
provision has been invoked by the Serious Fraud Investigation Office (SFIO) in a few recent corporate scandals.
The Act has introduced stringent punishment for persons who are found to be guilty of fraud. Fraud, if it involves
an amount of at least INR 10 lakh or 1% of the turnover of the company, whichever is lower, is an offenseable by
imprisonment not less than six months and can go up to a maximum of 10 years. The provision for a fine cannot
be less than the amount of fraud and may extend up to three times the fraud amount. However, if the fraud in
question involves public interest, the term of imprisonment shall not be less than three years.
The offense under Section 447 of the Act is cognizable, non-bailable, and non-compoundable.
Section 446A of the Act lays down five factors to be considered by the Court while deciding the amount of fine
or imprisonment under the Act: (a) size of the company; (b) nature of business carried on by the company; (c)
injury to the public interest; (d) nature of the default; and (e) repetition of the default.
Standard of Proof:
Section 447 of the Act provides for maximum imprisonment for five years. The standard of proof is ‘beyond
reasonable doubt’. Recently, the SC in the matter of the Latest State of Maharashtra explained the term ‘reasonable
doubt’ as “a mean between excessive caution and excessive indifference to a doubt, further it has been elaborated
that reasonable doubt must be a practical one and not an abstract theoretical hypothesis…”
Reporting Duty of the Auditors:
Section 143(12) of the Act casts an obligation upon the auditors of companies to report to the Central Government
about fraud or suspected fraud committed against a company by its officers or employees. Further, if the auditor
does not report fraud as provided above wi receive the regulators, the auditor can be deemed to have committed
fraud himself and be removed under the provisions of Section 140(5) of the Act.

Latest Developments:
SEBI has amended the SEBI (Listing Obligations and Disclosure Requirements-LODR) Regulations, 2015 with
effect from October 08, 2020, to provide that in case of initiation of a forensic audit, (by whatever name called),
the following disclosures shall be made to the stock exchanges by the listed entities:
1. The fact of initiation of forensic audit along-with name of entity initiating the audit and reasons for the same,
if available;
2. Final forensic audit report (other than for forensic audit initiated by regulatory / enforcement agencies) on
receipt by the listed entity along with comments of the management, if any.
This new requirement to report is without any materiality thresholds, which could cause a high level of anxiety to
the Audit Committee and Boards as any such disclosure could have a profound impact on the stock price of the
company. In addition, speculative reporting by the media may also create panic among the investor community.
Several recent corporate frauds seem to have alarmed lawmakers and the latest tightening of Sections 447 and
212 of the Act, coupled with the inclusion of fraud as an offence under the PMLA, has alarmed the Audit
Committees and the Corporate Boards. Stringent conditions for the grant of bail, provisions for disgorgement of
assets, claw-back of remuneration, and unlimited personal liability of directors have further damaged the frayed
nerves of independent directors. Regulators and the enforcement agencies are increasingly becoming prosecuting
new requirements for reporting to the stock exchange, even the commencement of a forensic audit may create
further complications every time a whistle blower complaint is received by the Audit Committee. Independent
directors now prefer to undertake comprehensive due diligence of compliance and the governance standards of a
company before accepting new board positions. India Inc. is slowly adapting itself to the new normal.

Financial Forensics and
Forensic Audit Techniques 17.3
F
inancial forensics is a field that combines accounting and investigation. One of the main purposes of financial
forensics is discovering and gathering evidence of criminal activity involving money. They investigate
individuals’ and organisations’ finances to determine the truth about how they manage them. Financial
forensics professionals help prevent financial crime and recover lost assets.
Financial forensics professionals also work with investors to find investment opportunities.
The financial forensics professional, or forensics financial analyst, researches other businesses to determine their
true value.
Examples of common cases a financial forensics professional might work on:
Financial theft: Financial theft occurs when a customer, an employee, or another individual steals money from
an organisation. An employee, for example, might take money from a cash register. A financial forensics analyst
studies the event, looking for evidence of theft in documents such as receipts, payments or profit-or-loss statements.
Securities fraud: Securities fraud is a type of white-collar crime that typically occurs when someone presents
false information to an investor. For example, a stockbroker might give misleading advice to convince a client to
invest in a certain company. Both individuals and organisations, such as investment banks and brokerage firms, can
commit securities fraud. A financial forensics professional searches through documents such as stock transactions
and communication records to determine if someone committed securities fraud.
Money laundering: Money laundering is the process of making money earned through illegal methods look legal.
For example, someone might take stolen cash and invest it into a cash-based business, such as a restaurant. The
restaurant deposits both its legal profits and the illegal cash into a financial institution, allowing it to use the illegal
funds. To detect money laundering, a financial forensics analyst might research shell company documentation,
significant changes in income at cash-based businesses, and inexplicable or suspicious transactions.
Corporate valuation disputes: A financial forensics professional might analyse a business to determine its value.
For example, if one business is acquiring another, it might want to know the exact value of that organisation. Using
a forensic analyst, they can learn more about that organisation’s finances than what’s available publicly. This helps
ensure they’re buying the business at a fair price and that it has no hidden financial issues.
Tax evasion: Tax evasion occurs when a person or organisation avoids paying their taxes. For example, a company
might try to hide profits in a shell corporation so they don’t have to pay taxes on it. A forensics analyst studies tax
documents, profit-and-loss statements, and financial transactions to determine if someone committed tax evasion.
Forensic Audit Techniques:

In recent years, there have been considerable changes in the business landscape. The increasing globalization,
free movement of people, easy communication, technological advancements, and the shrinking of the world have

helped change the business environment. These factors have led to the rapid growth of established businesses and
the sprouting of new ones. However, this growth of companies has also increased in financial crimes and frauds.
Many businesses keep a separate department of in-house accountants who keep an eye on all the business activities
and strive to minimize any irregularities in the business’s recordings. However, there are still cases of new and
innovative fraudulent activities that can only be uncovered after an in-depth analysis of all the records and books
of the business.
This situation has led to the growth of a niche field known as forensic accounting, which can be explained as the
integration of accounting and investigative skills. To understand more about forensic accounting and the various
techniques which help in uncovering any financial fraud.
Forensic Accounting/Auditing is a type of accounting that cross-checks a business’s various financial records
to find any indication of fraud being committed. It also provides an in-depth analysis of all of the business›s
financial books, which could be presented in the court of law as evidence. Forensic accountants can be considered
detectives in the economic and business field. These people go through every recorded transaction and try to find
any fraudulent or illegal activity within the industry.
Forensic accounting not only helps the business minimize its losses but will also help improve the efficiency of
the business, ultimately leading to greater profitability. Furthermore, it can help the management keep track of the
various business activities and prevent any fraud from happening in the future.
Qualities a Forensic Accountant Should Have:

Here are some qualities which a forensic accountant should possess. These are only some of the traits and not an
exhaustive list. More qualities can be added to this list.
� Have a Logical Mind.
� Give attention to detail.
� Give value to Moral Principles.
� Question Everything /Inquisitiveness
� Be Spontaneous.
� Good understanding of Accounting transactions and impacts.
Having these qualities will provide forensic accountants with an urge to dig deeper and will make them a very
successful forensic accountant. With proper investigative techniques added to the mix, the accountants would be
capable of digging out even the most minute discrepancy in the accounting records.
The investigative techniques for forensic accounting:

There are several techniques for conducting a forensic review of the business. The ones provided below are generic
but effective. These are the forensic techniques that apply to almost all companies. These are:
Reviewing Public Documents and Conducting Background Checks:

The documents made available to the public are scrutinized as they are the easiest to obtain. Also, thorough
background checks of a particular company are done to see the past dealings of the business. Public Documents
would include any information in the public database, the corporate records, and any legally available information
on the internet.

Forensic Audit
Conducting Detailed Interviews:

Conducting an interview is an essential technique that can transform an unwilling person into a source of valuable
information. It helps in fully understanding all the facts. An interview should be conducted by accurately assessing
the gravity of the situation and preparing the questions according to it. Discussions should take every detail into
account and look at the greater picture to figure out the magnitude of the illegal activity and the culprit responsible.
Gathering Information from Trustworthy Sources:

Information provided by a confidential and trustworthy source can be precious to any case. When a piece of
information is gained from a confidential source or a confidential informant, all the necessary precautions should
be taken to hide the identity of the so-called cause. A forensic accountant should try to have as many confidential
sources as possible because such sources can virtually guarantee a correct result.
Analysing Evidence Gathered:

Proper analysis of the obtained evidence can point to the guilty party and assist in understanding the extent of the
fraud committed in the business. Furthermore, this analysis would also help understand how secure the company is
against financial scams and installing various austerity measures to prevent any such future situation.
Conducting Surveillance:
This can be done physically or electronically and is one of the conventional measures to uncover any fraud. It can
be done by monitoring and tracking all the official emails and messages.
Going Undercover:
This is an extreme measure and should be used only as a last resort. It is best left to the professionals as they know
how and where to conduct the investigations. Even a small mistake while being undercover can signal the offender
that something is wrong, and the person might vanish/disappear from the scene.
Analysing the Financial Statements:

This is a special tool for finding out the fraud committed. All the necessary details are summarised in the financial
statement, and the analysis of these statements can help a forensic accountant figure out the scam.
Nowadays, the economic conditions are getting stricter, and each country’s government is now implementing
tighter laws regarding the governance of the businesses. As the companies are increasing the level of sophistication,
so is fraud. This has led to a higher sensitivity to fraud which can be interpreted as massive demand for the services
of forensic accountants by all the businesses.

Ethical Considerations and Code of
Conduct in Forensic Audit 17.4
E
thical issues in business can be a difficult challenge to navigate for any business owner. Though some laws
and statutes exist to hold workers and employers accountable, these alone do not entirely deter employees
from behaving unethically.
Ethical Issues in Business

Ethical issues in business encompass a wide array of areas within an organisation’s ethical standards. Fundamental
ethical issues in business include promoting conduct based on integrity and trust, but more complex issues include
accommodating diversity, empathetic decision-making, and compliance and governance that is consistent with the
organisation’s core values. According to the Global Business Ethics Survey of 2019, 25% of employees still feel
that their senior managers do not have a good understanding of key ethical and compliance business risks across
the organisation.
To manage the ethical issues in business that arise in an organisation, first need to develop a thorough understanding
of what those issues can look like. Understanding how to detect and, most importantly, deter these issues before
they become a problem can ensure to focus stays on business growth and success instead of remediation.
Harassment and Discrimination in the Workplace

Harassment and discrimination are arguably the largest ethical issues that impact business owners today. Should
harassment or discrimination take place in the workplace, the result could be catastrophic for the organisation both
financially and reputationally.
Every business needs to be aware of the anti-discrimination laws and regulations that exist to protect employees
from unjust treatment. The U.S. Equal Employment Opportunity Commission (EEOC) defines many different
types of discrimination and harassment statutes that can affect organisations, including but not limited to:
Age: Applies to those 40 and older, and to any ageist policies or treatment that takes place.
Disability: Accommodations and equal treatment are provided within reason for employees with physical or
mental disabilities.
Equal Pay: Compensation for equal work regardless of sex, race, religion, etc.
Pregnancy: Accommodations and equal treatment are provided within reason for pregnant employees.
Race: Employee treatment is consistent regardless of race or ethnicity.
Religion: Accommodations and equal treatment are provided within reason regardless of employee religion.
Sex and Gender: Employee treatment is consistent regardless of sex or gender identity.

Forensic Audit
Health and Safety in the Workplace:

As outlined in the regulations stipulated by the Occupational Safety and Health Administration (OSHA), employees
have a right to safe working conditions. According to their 2018 study, 5,250 workers in the United States died
from occupational accidents or work-related diseases. On average, that is more than 100 a week, or more than 14
deaths every day. The top 10 most frequently cited violations of 2018 were:
Fall Protection, e.g., Unprotected sides and edges and leading edges.
Hazard Communication, e.g., Classifying harmful chemicals.
Scaffolding, e.g., Required resistance and maximum weight numbers.
Respiratory Protection, e.g., Emergency procedures and respiratory/filter equipment standards.
Lockout / Tagout, e.g., Controlling hazardous energy such as oil and gas.
Powered Industrial Trucks, e.g., Safety requirements for fire trucks.
Ladders, e.g., Standards for how much weight a ladder can sustain.
Electrical, Wiring Methods, e.g., Procedures for how to circuit to reduce electromagnetic interference.
Machine Guarding, e.g., Clarifying that guillotine cutters, shears, power presses, and other machines require a
point of operation guarding.
Electrical, General Requirements, e.g., Not placing conductors or equipment in damp locations.
However, health and safety concerns should not be limited to physical harm. In a 2019 report conducted by the
International Labour Organization (ILO), an emphasis was placed on the rise of “psychosocial risks” and work-
related stress and mental health concerns. Factors such as job insecurity, high demands, effort-reward imbalance,
and low autonomy, were all found to contribute to health-related behavioural risks, including sedentary lifestyles,
heavy alcohol consumption, increased cigarette smoking, and eating disorders.
Whistle blowing or Social Media Rants

The widespread nature of social media has made employees’ conduct online a factor in their employment status.
The question of the ethics of firing or punishing employees for their online posts is complicated. However, the
line is usually drawn when an employee’s online behaviour is considered to be disloyal to their employer. This
means that a Facebook post complaining about work is not punishable on its own but can be punishable if it does
something to reduce business.
In the same vein, business owners must be able to respect and not penalize employees who are deemed whistle-
blowers to either regulatory authorities or on social media. This means that employees should be encouraged,
and cannot be penalized, for raising awareness of workplace violations online. For example, a Yelp employee
published an article on the blogging website Medium, outlining what she claimed as the awful working conditions
she was experiencing at the online review company. She was then fired for violating Yelp’s terms of conduct.
The ambiguity of her case, and whether her post was justifiable, or malicious and disloyal conduct, shows the
importance of implementing clear social media policies within an organisation. To avoid this risk of ambiguity, a
company should stipulate which online behaviours constitute an infringement.
Ethics in Accounting Practices

Any organisation must maintain accurate bookkeeping practices. “Cooking the books”, and otherwise conducting
unethical accounting practices, is a serious concern for organisations, especially publicly traded companies.

An infamous example of this was the 2001 scandal with American oil giant Enron, which was exposed for
inaccurately reporting its financial statements for years, with its accounting firm Arthur Andersen signing off on
statements despite them being incorrect. The deception affected stockholder prices, and public shareholders lost
over $25 billion because of this ethics violation. Both companies eventually went out of business, and although
the accounting firm only had a small portion of its employees working with Enron, the firm’s closure resulted in
85,000 jobs lost.
In response to this case, as well as other major corporate scandals, the U.S. Federal Government established the
Sarbanes-Oxley Act in 2002, which mandates new financial reporting requirements meant to protect consumers
and shareholders. Even small privately held companies must keep accurate financial records to pay appropriate
taxes and employee profit-sharing, or to attract business partners and investments.
Non-disclosure and Corporate Espionage

Many employers are at risk of current and former employees stealing information, including client data used
by organisations in direct competition with the company. When intellectual property is stolen, or private client
information is illegally distributed, this constitutes corporate espionage. Companies may put in place mandatory
non-disclosure agreements, stipulating strict financial penalties in case of violation, to discourage these types of
ethics violations.
Technology and Privacy Practices

Under the same umbrella as non-disclosure agreements, the developments in technological security capability
pose privacy concerns for clients and employees alike. Employers now can monitor employee activity on their
computers and other company-provided devices, and while electronic surveillance is meant to ensure efficiency
and productivity, it often comes dangerously close to privacy violations.
2019 survey conducted by the American Management Association, 66% of organisations were found to monitor
internet connections, with 45% tracking content, keystrokes, and time spent on the keyboard, and 43% storing
and reviewing computer files as well as monitoring employee emails. The key to ethically using technological
surveillance is transparency. According to the same survey, 84% of those companies tell their employees that they
are reviewing computer activity. For employee surveillance does not turn into an ethical issue for business, both
employees and employers should remain conscious of the actual benefits of being monitored, and whether it is a
useful way of developing a record of their job performance.
Ethical Issues in Business

Avoiding ethical issues in business always starts with top management. Providing written policies and processes
that ensure those policies are both acknowledged and adhered to, can ensure transparency and ethical business
practices are applied.
To effectively detect and, most importantly, deter ethical issues in business from surfacing in an organisation,
several everyday efforts take. Be sure to communicate and enforce a robust code of ethics when making decisions
and ask the same of employees. Remain aware of the discrimination laws that exist in the region. Stay informed
on the rules that impute and the story and ensure the organisation is acting in compliance with those regulations.
Collaborate with accountants, maintaining transparency and honesty in financial the ports. Be presenting company,
making sure organisation and employees alike are always doing the right and ethical thing.
Auditors
To bound auditors around the world to achieve objectives of engagement effectively and also provide users of
financial statements with reasonable assurance and make responsible for other aspects of the professionals have to
abide by the requirements of ethics. Principles laid out in the code of ethics are also known as fundamental ethical

Forensic Audit
principles the auditor is required to assure all such principles are fulfilled. Fundamental principles include honesty
or integrity, objectivity, professional competence, due care, and professional behaviour.
However, during the practice, while carrying requirements of engagement auditors may face or expect to face such
situations when they will not be able to fulfil the requirements. Such obstructions are called threats to fundamental
principles. Although threats can make many different shapes broadly, they can be classified into various categories:
Self-interest threat arises when the stake of the total stake of any immediate or close family member of the auditor
is involved in the entity and thus, he might cause the auditor to violate multiple ethical requirements.
Advocacy threat arises when the auditor (most of the time unintentionally) supports the opinion or position (of the
client most of the time) to the extent that it is not supported with relevant evidence or simply auditor supported the
opinion beyond the degree of objectivity.
Intimidation threat arises when the auditor, directly or indirectly, is threatened physically or mentally to keep him
from working objectively.
For example, Auditor is given a threat that if he reports objectively then the audit fee will not be paid or subsequent
audits with the auditor will be cancelled. It might take the shape of physical threats like harming family members
or the use of coercion on the auditor.
The company’s good name and the trust of stakeholders are two of its most important assets. Protect the company’s
reputation and increase employee engagement by creating a workplace where ethical conduct is the norm.
Reduce ethics risk by taking these five key steps:
� Honestly assess needs and resources.
� Establish a strong foundation.
� Build a culture of integrity from the top down.
� Keep a “values focus” in moments big and small.
� Re-evaluate and revise as needed.
Honestly assess needs and resources

Successful businesses start with a good plan. So do successful ethics and compliance programs. To create a relevant
and meaningful plan, have to know the law of the land. It’s important to know:
� What ethics challenges are common in the work we do? In our workplace?
� Where are our greatest areas of risk? Which groups of employees, locations, business units, etc. are potential
“hot spots”?
� What values are important to our company and its employees?
� What values are necessary for our business, our work in particular?
� What ethics and compliance resources will be most beneficial for employees? What vehicles of support (a
phone line, an email, an individual or committee, an internal social network, etc.) are likely to be most utilized
and helpful?
� In developing our code and values, which groups’ input is necessary? Who would be helpful?
Plan/program will only make a difference if Management begins having an accurate picture of existing strengths
and areas of vulnerability. Risk assessment should be the starting point of internal efforts, followed by gap analysis
and program assessment. Audit reports are also an essential piece of the puzzle.

The company can gather information in a variety of ways. Focus groups allow representative samples of the larger
population to share their opinions and experiences; they provide a deep, rich “snapshot” of the state of ethics in the
organisation. Surveys (internal or conducted by a third party) provide the opportunity to gather information from a
much larger group of employees see to compare results, and analyse by relevant subgroups (i.e., employee levels,
departments, units, etc.).
Strong Foundation:
Written Standards of Ethical workplace conduct:
� Training on the standards.
� Company resources that provide advice about ethics and compliance issues.
� A means to report potential violations confidentially or anonymously.
� Performance evaluations of ethical conduct.
� Systems to discipline violators.
But just having these elements is not enough. When it comes to ethical conduct and compliance, it’s not enough to
“print, post, and pray”. Implementation and integration matters.
Company ethics and compliance programs must be a vital, integrated element of work and the two way you it,
ensuring that employees know how to and feel supported in their efforts to uphold ethics and compliance standards
in their work. The hallmarks of an effective ethics and compliance program are:
� Freedom to question management without fear;
� Rewards for following ethics standards;
� Not rewarding questionable practices, even if they produce good results for the company;
� Positive feedback for ethical conduct;
� Employee preparedness to address misconduct; and
� Employees’ willingness to seek ethics advice.
Develop a Culture of Integrity:

People have an innate desire to get along and (long-past high school) want to fit in and conform to the norms of
those around them. It may not be pleasant to admit it, but most people’s ethics standards are fairly malleable.
Although most people retain a desire to “do the right thing,” the definition of right is significantly influenced by the
company they keep. Culture matters.
Fortunately, if the company has diligently built an ethics and compliance program and woven it into the daily
operations of the organisation, a strong ethics culture is far more likely. Research proves that an effective ethics and
compliance program helps build a culture of integrity in which everyone “walks the talk”. In a strong ethics culture,
employees at all levels are committed to doing what is right and upholding values and standards.
Leaders are powerful drivers of corporate culture; they set the tone in any organisation. They decide who gets
attention, who gets promoted, and what merits rewards and recognition. They set the standard. There are several
things’ leaders should do to help promote a strong ethics culture:
� Talk about the importance of ethics.
� Keep employees adequately informed about issues that impact them.

Forensic Audit
� Uphold promises and commitments to employees and stakeholders.

� Acknowledge and reward ethical conduct.
� Hold accountable those who violate standards, especially leaders.
� Model ethical conduct both professionally and personally.
When it comes to ethical leadership, there are two key things to keep in mind:
Character is paramount: Ethical leaders show integrity not only in the way they conduct themselves at work but
in their relationships as well. In a world of social media, private behaviour comes public knowledge, and shapes
employees’ beliefs about what kind of individuals their leaders are.
Leadership happens at all levels: While senior leaders set the tone for the entire organisation, supervisors shape
the everyday environments in which employees work and make decisions. The actions of supervisors have a
profound impact on employees and their workplace conduct.
Keep a “Values Focus”:

Ethics is about choices-big and small. Organisations with integrity keep their values at the forefront in both mundane
and extraordinary moments. Corporate values should come into play and be reflected in multiple processes that
drive the everyday life of the company, including:
� HR policies and their implementation.
� Reward systems.
� Hiring and retention.
� Performance management and evaluation.
� Promotion decisions.
On those occasions when crises occur, leaders should recognize not only the ethical dimension of the moment
at hand but the “teachable moment” it represents. Edgar Schein, the father of the study of organisational culture,
noted that moments of crisis are particularly powerful culture-builders because of the intensity of emotion involved.
Employees learn a great deal about leaders’ priorities and character when they show their “True Colours.” If
leaders make values their touchstone in times of crisis, employees learn that ethics matters.
Re-evaluate and Revise:

Situations and needs will change. Employees need to know what is working, what isn’t, what new vulnerabilities
have emerged, what progress made, and where there’s work yet to be done. Be disciplined about regularly revisiting
the state of ethics and compliance in the organisation. Risk assessments, follow-up surveys, and periodic or ongoing
focus groups will allow the program to relevant and regular assessments will demonstrate internally (and, if ever
needed, externally) that the resources in ethics and compliance have made a difference.
Major Threats in Auditing Profession:

In the auditing profession, major threats may compromise an auditor’s independence. Before an audit engagement,
it is each member of the audit team must review five threats to independence. If an auditor is exposed to a certain
threat, he or she should either develop safeguards to reduce the threat to an acceptable level or resign from the audit
engagement.

The following are that can potentially compromise the independence of auditors:
Self-Interest Threat: A self-interest threat exists if the auditor holds a direct or indirect financial interest in the
company or depends on the client for a major fee that is outstanding.
Example: The audit team is preparing to conduct its 2020 audit for ABC Company. However, the audit team has
not received its audit fees from ABC Company for its 2019 audit.
Issue: The audit team might be tempted to issue a favourable report so that the company can secure a loan to settle
the fees outstanding for their 2019 audit.
Self-Review Threat: A self-review threat exists if the auditor is auditing his work or work that is done by others
in the same firm.
Example: The auditor prepares the financial statements for ABC Company while also serving as the auditor for
ABC Company.
Issue: By having the auditor review his or her work, the auditor cannot be expected to form an unbiased opinion
on the financial statements.
Advocacy Threat: An advocacy threat exists if the auditor is involved in promoting the client, to the point where
their objectivity is potentially compromised.
Example: The auditor is assisting in selling ABC Company while also serving as the auditor for the company.
Issue: The auditor may issue a favourable report to increase the sale price of ABC Company.
Familiarity Threat: A familiarity threat exists if the auditor is too personally close to or familiar with employees,
officers, or directors of the client company.
Example: ABC Company has been audited by the same auditor for over 10 years and the auditor regularly plays
golf with the CEO and CFO of ABC Company.
Issue: The auditor may have become too familiar with the client and, thus, lack objectivity in their work.
Intimidation Threat: An intimidation threat exists if the auditor is intimidated by management or its directors to
the point that they are deterred from acting objectively.
Example: ABC Company is unhappy with the conclusion of the audit report and threatens to switch auditors next
year. ABC Company is the biggest client of the auditor.
Issue: The auditor’s independence may be compromised, as ABC Company is their biggest client and they, quite
naturally, do not want to lose such a client. Therefore, the auditor may issue a report that appeases ABC Company.
Most companies have some form of ethics policy in place. The name of the policy may vary. Some companies call
them Code of Ethics, Code of Conduct, or just plain Ethics Policy, but they all have the same goal: to ensure all
employees behave ethically.
Companies create this policy for good reasons. They want to make sure their employees behave ethically and have
a clear outline of the expectations and consequences of violations, but having a policy in place doesn’t mean it is
effective. In most the companies, despite having a formal ethics policy in place that supposedly protected whistle-
blowers, many employees were fired for calling the hotline to report the fraud they were being ordered to commit.
There are three primary challenges companies face when implementing an effective ethics policy:
Resistance from employees: The first challenge is resistance from employees. Not because employees are
inherently unethical or immoral, but when they are facing a new ethics policy, they may be made to feel that
way. Companies should offer as much communication as possible to let employees know why the policy is being
implemented and how it affects them.

Forensic Audit
One way to ease the resistance is to make sure to implement a values-driven policy. A values-driven ethics policy
will be more warmly welcomed by employees, thanks to its focus on the values and reasons behind the policy
instead of the consequences of non-compliance.
Costs of training and other implementation fees can be high: The cost of creating an ethics policy is minimal.
However, the cost of implementing and maintaining an effective ethics policy is much higher. An ethics policy
is worthless if no one understands it. That’s why companies must train their employees in ethics regularly. All
employees should be subject to training, from the CEO to the newest hire, but not all training is equal.
Training programs should be tailored to employees as much as possible. Employees in one department may
face very different ethical dilemmas than employees in another. Customize training whenever possible to ensure
employees understand the full measure of the ethics policy.
Inability to determine ROI of the ethics policy: It is notoriously difficult for executives to demonstrate ROI in
ethics programs, pointed out in Wall Street Journal article. “ROI is hard to measure for a couple of reasons: it’s not
easy to measure a lack of wrongdoing, and it’s not obvious what success looks like for some of the outcomes. For
example, is higher or lower call volume on integrity hotline more desirable?”
However, he goes on to mention that the connection of ethics and compliance programs to performance and
corporate strategy is one way to increase the likelihood of having demonstrable ROI. That’s why companies should
focus on the long-term value of the ethics policy.
Of course, the real key to implementing an effective ethics policy has quality ethical leaders at the top. Most ethics
experts agree that senior management must set the tone for integrity and ethical behaviour to establish a solid
foundation for the rest of the company. Confidence in ethical leadership will encourage all employees to follow
and abide by the ethics policy.
Code of Conduct in Forensic Audit:
The Association of Certified Fraud Examiners is an association of professionals committed to performing at the
highest level of ethical conduct. Auditors of the Association pledge themselves to act with integrity and to perform
their work professionally.
Auditors have a professional responsibility to their clients, to the public interest, and each other; a responsibility
that requires subordinating self-interest to the interests of those served.
These standards express basic principles of ethical behaviour to guide Auditors in fulfilling of their duties and
obligations. By following these standards, all Certified Fraud Examiners shall be expected, and all Associate
Auditors shall strive to demonstrate their commitment to excellence in service and professional conduct.
Applicability of Code:
The CFE Code of Professional Standards shall apply to all Certified Auditors of the Association of Certified Fraud
Examiners (“ACFE”). Associate Auditors of the ACFE should strive to adhere to the Standards but are not bound
by them. The use of the terms “Certified Fraud Examiner” or “CFE” in this Code shall refer to certified Auditors.
Standards of Professional Conduct

A. Integrity and Objectivity:
1. Certified Fraud Examiners shall conduct themselves with integrity, knowing that public trust is founded on
integrity. CFEs shall not sacrifice integrity to serve the client, their employer, or the public interest.
2. Before accepting the fraud examination, Certified Fraud Examiners shall investigate for actual or potential
conflicts of interest. CFEs shall disclose any actual or potential conflicts of interest to prospective clients who
retain them or to their employers.

3. Certified Fraud Examiners shall maintain objectivity in discharging their professional responsibilities within
the scope of the engagement.
4. Certified Fraud Examiners shall not commit acts discreditable to the ACFE or its Auditor ship, and shall
always conduct themselves in the best interests of the reputation of the profession.
5. Certified Fraud Examiners shall not knowingly make a false statement when testifying under oath in a court of
law or another dispute resolution forum. CFEs shall comply with lawful orders of the courts or other dispute
resolution bodies. CFEs shall not commit criminal acts or knowingly induce others to do so.
B. Professional Competence:
1. Certified Fraud Examiners shall be competent and shall not accept assignments where competence is lacking.
In some circumstances, it may be possible to meet the requirement for professional competence by use of
consultation or referral.
2. Certified Fraud Examiners shall maintain the minimum program of continuing professional education required
by the Association of Certified Fraud Examiners. A commitment to professionalism combining education and
experience shall continue throughout the CFE’s professional career. CFEs shall continually strive to increase
the competence and effectiveness of their professional services.
C. Due Professional Care:

1. Certified Fraud Examiners shall exercise due professional care in the performance of their services. Due
professional care requires diligence, critical analysis, and professional skepticism in discharging professional
responsibilities.
2. Conclusions shall be supported with evidence that is relevant, competent, and sufficient.
3. Fraud examinations shall be adequately planned. Planning controls the performance of a fraud examination
from inception through completion and involves developing strategies and objectives for performing the
services.
4. Work performed by assistants and other professionals operating under the Certified Fraud Examiner’s direction
on a fraud examination shall be adequately supervised. The extent of supervision required varies depending on
the complexities of the work and the qualifications of the assistants or professionals.
D. Understanding with Client or Employer:

1. At the beginning of a fraud examination, Certified Fraud Examiners shall reach an understanding with
those retaining them (client or employer) about the scope and limitations of the fraud examination and the
responsibilities of all parties involved.
2. Whenever the scope or limitations of a fraud examination or the responsibilities of the parties change
significantly, a new understanding shall be reached with the client or employer.
E. Communication with Client or Employer:

Certified Fraud Examiners shall communicate to those who retained them (client or employer) significant findings
made during the normal course of the fraud examination.
F. Confidentiality:
Certified Fraud Examiners shall not disclose confidential or privileged information obtained during the fraud
examination without the express permission of proper authority or the lawful order of a court. This requirement

Forensic Audit
does not preclude professional practice or investigative body reviews as long as the reviewing organisation agrees
to abide by the confidentiality restrictions.
Standards of Examination:
A. Fraud Examinations:
1. Fraud examinations shall be conducted in a legal, professional, and thorough manner. The Certified Fraud
Examiner’s objective shall be to obtain evidence and information that is complete, reliable and relevant.
2. Certified Fraud Examiners shall establish prediction and scope priorities at the outset of a fraud examination
and continuously re-evaluate them as the examination proceeds. CFEs shall strive for efficiency in their
examination.
3. Certified Fraud Examiners shall be alert to the possibility of conjecture, unsubstantiated opinion, and bias of
witnesses and others. CFEs shall consider both exculpatory and inculpatory evidence.
B. Evidence:
1. Certified Fraud Examiners shall endeavour to establish effective control and management procedures for
documents, data, and other evidence obtained during an examination. CFEs shall be cognizant of the chain of
custody including origin, possession, and disposition of relevant evidence and material. CFEs shall strive to
preserve the integrity of relevant evidence and material.
2. Certified Fraud Examiners’ work may vary with the circumstances of each fraud examination. The extent of
documentation shall be subject to the needs and objectives of the client or employer.
Standards of Reporting:
A. General:
1. Certified Fraud Examiners’ reports may be oral or written, including fact witness and/or expert witness testimony,
and may take many different forms. There is no single structure or format that is prescribed for a CFE’s report;
however, the report should not be misleading.
B. Report Content:
1. Certified Fraud Examiners’ reports shall be based on evidence that is sufficient and relevant to support the facts,
conclusions, opinions, and/or recommendations related to the fraud examination. The report shall be confined
to subject matter, principles, and methodologies within the member’s area of knowledge, skill, experience,
training or education.
2. No opinion shall be expressed regarding the legal guilt or innocence of any person or party.
Code of Ethics for Certified Fraud Examiners:

1. A Certified Fraud Examiner shall, at all times, demonstrate a commitment to professionalism and diligence in
the performance of his or her duties.
2. A Certified Fraud Examiner shall not engage in any illegal or unethical conduct or any activity which would
constitute a conflict of interest.
3. A Certified Fraud Examiner shall, at all times, exhibit the highest level of integrity in the performance of all
professional assignments, and will accept only assignments for which there is a reasonable expectation that the
assignment will be completed with professional competence.

4. A Certified Fraud Examiner will comply with lawful orders of the courts, and will testify to matters truthfully
and without bias or prejudice.
5. A Certified Fraud Examiner, in conducting examinations, will obtain evidence or other documentation to
establish a reasonable basis for any opinion rendered. No opinion shall be expressed regarding the guilt or
innocence of any person or party.
6. A Certified Fraud Examiner shall not reveal any confidential information obtained during a professional
engagement without proper authorization.
7. A Certified Fraud Examiner shall reveal all material matters discovered during an examination, which, if
omitted, could cause a disorder.
8. A Certified Fraud Examiner shall continually strive to increase the competence and effectiveness of professional
services performed under his or her direction.
Fraud is a deceptive action intended for personal or financial gain and a certified fraud examiner is a highly qualified
professional who investigates cases of criminal and civil fraud. Fraud comes in all forms, such as embezzlement,
payroll frauds, skimming, and expense report frauds. The majority of entities, from small businesses to large
corporations have dealt with fraud in some way, shape, or form, which decreases gross revenue every year. A
certified fraud examiner uses his or her knowledge of multifaceted financial transactions with their understanding
of law, techniques, and ways to resolve fraud allegations. He or she has a solid understanding of how and why
fraud occurs.
A certified fraud examiner plays three essential roles:
� Identifying evidence of fraud.
� Conducting interviews and writing reports, and
� Proactively evaluating the fraud risk of a business or organisation.
He or she identifies and gathers the evidence of fraud incidences to form a case, such as billing trends, financial
relationships, and financial data. He/She also interviews witnesses and documents statements to include in the
report. A certified fraud examiner often testifies his or her findings in cases of fraud allegations to resolve the
issues. He/She commonly works with attorneys and law enforcement officers and assists in the arrest of individuals
charged with fraud. Many certified fraud examiners help organisation’s fraud detection and prevention efforts.
A certified fraud examiner may design, apply, and maintain fraud detection procedures and tools. Some also train
others in fraud detection and prevention methods.

Professional Opportunities 17.5
G
rowing cyber-crimes, failure of regulators to track the security scams, series of cooperative banks
bursting all are pinpointing the need for forensic accounting, irrespective of whether we understand the
need or not.
Forensic accounting seeks to uncover the what, why, and how behind the computation and reporting of figures. The
aim is to ascertain or confirm the substance of those purported transactions.
In the Indian context, Forensic Accountants are the most required in the wake of the growing fraud. The law
enforcement officers are the experts in analysing fingerprints and the optics but what about the digital evidence
analysis.
Why there is a need for Forensic Accountants?

Forensic Accounting is the specialty practice area that describes engagements that result from actual or anticipated
frauds, disputes, or litigations. Forensic Accounting, Fraud Detection & Prevention specialization is in increasing
demand considering increasing incidents of cyber-crimes and frauds. It is the practice of utilizing accounting,
auditing, CAATs/ Data Mining Tools, and investigative skills to detect frauds/ mistakes. The Government bodies,
PSUs, in the insurance sector, Banks and, and Investigating agencies as well as many medium-sized and boutique
firms have specialist forensic accounting departments engaging Forensic Auditors.
Very few know about it – Maurice E. Peloubet who coined the term Forensic Accountant in 1946 said that the
preparation of financial statements has some but not all of the characteristics of forensic accounting. This statement
is enough for the chartered accountants in India to foray into this field. It is s a new child on the block. Central
Investigating Agencies like CBI do the forensic accounting work.
The growing number of regulators, the administrative agencies will demand the services like forensic reviews.
Cost Accountants are going to find themselves more involved in what is essentially a type of forensic practice. The
changing nature of the Accounting and Auditing & assurance standards also confirms this.
Nearly 40 percent of the top 100 American accounting firms are expanding their forensics and fraud services,
according to Accounting Today. If this data is of some sense to the Indian scenario, then the day is not far away
when forensic practice will contribute to the total revenue of the Indian CMA firm.
According to the ‘2018 Report to the nation’ by the Association of Certified Fraud Examiners (ACFE), there were
2690 cases of occupational fraud from 125 countries printing into loss of more than $7 billion which causes a huge
demand for those who can identify and put-up relevant control to prevent such mishap. Out of these 72 cases were
from India. Against a backdrop of tough economic conditions and growing corporate governance, demand for
forensic accountants is increasing. Practitioners believe that the demand for the services of forensic accountants is
growing because of the tightening economic conditions and the increasing scrutiny of how companies are governed.

In such circumstances, there is heightened sensitivity to fraud, and that translates into more efforts to detect and
prevent it, as well as to take legal action against the wrongdoers.
Nothing is surprising too that, as this the ‘Forensic Audit’ has become so familiar these days, and special credit
for this goes to Mr. Vijay Mallya and Mr. Nirav Modi and a huge pile of NPA’s build-up by state-owned banks.
Pre-requisite of a skilful Forensic Accountant:

(a) Dave Cotton, a qualified CFE has greatly defined the attitude the person should maintain while investigating
Fraud and Forensic Cases. He said: ‘Many fraud perpetrators aren’t as clever at concealing fraud as most
people probably think. If CFEs simply remain alert and maintain a high degree of professional skepticism
many potential frauds are easy to find’.
(b) A good Forensic Auditor requires immense knowledge of the finance aspects along with a good understanding
of internal financial controls as identification of weak control can help to easily catch out the areas where fraud
can be carried out.
Professional Qualifications that can give you an extra edge: The Institute of Cost Accountants of India, Kolkata
conducting Advanced Diploma in Forensic Audit which gives some insights on the subject and helps to improve
the skills and knowledge in Forensic Audit.
Sum Up:
Forensic Audit is a much-required tool in the recent era of Frauds & Misappropriations
“If you see a fraud and do not say fraud, then you are a fraud” … Naasim Nicholas Taleb
The relevance of the concept has been highlighted- especially in the emerging scenario of continuous development
in the fields of accounting and auditing. The article also touches upon the various inter-related concepts and the
vital areas where the technique of Forensic Auditing can be best used in detecting the misappropriations and
manipulations in the financial as well as operational matters.
The manipulations and misappropriations in the corporate world relate back to September, 1720 when after the
War of Spanish Succession, the Great Britain signed the Treaty of Utrecht, 1713 with Spain, ostensibly allowing
it to trade in the seas near South America. In fact, barely any trade took place as Spain renounced the treaty;
however, this was concealed on the Great Britain stock market. A speculative bubble saw the share price reach
over £1000 in August 1720, but then crash in September. A Parliamentary inquiry revealed fraud among members
of the government, including the Tory Chancellor of the Exchequer- John Aislabie, who was sent to prison and
since then there has been a steep rise in such manipulations being continuously occurring all over the world, such
as Quintex-Real Estate (1989); Poly Peck-Electronics, Food, Textiles (1990); Bre-X-Mining (1997); Equitable
Life Assurance Society-Insurance (2000); WorldCom-Telecommunication (2001); Enron-Energy (2001); Arthur
Anderson-Accounting (2002); Parmalat-Food (2003); Refco-Brokering (2005) and of course the securities scam
by Harshad Mehta and Ketan Parekh, C.R. Bhansali, Home Trade fraud, M/s Satyam Computer Services Ltd and
many more. Some of the Companies which were in news in recent past for the wrong reasons:
1. Vakrangee – No one knows what’s wrong with the Company, but still the stock prices kept on falling.
2. Manpasand – Alleged Tax credit claim fraud (Fake invoices exchanged in grey market).
3. LEEL – It is alleged that Promoters just took out the money after selling a business unit.
4. Gitanjali – Fake letter of credit.
5. Eros, Cox and kings – It was alleged that Despite having cash, company defaulted on NCD.

Forensic Audit
6. DHFL – It is alleged that borrowed funds were used to lend to shell companies owned by operator.
7. IL&FS– Huge bonuses and dividend pay-outs to promoters were alleged.
8. Yes Bank – Alleged Non-disclosure of provisions is been the issue and power of cantered in the hand of one
man knew and he was asked by regulators to leave.
9. HEG– A 20 million USD bonus was given to the CEO when shareholders lost more than 80% of value.
10. CG Power – It is alleged that billion dollars taken out via transactions.
11. TATA Sons- The Board aligned to the majority shareholder, gave Cyrus Mistry a glowing performance review
only to sack him a few months later.
12. Infosys– The Board first played supplicant to Chief Executive Officer Vishal Sikka, then to former promoter
NR Narayan Murthy. Investors paid the price for unstable leadership, and even today, investigations into
acquisitions have not been shared with all the stakeholders.
13. Axis Bank– The Board seemed unquestioning of Managing Director and Chief Executive Officer Shikha
Sharma, but the regulator wanted her go.
14. ICICI Bank– The Board appeared like a deer in the headlights, dazed by the celebrity of MD & CEO Chanda
Kochhar, allowing her continued presence in the company, even as she was being investigated for alleged
nepotism.
15. Fortis– Promoters held sway, the board turned a blind eye to many suspicious transactions, and finally
shareholders booted them out.
Constituents of Forensic Audits:

1. Assessment of fraud risk factors and evaluating internal controls and standards.
2. Comparison and contrast of various fraud schemes to devise the appropriate internal controls.
3. Developing off-setting internal controls that would limit or prevent these fraud schemes.
4. Using data analysis techniques to identify high-risk transactions for further review and investigation.
5. Evaluating internal controls and identifying ways to plan audits to take advantage of available information
systems resources.
6. Evaluating financial and program risk for potential fraud.
7. Applying various evidence-gathering techniques used to detect fraud.
8. Justifying the auditor’s conclusion of fraud by providing the evidence needed to support legal and investigative
staff.
9. Documenting the evidence and data-gathering process.
10. Sharing the findings with the agency and advise them on how to avoid the fraud in the future.
In the present scenario of revival of corporate law and norms being made stringent, there is an ample space for
the overall recognition of such an important technique for identifying frauds. The technique altogether different
from the traditional auditing approach has also got its significance where the concept of due diligence has to be
applied. Forensic Auditing not only identifies the factors/ reasons adversely affecting the trust in mechanism of
trade, finance and investment but also helps in recognizing the destabilizing effect on commercial institutions and
corporate houses directly affecting the national progress and putting strain on national resources.

Solved Cases
Case Study: 1
Harshad Mehta and the Stock Market Scam
Who is this Stockbroker from Gujarat?
What happened: During the early 1990s he started facilitating transactions of ready-forward deals among the
Indian banks, acting as an intermediary. In this process, he used to raise funds from the banks and subsequently
illegally invest the same in the stocks listed on the Bombay Stock Exchange to inflate the stock prices artificially.
Mehta again raised a furore on 16 June 1993 when he made a public announcement that he had paid Rupees 1 Crore
to the then Congress President and Prime Minister as a donation to the party, for getting him off the case.
How did this happen: Mehta siphoned off around `1,000 crore from the banking system to buy stocks on the
Bombay Stock Exchange. As he pumped in money, the markets continued to achieve new highs. Retail investors
took cues from what Mehta was buying and followed in the footsteps of the ‘Big Bull’.
In the period between April 1991 and April 1992, the Sensex went into a frenzy and returned 274 percent, moving
from 1,194 points to 4,467. That is the highest annual return for the index.
He also promised the banks higher rates of interest, while asking them to transfer the money into his account, under
the guise of buying securities for them from other banks. At that time, a bank had to go through a broker to buy
securities and forward bonds from other banks. Mehta used this money temporarily in his account to buy shares,
thus hiking up the demand for certain shares (of well-established companies like Associated Cement Companies
Limited- ACC, Sterlite Industries, and Videocon) dramatically, selling them off, passing on a part of the proceeds
to the bank and keeping the rest for himself. This resulted in stocks like ACC (which was trading in 1991 for
` 200/ share) to nearly ` 9,000 in just 3 months.
The scam came to light when the State Bank of India reported a shortfall in government securities. That led to an
investigation that later showed that Mehta had manipulated around ` 3,500 crore in the system. On August 6, 1992,
after the scam was exposed, the markets crashed by 72 percent leading to one of the biggest falls and a bearish
phase that lasted for two years.
On 23 April 1992, journalist Sucheta Dalal exposed Mehta’s illegal methods in a column in The Times of India.
Mehta was dipping illegally into the banking system to finance his buying.

Forensic Audit
Exercise

1. Forensic Accounting is defined as:
(a) The practice of applying defined financial ratios to investigate a company’s financial health.
(b) The use of law enforcement to subpoena financial records to determine unlawful actions.
(c) The application of investigative and analytical skills to resolve financial issues in a manner that
meets standards required by courts of law.
(d) The investigatory arm of the Securities and Exchange Commission.
2. If your actions are the result of misleading, intentional actions or inaction (including misleading
statements and the omission of relevant information to gain an advantage, then you have committed:
(a) Perjury.
(b) Contempt.
(c) Treason.
(d) Fraud.
3. When the auditor tests the documents by keeping them side by side then it is known as ______.
(a) Test of impossibility.
(b) Test of absurdity.
(c) Juxtaposition test.
4. As per the study of ACFE, the following category of individuals commit the highest frauds (in
monetary terms)______.
(a) Low-level management.
(b) Mid-level management.
(c) Senior level management.
5. ______ are the elements of fraud.

(a) The individual must know that the statement is untrue.
(b) There is an intent to deceive the victim.
(c) The victim relied on the statement & The victim is injured financially or otherwise.

6. A type of fraud where forged emails, forged websites are used to defraud the user is known as ______.
(a) E-frauds.
(b) Forgery.
(c) Phishing.
7. ______ happens when the fraudster avails multiple loans for the same property simultaneously for a
total amount over the actual value of the property.
(a) Phishing.
(b) Window dressing.
(c) Shot gunning.
(d) Skimming.
8. Pressure, opportunity & ______ are the aspects of a fraud triangle.

(a) Rationalization.
(b) Creation.
(c) Commitment.
9. A ______ is termed as an indication of a danger or a warning signal.

(a) Red flag.
(b) Green flag.
(c) Amber flag.
(d) White flag.
10. A ______ is a flag that denotes a “too good to be true scenario”.

(a) Red flag.
(b) Green flag.
(c) Amber flag.
(d) White flag.
11. Significant increase in working capital borrowing as a percentage of turnover is a______.

(a) Red flag.
(b) Green flag.
(c) Amber flag.
(d) White flag.

Forensic Audit
12. A case where an employee doesn’t take travel advance but always pays from his pocket is a ______.
(a) Red flag.
(b) Green flag.
(c) Amber flag.
(d) White flag.
13. Analysing non-verbal cues is important for a forensic auditor while ______.
(a) Interviewing a suspect.
(b) Interrogating a suspect.
(c) (a) & (b) both.
14. A model categorizing known frauds which lists about 49 different individual fraud schemes grouped
by categories and subcategories is known as ______.
(a) Fraud triangle.
(b) Fraud square.
(c) Fraud model.
(d) Fraud tree.
15. When the fraudster can give a personal justification for fraudulent actions, it is known as ______.
(a) Pressure.
(b) Opportunity.
(c) Rationalization.
16. Various frauds in the banking sector are:

(a) Appraisal fraud.
(b) Mortgage fraud.
(c) Shot gunning.
17. Fraudsters may alter cheques to change the name or the amount on the face of cheques. This is called
______.
(a) Phishing.
(b) Forgery.

(c) Disbursement fraud.

(d) Skimming.
18. Ratio analysis is one of the key aspects that a forensic auditor has to look ______ at.
(a) Correct.
(b) Incorrect.
(c) Partially Correct.
(d) Cannot be determined.
19. The principle of 3D vision includes ______.

(a) Time dimension analysis.
(b) Space dimension analysis.
(c) Both (a) & (b).
20. “Fraud is a deliberate act of omission or commission by any person, carried out in the course of a
banking transaction or the books of accounts maintained manually or under computer system in banks,
resulting into wrongful gain to any person for a temporary period or otherwise, with or without any
monetary loss to the bank” is a definition given by:
(a) SEBI.
(b) RBI.
(c) ICAI.
(d) ACFE.

1. Write a note explaining the Meaning and Definition of Fraud under the Companies Act, 2013 as well
as the Criminal Procedure Code, 1973.
2. What do you mean by Forensic Audit? Discuss its need and significance in detail.
3. Write down the similarities and differences between Audit and Forensic Audit.
4. Discuss the elements of Fraud and Civil, Criminal Remedies available against it.
5. Discuss the fundamentals of Forensic Audit.
6. What is the contemporary scenario of Corporate Fraud in India and How Forensic Audit is significant
in preventing the same?
7. What are the various kinds of Fraud? Discuss.

Forensic Audit
8. What are the different methods of Investigation in Forensic Audit?

9. What are Red Flags and Green Flags? Discuss.
10. Write a Note on Field Investigations.
Answer:
1. (c) The application of investigative and analytical skills

to resolve financial issues in a manner that meets
standards required by courts of law.
2. (d) Fraud.
3. (c) Juxtaposition test.
4. (c) Senior level management.
6. (c) Phishing.
7. (c) Shot gunning.
8. (a) Rationalization.
9. (a) Red flag.
10. (b) Green flag.
11. (a) Red flag.
12. (b) Green flag.
13. (c) (a) & (b) both.
14. (d) Fraud tree.
15. (c) Rationalization.
17. (b) Forgery.
18. (a) Correct.
19. (c) Both (a) & (b).
20. (b) RBI.


Anti-Money Laundering 18
18.1 International Standards on Combating Money Laundering and the Financing

of Terrorism and Proliferation
18.2 Guidance for a Risk-Based Approach for the Accounting Profession

Anti-Money Laundering

To understand international standards on combating money laundering and
provide guidance to prevent and control money laundering transactions in the
business operations. (CMLO 2c)

To prevent criminal activity, nearly all countries in the world have committed themselves to
extremely tough laws against money laundering and terrorist financing. Money laundering
is defined as criminal proceeds finding their way into the formal economy via transactions
that conceal their true origins. Terrorist financing can come from rogue regimes or terrorist
organisations that feed their cells worldwide under trade payments, investments, remittances, and
money for education. After studying this module, the students will be able to –
 Understand Money Laundering / Terrorism Financing methods and typologies that are relevant
to the organisation
 Analyse the AML policies, procedures systems & controls adopted by the Organisations
 Acquire the skill to identify suspicious activities & unusual behaviour of customers and report
them to the AML compliance officer
 Understand the responsibilities and role of individuals in the organisation towards countering
money laundering and financing of terrorism.

Introduction 18
M
oney laundering is a type of financial crime. It involves taking criminally obtained proceeds (dirty
money) and disguising their origins so they’ll appear to be from a legitimate source. Anti-money
laundering (AML) refers to the activities financial institutions perform to achieve compliance with
legal requirements to actively monitor for and report suspicious activities.
The United States was one of the first nations to enact anti-money laundering legislation when it established the
Bank Secrecy Act (BSA) in 1970. In an early effort to detect and prevent money laundering, the BSA has since
been amended and strengthened by additional anti-money laundering laws. The Financial Crimes Enforcement
Network is now the designated administrator of the BSA with a mission to “safeguard the financial system from
the abuses of financial crime, including terrorist financing, money laundering, and other illicit activity.”
In 1989, multiple countries and organisations formed the global Financial Action Task Force (FATF). Its mission
is to devise and promote international standards to prevent money laundering. Shortly after the 9/11 attacks on the
US, FATF expanded its mandate to include AML and combating terrorist financing. The International Monetary
Fund (IMF) is another important organisation. With 189 member countries, its primary purpose is to ensure the
stability of the international monetary system. The IMF is concerned about the consequences money laundering
and related crimes can have on the integrity and stability of the financial sector and the broader economy.
Importance of understanding Anti-money laundering

The estimated amount of money laundered globally in one year is 2% to 5% of global GDP, or US$800 billion
to US$2 trillion – and that’s a low estimate. Money laundering often accompanies activities like smuggling, illegal
arms sales, embezzlement, insider trading, bribery, and computer fraud schemes. It’s also common with organized
crime including human, arms or drug trafficking, and prostitution rings.
Anti-money laundering is closely related to counter-financing of terrorism (CFT), which financial institutions
use to combat terrorist financing. AML regulations combine money laundering (source of funds) with terrorism
financing (destination of funds).
Beyond the moral imperative to fight money laundering and terrorist financing, financial institutions also use AML
tactics for:
� Compliance with regulations that require them to monitor customers and transactions and report suspicious
activity.
� Protection of their brand reputation and shareholder value.
� Avoidance of consent orders as well as civil and criminal penalties that could be levied because of non-
compliance or negligence.
� Reduction of costs related to fines, employee and IT costs, and capital reserved for risk exposure.

How Money Laundering Works

To identify and report potential money laundering and address compliance requirements, financial institutions
must have a deep understanding of how the crime works. Money laundering involves three stages:
� Placement,
� Layering, and
� Integration.
These are a complex series of transactions that start with depositing funds, then gradually moving them into what
appear to be legitimate assets.
Placement refers to how and where illegally obtained funds are placed. Money is often placed via Payments to
cash-based businesses; payments for false invoices; “smurfing,” which means putting small amounts of money
(below the AML threshold) into bank accounts or credit cards; moving money into trusts and offshore companies
that hide beneficial owners’ identities; using foreign bank accounts, and aborting transactions shortly after funds
are lodged with a lawyer or accountant.
Layering refers to separating criminal funds from their source. It involves converting the illicit proceeds into
another form and creating complex layers of financial transactions to disguise the funds’ origin and ownership.
Criminals do this to obfuscate the trail of their illicit funds so it will be hard for AML investigators to trace the
transactions.
Integration refers to the re-entry of the laundered funds into the economy in what appears to be normal, legitimate
business or personal transactions. This is sometimes done by investing in real estate or luxury assets. It allows
launderers and criminals to increase their wealth.
Regulations & Compliance for AML

The FATF helps countries create a financial intelligence unit (FIU) that’s responsible for managing the flow of
information between their institutions and law enforcement agencies. Government legislation and regulation by
each country’s FIU make financial institutions the first line of defence against money laundering and terrorist
financing.
By reporting suspicious activities to the government via suspicious transaction reports (STRs) and suspicious
activity reports (SARs), banks alert law enforcement to possible criminal activities. Many regulatory bodies have
enacted critical AML legislation with compliance requirements banks follow to enforce anti-money laundering,
such as:
US: US Patriot Act, Bank Secrecy Act.
Europe: EU Fourth Anti-Money Laundering Directive (4AMLD).
Canada: Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA).
Australia: Anti-Money Laundering and Counter-Terrorism Financing Act of 2006.
AML regulations vary by jurisdiction, but in general, financial institutions undertake the following measures to
meet compliance requirements:
� Customer identification program/know your customer (KYC): Financial institutions must require proper
customer identification and verification to ensure legitimacy. Higher-risk products and services (e.g., private
banking) require more in-depth documentation.
� Large currency transaction reporting: Requirements call for institutions to file a regulatory report (known
as a “CTR” in the US) for transactions above a certain threshold made by a single customer during a business
day.

� Suspicious activities monitoring and reporting: Regulatory agencies publish AML guidelines about
behaviour that should be monitored (e.g., making numerous cash deposits or withdrawals over several days to
avoid a reporting threshold). If an AML investigator uncovers behaviour that exceeds reporting thresholds and
has no apparent business purpose, they file a SAR/STR with the FIU to fulfil Regulatory requirements.
Sanctions compliance: Regulatory bodies such as the US Treasury Department, US Office of Foreign Assets
Control, the United Nations, the European Union, His Majesty’s Treasury, and the Financial Action Task Force
on Money Laundering have requirements for financial institutions to check transaction parties against lists of
sanctioned individuals, companies, institutions and countries.
Technology & Anti-Money Laundering:

A successful anti-money laundering program involves using data and analytics to detect unusual activities. This is
done by monitoring transactions, customers, and entire networks of behaviours.
As Artificial Intelligence technologies like Machine Learning become more prevalent, these next-gen AML
technologies will automate many manual processes- helping to effectively identify financial crimes risks.
These techniques can be used for:
Suspicious activity monitoring- to uncover new schemes and detect increasingly sophisticated financial crimes
tactics.
Intelligent alert prioritization- triage alerts that warrant investigation and hibernate low- value alerts.
Alert/case enrichment- to show AML investigators relevant images, prior cases, SARs, third- party data, maps,
transaction history, and more.
Automated SAR filings- via natural language generation and processing to transform data into language and
stories.
A holistic entity view- built from network analytics to help you visualize and explore relationships in data.
Alert scoring- with Bayesian algorithms to relatively scores all subjects of AML investigations.
Client risk rating- for empirical scoring of money laundering risk exposure.
Intelligent customer segmentation- that builds smart peer groupings to improve coverage across customers and/
or accounts.
Peer-based anomaly detection- to identify abnormal behaviour for a subject relative to peers.
Rare-event detection- to identify those similar to a subject of interest (such as a law enforcement inquiry).
Automated manual processes- across the trade transaction life cycle to detect patterns of illicit trade finance
activity through optical character recognition.
Prevention of Money-Laundering Act (PMLA), 2002:
In India, The Prevention of Money-Laundering Act (PMLA), 2002 is an Act to prevent money laundering and to
provide for confiscation of property derived from, or involved in, money laundering and for matters connected
therewith or incidental thereto. Illegally obtained funds are laundered and moved around the globe using shell
companies, and intermediaries. In this way, the illegal funds are given the colour of legitimacy, and it finds their
way into the economy.
The offence of Money-Laundering:
The definition of “Money-Laundering” is comprehensive enough to cover most of the instances of converting black
money into white.

Money-laundering has been defined in PMLA under section 3, wherein a person shall be guilty of the offence of
money-laundering if such person is found to have directly or indirectly:
� Attempted to indulge or
� Knowingly assisted or
� Knowingly is a party or
Is involved in one or more of the following processes or activities connected with proceeds of crime, namely:
� Concealment; or
� Possession; or
� Acquisition; or
� Use; or
� Projecting as untainted property; or
� Claiming as untainted property.
Section 2(u) of PMLA defines “Proceeds of Crime” as any property derived or obtained, directly or indirectly, by
any person as a result of criminal activity relating to a scheduled offense or the value of any such property, or where
such property is taken or held outside the country, then the property equivalent in value held within the country or
abroad.
“Proceeds of Crime” include property not only derived or obtained from a scheduled offense but also any property
which may directly or indirectly be derived or obtained as a result of any criminal activity relatable to the scheduled
offense.
The Schedule to PMLA lists all offenses which have been defined as scheduled offences. As per Section 2(1)(y)
of PMLA, Scheduled offence means:
� The offences specified under Part A of the Schedule; or
� The offences specified under Part B of the Schedule if the total value involved in such offences is one crore
rupees or more; or
� The offenses are specified under Part C of the Schedule.
An offense of money laundering cannot exist independently. It is evident that money laundering comprises a
predicate offence well and is usually the result of the commission of a predicate offence is the sine qua non
for the existence of an offence under PMLA that the money in question is ‘proceeds of crime’ derived from
the commission of a predicate offence. In the absence of a predicate offense, there can be no offence of money
laundering. The predicate offences are mentioned in the Schedule to PMLA.
Attachment of Property under PMLA:

Under Section 2(v) of PMLA, the term “property” has been defined as any property or assets of every description,
whether corporeal or incorporeal, movable or immovable, tangible or intangible, and includes deeds and instruments
evidencing title to, or interest in, such property or assets, wherever located.
It is often seen that the assets that may constitute “Proceeds of Crime” may be situated outside India, and it becomes
difficult for the authorities to attach such property, which is in a foreign jurisdiction. Therefore, to overcome this
hurdle, an amendment to the definition of “Proceeds of Crime” was made by the Finance act 2015, which enables
the attachment and confiscation of equivalent assets in India where the asset located abroad cannot be forfeited.

The Finance Act 2018, has further amended the definition of ‘proceeds of crime’ to include the right of attachment
of such property held, which is equivalent to the proceeds of crime.
Section 2(d) of PMLA defines the word “attachment” to mean the prohibition of transfer, conversion, disposition,
or movement of property by an order under PMLA.
The power of attachments granted, under section 5 of PMLA to a Director or any other officer not below the rank
of Deputy Director authorized by the Director appointed by the Central Government to be authorities under the Act
for attachment of property involved in money-laundering. It is important that to exercise the right of attachment;
the concerned officer has to show that based on material in his possession, has reason to believe,, which has to be
recorded in writing, that has possession of any proceeds of crime that are likely to be concealed, transferred, or
dealt with in a way which might interfere with proceedings, investigations which relates to the confiscation of such
proceeds linked with a crime, he may in such a case order the prohibition of transfer, conversion, disposition, or the
movement of any such proceeds or property. The attachment is valid for 180 days from the date of the order and
following the attachment, the officer must forward the attachment order along with the material in his possession
to the Adjudicating Authority of the matter. He must also explain the facts of the case and also the reasons for such
attachment to the Adjudicating Authority. The aggrieved person also has the right to present his defence before
the Adjudicating Authority records that the attached property forms part of the money-laundering ring and is
considered as a proceed of the crime.
Nevertheless, the aggrieved person can challenge the attachment order and the validity of the Reasons to Believe
formed by the authorized officer, for attaching the property of the aggrieved person, at the appropriate forum,
and then it will be open to the Court or forum to examine whether the reasons for the believe have any rational
connection with the material in possession, or the officer has any basis for forming such belief. On examination, if
the Court or forum concludes that the belief formed by the officer is not able to satisfy the statutory requirement as
enumerated u/s.5(1) of PMLA, then the whole proceedings for attachment of property of the aggrieved person will
get vitiated. The attachment shall continue while the proceedings for the crime go on for the scheduled offence and
will become final only after the guilty judgment from the Court has been passed.
Arrest Under PMLA:

Under Section 19 of PMLA, the Director, Deputy Director, Assistant Director, or any other officer authorized on
this behalf by the Central Government by general or special order, has the power to arrest a person. A person can
be arrested by the concerned authority, if such authority, is based on material in his possession,
� Has reason to believe that such a person has been guilty of an offence punishable under PMLA, and
� The reason for such belief has been duly recorded in writing.
After arresting such a person, the authority is bound to:
� Inform the arrested person about the grounds for his arrest.
� Forward a copy of the arrest order along with the material in his possession to the Adjudicating Authority.
� Produce such person, within twenty-four hours, before the Special Court or Judicial Magistrate or a Metropolitan
Magistrate, as the case may be, having jurisdiction.
From the bare perusal of Section 19 of PMLA, it is apparent that there is no requirement under the section to obtain
an arrest warrant from the Court before arresting a person. If the conditions mentioned in Section 19 of PMLA are
fulfilled, the relevant authority under PMLA can arrest such a person.
The question of whether the offences under PMLA are cognizable or non-cognizable is irrelevant under PMLA.
However, there are contradictory judgments of High Courts on the point of whether the offences under PMLA are
cognizable or non-cognizable. The matter is now sub-judice before the Hon’ble Supreme Court.

Bail under PMLA:

Section 45 of PMLA deals with the provisions relating to bail under the Act. Under section 45, an offence under
PMLA shall be cognizable and non-bailable. A cognizable offence means an offence in which a police officer has
the authority to make an arrest without a warrant and to start an investigation with or without the permission of a
court. Bail for an offence under PMLA cannot be given as of right but only after the accused has been presented
before a judge in this case, before the relevant Special Court. It may be noted that the provisions of PMLA do
not provide for any right of seeking anticipatory bail. The said right is derived from section 65 of PMLA, and as
a result, the accused can seek the relief of anticipatory bail given under the provisions of the Code of Criminal
Procedure, 1973 CrPC). The privilege of the pre-arrest bail is not a matter of right and is generally granted only in
exceptional cases under section 438 of CrPC.
Summon, Survey & Search:

Section 16 of PMLA deals with the Power of Survey. An officer under PMLA has the power to enter and survey
a property or premises, if such officer believes that the survey will allow him the opportunity to inspect necessary
records which might be available on the premises in question, help verify proceeds of a crime or any transactions
related to the proceeds which might be found on the premises, or might assist them with any other proceedings
being conducted under the Act. The officer is under an obligation to record the reasons for choosing to survey the
premises as well as the findings.
Section 17 of PMLA deals with the power of search and seizure by the authority. A Director or any person
authorised by the Director released reason on based information provided to him or already in his possession,
which needs to be put in writing money laundering has indulged in monetizing possession of any proceeds of
crime, and such records evidencing such a crime, or has property related to the crime, in such a case he will be
within his powers to authorize an officer to:
� Enter and search any building, place, vessel, vehicle, or aircraft where he has reason to suspect that such
records or proceeds of crime are kept;
� Break open the lock of any door, box, locker, safe, almirah, or other receptacles where the keys thereof are not
available;
� Seize any record or property found as a result of such search;
� Placemarks of identification on such record or make or cause to be made extracts or copies therefrom;
� Make a note or an inventory of such record or property;
� Examine on oath any person who is found to be in possession or control of any record or property, in respect
of all matters relevant to any investigation under PMLA.
Section 18 of PMLA deals with the power to search a person. If an authority, has reason to believe (the reason
for such belief to be recorded in writing) that any person has secreted about his person or in anything under his
possession, ownership, or control, any record or proceeds of crime which may be useful for or relevant to any
proceedings under this Act, the authority may search that person and seize such record or property which may be
useful for or relevant to any proceedings under this Act.
Retention of Records under PMLA:
Section 21 of PMLA deals with the retention of records. As per the aforesaid section, where any records have been
seized under section 17 or section 18 or frozen under sub-section (1A) of section 17 and the officer authorized

by based on his behalf has based on material in his possession, the reason to believe, which shall be recorded in
writing, that such records are required to for purposes of adjudication under section 8, such records may, if seized,
be retained or if frozen, may continue to remain frozen, for a period not exceeding one hundred and eighty days
from the day on which such records were seized or frozen, as the case may be. On the expiry of the period of
one hundred and eighty days, the records shall be returned to the person from whom such records were seized or
whose records were ordered to be frozen unless the Adjudicating Authority permits retention or continuation of
freezing of such records beyond the said period. The Adjudicating Authority, before authorizing the retention or
continuation of freezing of such records beyond the period of one hundred and eighty days, shall satisfy himself
that the records are prima facie involved in money-laundering and the records are required for the detection under
section 8. The person from whom records are seized or frozen shall be entitled to obtain copies of records.
Interconnected Transactions:
Section 23 of PMLA deals with presumption relating to interconnected transactions. As per the aforesaid section,
here money-laundering involves two or more inter-connected transactions and one or more such transactions is or
are proved to be involved in money-laundering, then for adjudication or confiscation under Section 8 or the trial of
the money-laundering offence, it shall unless otherwise proved, be presumed that the remaining transactions form
part of such inter-connected transactions associated with money-laundering.
Presumptions & Onus of Proof:

Under section 24 of PMLA, the burden of proof lies on the person who claims that the proceeds of the crime alleged
to be involved in money-laundering, are not so involved. The presumption against the accused or any 3rd party
is good enough to discharge the onus of the authorities under PMLA. Even in the case of records and properties
which are found in the possession or control of any person in the course of a survey or search under PMLA (Section
16, Section 17, and Section 18), under section 22 of PMLA, a presumption is raised that such records or property
belongs to such person, and the contents of such records are true, and further that signatures and any part of such
records is in hand-writing of a particular person or the hand-writing of such person.
Where any records have been received from any place outside India, duly authenticated by such authority or
person and in such manner, as may be prescribed, in the course of proceedings under PMLA, the Special Court, the
Appellate Tribunal, or the Adjudicating Authority, as the case may be, shall presume, that the signature and every
other part of such record which purports to be in the hand-writing of any particular person or which the Court may
reasonably assume to have been signed by, or to be in the hand-writing of, any particular person, is in that person’s
hand-writing; and in the case of a record executed or attested, that it was executed or attested by the person by
whom it purports to have been so executed or attested.
The presumptions are absolute, and the onus to prove the same otherwise lies on such a person.
It is clear that a person accused of an offence under Section 3 of PMLA, whose property is attached and proceeded
against for confiscation, shall discharge the onus of proof (Section 24) vested in him by disclosing the sources of
his income, earnings, or assets, out of which or means by which he has acquired the property attached, to discharge
the burden that the property does not constitute proceeds of crime. Where a transaction of acquisition of property
is part of inter-connected transactions, the onus of establishing that the property acquired is not connected to the
activity of money-laundering, is on the person in ownership, control, or possession of the property, even if such
person is not accused of a Section 3 offence under the Act, provided one or more of the interconnected transactions
is or are proved to be involved in money-laundering.
Under the Act, a person accused or being investigated for money laundering is required to give a truthful statement
if such person is summoned by the Director. This power to the Director is given under section 50(2) of PMLA,
which provides that the Director (or Additional Director, Joint Director, Deputy Director, or Assistant Director)

has the power to summon any person whose attendance he considers necessary whether to give evidence or to
produce any records during any investigation or proceeding. All such summoned persons are bound to state the
truth or make statements and produce such documents as may be required under section 50(3) of the Act.
A person called upon to make a statement before the authorities under section 50 of PMLA during an investigation
cannot be said to be accused of an offence. The investigation is only to collect evidence about the proceeds of
crime in the hands of the persons suspected and their involvement in the offence of money laundering. It is only at
the stage of filing the complaint about prosecution under PMLA envisaged under Section 44, that such persons or
suspects be termed as accused. Accordingly, all such statements can be used against the accused during prosecution.
Offences of Cross-Border Implications:

Offenses with cross-border implications are offences under Part C of the Schedule to PMLA and, accordingly,
PMLA may apply offences of willful attempt to evade tax under section 51 of the Black Money Act has also been
included in the list of offences under PMLA, and accordingly, PMLA may apply to such offences. Further, the UN
Security Council Resolution 1373 obliges countries to freeze without delay the funds or other assets of persons
who commit, or attempt to commit, terrorist acts, or participate in or facilitate the commission of terrorist acts;
entities owned or controlled directly or indirectly by such persons; and persons and entities acting on behalf of or
at the direction of, such persons and entities, including funds or other assets derived or generated from property
owned or controlled, directly or indirectly, by such persons and associated persons and entities.
Each country has the authority to designate the persons and entities that should have their funds or other assets
frozen. Additionally, to ensure that effective cooperation is developed among countries, countries should examine
and give effect to, if appropriate, the actions initiated under the freezing mechanisms of other countries. To give
effect to the requests of foreign countries under UN Security Council Resolution 1373, the Ministry of External
Affairs examines the requests made by the foreign countries and forwards them electronically, with their comments,
to a designated officer for freezing of funds or other assets. The freezing orders shall take place without prior notice
to the designated persons involved.

International Standards on Combating
Money Laundering and the Financing of
Terrorism & Proliferation
18.1
Note: For detailed information on 18.1 and 18.2 Concepts, please go through the Documents on The FATF
Recommendations (International Standards on Combating Money Laundering and the Financing of Terrorism
& Proliferation) – Updated March 2022 and Guidance for a Risk-Based Approach (Accounting Profession) –
Updated 2019 of Financial Action Task Force (FATF) - www.fatf-gafi.org
Acronyms:
AML/CFT: Anti-Money Laundering / Countering the Financing of Terrorism (also used for Combating the
financing of terrorism)
BNI: Bearer-Negotiable Instrument
CDD: Customer Due Diligence
DNFBP: Designated Non-Financial Business or Profession
FATF: Financial Action Task Force
FIU: Financial Intelligence Unit
IN: Interpretive Note
ML: Money Laundering
MVTS: Money or Value Transfer Service(s) NPO: Non-Profit Organisation
Palermo Convention: The United Nations Convention against Transnational Organized Crime 2000
PEP: Politically Exposed Person
R.: Recommendation
RBA: Risk-Based Approach SR.: Special Recommendation SRB: Self-Regulatory Bodies
STR: Suspicious Transaction Report
TCSP: Trust and Company Service Provider
Terrorist Financing Convention: The International Convention for the Suppression of the Financing of Terrorism
1999
UN: United Nations
Vienna Convention: The United Nations Convention against Illicit Traffic in Narcotic Drugs and Psychotropic
Substances 1988

The FATF Recommendations:

A. AML/CFT POLICIES AND COORDINATION
1. Assessing risks and applying a risk-based approach:
Countries should identify, assess, and understand the money laundering and terrorist financing risks for the
country, and should take action, including designating an authority or mechanism to coordinate actions to assess
risks and apply resources, aimed at ensuring the risks are mitigated effectively. Based on that assessment, countries
should apply a risk-based approach (RBA) to ensure that measures to prevent or mitigate money laundering and
terrorist financing are commensurate with the risks identified. This approach should be an essential foundation for
the efficient allocation of resources across the anti-money laundering and countering the financing of terrorism
(AML/CFT) regime and the implementation of risk-based measures throughout the FATF Recommendations.
Where countries identify higher risks, they should ensure that their AML/CFT regime adequately addresses such
risks. Where countries identify lower risks, they may decide to allow simplified measures for some of the FATF
Recommendations under certain conditions.
Countries should also identify, assess, and understand the proliferation financing risks for the country. In the
context of Recommendation 1, “proliferation financing risk” refers strictly and only to the potential breach, non-
implementation, or evasion of the targeted financial sanctions obligations referred to in Recommendation 7.
Countries should take commensurate action aimed at ensuring that these risks are mitigated effectively, including
designating an authority or mechanism to coordinate actions to assess risks and allocate resources efficiently for
this purpose. Where countries identify higher risks, they should ensure that they adequately address such risks.
Where countries identify lower risks, they should ensure that the measures applied are commensurate with the
level of proliferation financing risk, while still ensuring full implementation of the targeted financial sanctions as
required in Recommendation 7.
Countries should require financial institutions and designated non-financial businesses and professions (DNFBPs)
to identify, assess and take effective action to mitigate their money laundering, terrorist financing, and proliferation
financing risks.
2. National cooperation and coordination:
Countries should have national AML/CFT/CPF policies, informed by the risks (Proliferation financing risk
refers strictly and only to the potential breach, non-implementation, or evasion of the targeted financial sanctions
obligations referred to in Recommendation 7) identified, which should be regularly reviewed and should designate
an authority or have the coordination or another mechanism that is responsible for such policies.
Countries should ensure that policy-makers, the financial intelligence unit (FIU), law enforcement authorities,
supervisors, and other relevant competent authorities, at the policymaking and operational levels, have effective
mechanisms in place which enable them to cooperate, and, where appropriate, coordinate and exchange information
domestically with each other concerning the development and implementation of policies and activities to combat
money laundering, terrorist financing and the financing of proliferation of weapons of mass destruction. This
should include cooperation and coordination between relevant authorities to ensure the compatibility of AML/
CFT/CPF requirements with Data Protection and Privacy rules and other similar provisions (e.g., data security/
localization).
B. MONEY LAUNDERING AND CONFISCATION

3. Money laundering offence:
Countries should criminalize money laundering based on the Vienna Convention and the Palermo Convention.
Countries should apply the crime of money laundering to all serious offences, including the widest range of
predicate offences.

4. Confiscation and provisional measures:

Countries should adopt measures similar to those outlined in the Vienna Convention, the Palermo Convention,
and the Terrorist Financing Convention, including legislative measures, to enable their competent authorities to
freeze or seize and confiscate the following, without prejudicing the rights of bona fide third parties: (a) property
laundered, (b) proceeds from, or instrumentalities used in or intended for use in money laundering or predicate
offences, (c) property that is the proceeds of, or used in, or intended or allocated for use in, the financing of
terrorism, terrorist acts or terrorist organisations, or (d) property of corresponding value.
Such measures should include the authority to (a) identity, trace, and evaluate the property that is subject to
confiscation; (b) carry out provisional measures, such as freezing and seizing, to prevent any dealing, transfer,
or disposal of such property; (c) take steps that will prevent or void actions that prejudice the country’s ability
to freeze or seize or recover property that is subject to confiscation; and (d) take any appropriate investigative
measures.
Countries should consider adopting measures that allow such proceeds or instrumentalities to be confiscated without
requiring a criminal conviction (non-conviction-based confiscation), or which require an offender to demonstrate
the lawful origin of the property alleged to be liable to confiscation, to the extent that such a requirement is
consistent with the principles of their domestic law.
C. TERRORIST FINANCING AND FINANCING OF PROLIFERATION
5. Terrorist financing offence:

Countries should criminalize terrorist financing based on the Terrorist Financing Convention and should criminalize
not only the financing of terrorist acts but also the financing of terrorist organisations and individual terrorists even
in the absence of a link to a specific terrorist act or acts. Countries should ensure that such offences are designated
as money laundering predicate offences.
6. Targeted financial sanctions related to terrorism and terrorist financing:

Countries should implement targeted financial sanctions regimes to comply with United Nations Security Council
resolutions relating to the prevention and suppression of terrorism and terrorist financing. The resolutions require
countries to freeze without delay the funds or other assets of and to ensure that no funds or other assets are made
available, directly or indirectly, to or for the benefit of, any person or entity either (i) designated by, or under the
authority of, the United Nations Security Council under Chapter VII of the Charter of the United Nations, including
by resolution 1267 (1999) and its successor resolutions; or (ii) designated by that country under resolution 1373
(2001).
7. Targeted financial sanctions related to proliferation:

Countries should implement targeted financial sanctions to comply with United Nations Security Council resolutions
relating to the prevention, suppression, and disruption of the proliferation of weapons of mass destruction and its
financing. These resolutions require countries to freeze without delay the funds or other assets of and to ensure that
no funds and other assets are made available, directly or indirectly, to or for the benefit of, any person or entity
designated by, or under the authority of, the United Nations Security Council under Chapter VII of the Charter of
the United Nations.
8. Non-profit organisations:
Countries should review the adequacy of laws and regulations that relate to non-profit organisations that the country
has identified as being vulnerable to terrorist financing abuse. Countries should apply focused and proportionate

measures, in line with the risk-based approach, to such non-profit organisations to protect them from terrorist
financing abuse, including:
(a) By terrorist organisations posing as legitimate entities;
(b) By exploiting legitimate entities as conduits for terrorist financing, including to escape asset-freezing
measures; and
(c) By concealing or obscuring the clandestine diversion of funds intended for legitimate purposes to terrorist
organisations.
D. PREVENTIVE MEASURES:
9. Financial institution secrecy laws:

Countries should ensure that financial institution secrecy laws do not inhibit the implementation of the FATF
Recommendations.
CUSTOMER DUE DILIGENCE AND RECORD-KEEPING:
10. Customer due diligence:

Financial institutions should be prohibited from keeping anonymous accounts or accounts in fictitious names.
Financial institutions should be required to undertake customer due diligence (CDD) measures when:
(i) Establishing business relations;
(ii) Carrying out occasional transactions: above the applicable designated threshold (USD/EUR 15,000); or
(ii) that are wire transfers in the circumstances covered by the Interpretive Note to Recommendation 16;
(iii) There is a suspicion of money laundering or terrorist financing; or
(iv) The financial institution has doubts about the veracity or adequacy of previously obtained customer
identification data.
The principle that financial institutions should conduct CDD should be set out in law. Each country may determine
how it imposes specific CDD obligations, either through law or enforceable means.
The CDD measures to be taken are as follows:

(a) Identifying the customer and verifying that customer’s identity using reliable, independent source documents,
data, or information.
(b) Identifying the beneficial owner, and taking reasonable measures to verify the identity of the beneficial owner,
such that the financial institution is satisfied that it knows who the beneficial owner is. For legal persons and
arrangements, this should include financial institutions understanding the ownership and control structure of
the customer.
(c) Understanding and, as appropriate, obtaining information on the purpose and intended nature of the business
relationship.
(d) Conducting ongoing due diligence on the business relationship and scrutiny of transactions are undertaken
throughout that relationship to ensure that the transactions being conducted are consistent with the institution’s
knowledge of the customer, their business, and risk profile, including, where necessary, the source of funds.

Financial institutions should be required to apply each of the CDD measures under (a) to (d) above but should
determine the extent of such measures using a risk-based approach (RBA) by the Interpretive Notes to this
Recommendation and Recommendation 1.
Financial institutions should be required to verify the identity of the customer and beneficial owner before or during
establishing a business relationship or conducting transactions for occasional customers. Countries may permit
financial institutions to complete the verification as soon as reasonably practicable following the establishment of
the relationship, where the money laundering and terrorist financing risks are effectively managed, and where this
is essential not to interrupt the normal conduct of business.
Where the financial institution is unable to comply with the applicable requirements under paragraphs (a) to (d)
above (subject to appropriate modification of the extent of the measures on a risk-based approach), it should be
required not to open the account, commence business relations or perform the transaction; or should be required to
terminate the business relationship; and should consider making a suspicious transactions report about the customer.
These requirements should apply to all new customers, although financial institutions should also apply this
Recommendation to existing customers based on materiality and risk, and should conduct due diligence on such
existing relationships at appropriate times.
11. Record-keeping:
Financial institutions should be required to maintain, for at least five years, all necessary records on transactions,
both domestic and international, to enable them to comply swiftly with information requests from competent
authorities. Such records must be sufficient to permit the reconstruction of individual transactions (including the
amounts and types of currency involved, if any) to provide, if necessary, evidence for the prosecution of criminal
activity.
Financial institutions should be required to keep all records obtained through CDD measures (e.g., copies or
records of official identification documents like passports, identity cards, driving licenses, or similar documents),
account files, and business correspondence, including the results of any analysis undertaken (e.g., inquiries to
establish the background and purpose of complex, unusual large transactions), for at least five years after the
business relationship is ended, or after the date of the occasional transaction.
Financial institutions should be required by law to maintain records on transactions and information obtained
through the CDD measures.
The CDD information and the transaction records should be available to domestic competent authorities upon
appropriate authority.
ADDITIONAL MEASURES FOR SPECIFIC CUSTOMERS AND ACTIVITIES
12. Politically exposed persons:

Financial institutions should be required, about foreign politically exposed persons (PEPs) (whether a customer or
beneficial owner), in addition to performing normal customer diligence measures, to:
(a) have appropriate risk-management systems to determine whether the customer or the beneficial owner is a
politically exposed person;
(b) obtain senior management approval for establishing (or continuing, for existing customers) such business
relationships;
(c) take reasonable measures to establish the source of wealth and source of funds; and conduct enhanced ongoing
monitoring of the business relationship.

Financial institutions should be required to take reasonable measures to determine whether a customer or beneficial
owner is a domestic PEP or a person who is or has been entrusted with a prominent function by an international
organisation. In cases of a higher-risk business relationship with such persons, financial institutions should be
required to apply the measures referred to in paragraphs B, C and D.
The requirements for all types of PEP should also apply to family members or close associates of such PEPs.
13. Correspondent banking:

Financial institutions should be required, about cross-border correspondent banking and other similar relationships,
in addition to performing normal customer due diligence measures, to:
(a) Gather sufficient information about a respondent institution to understand fully the nature of the respondent’s
business and to determine from publicly available information the reputation of the institution and the quality
of supervision, including whether it has been subject to a money laundering or terrorist financing investigation
or regulatory action;
(b) Assess the respondent institution’s AML/CFT controls;
(c) Obtain approval from senior management before establishing a news correspondent relationship;
(d) Clearly understand the respective responsibilities of each institution; and
(e) Concerning “payable-through accounts”, be satisfied that the respondent bank has conducted CDD on the
customers having direct access to accounts of the correspondent bank and that it can provide relevant CDD
information upon request to the correspondent bank.
Financial institutions should be prohibited from entering into, or continuing, a correspondent banking relationship
with shell banks. Financial institutions should be required to satisfy themselves that respondent institutions do not
permit their accounts to be used by shell banks.
14. Money or value transfer services:

Countries should take measures to ensure that natural or legal persons that provide money or value transfer services
(MVTS) are licensed or registered and subject to effective systems for monitoring and ensuring compliance with
the relevant measures called for in the FATF Recommendations. Countries should take action to identify natural or
legal persons that carry out MVTS without a license or registration and to apply appropriate sanctions.
Any natural or legal person working as an agent should also be licensed or registered by a competent authority or
the MVTS provider should maintain a current list of its agents accessible by competent authorities in the countries
in which the MVTS provider and its agents operate. Countries should take measures to ensure that MVTS providers
that use agents include them in their AML/CFT programs and monitor them for compliance with these programs.
15. New technologies:

Countries and financial institutions should identify and assess the money laundering or terrorist financing risks
that may arise about: (a) the development of new products and new business practices, including new delivery
mechanisms, and (b) the use of new or developing technologies for both new and pre-existing products. In the
case of financial institutions, such a risk assessment should take place before the launch of new products, business
practices, or the use of new or developing technologies. They should take appropriate measures to manage and
mitigate those risks.
To manage and mitigate the risks emerging from virtual assets, countries should ensure that virtual asset service
providers are regulated for AML/CFT purposes and licensed or registered and subject to effective systems for
monitoring and ensuring compliance with the relevant measures called for in the FATF Recommendations.

16. Wire transfers:

Countries should ensure that financial institutions include required and accurate originator information, and
required beneficiary information, on wire transfers and related messages, and that the information remains with the
wire transfer or related message throughout the payment chain.
Countries should ensure that financial institutions monitor wire transfers for detecting those that lack required
originator and/or beneficiary information, and take appropriate measures.
Countries should ensure that, in the context of processing wire transfers, financial institutions take freezing action
and should prohibit conducting transactions with designated persons and entities, as per the obligations set out in the
relevant United Nations Security Council resolutions, such as resolution 1267 (1999) and its successor resolutions,
and resolution 1373 (2001), relating to the prevention and suppression of terrorism and terrorist financing.
RELIANCE, CONTROLS, AND FINANCIAL GROUPS
17. Reliance on third parties:

Countries may permit financial institutions to rely on third parties to perform elements (a)-(c) of the CDD measures
set out in Recommendation 10 or to introduce business, provided that the criteria set out below are met. Where such
reliance is permitted, the ultimate responsibility for CDD measures remains with the financial institution relying
on the third party.
The criteria that should be met are as follows:
(a) A financial institution relying upon a third party should immediately obtain the necessary information
concerning elements (a)-(c) of the CDD measures set out in Recommendation 10.
(b) Financial institutions should take adequate steps to satisfy themselves that copies of identification data and
other relevant documentation relating to the CDD requirements will be made available from the third party
upon request without delay.
(c) The financial institution should satisfy itself that the third party is regulated, supervised, or monitored, and has
measures in place for compliance with, CDD and recordkeeping requirements in line with Recommendations
10 and 11.
(d) When determining in which countries the third party that meets the conditions can be based, countries should
have regard to information available on the level of country risk.
When a financial institution relies on a third party that is part of the same financial group, and (i) that group applies
CDD and record-keeping requirements, in line with Recommendations 10, 11, and 12, and programs against money
laundering and terrorist financing, by Recommendation 18; and (ii) where the effective implementation of those
CDD and record-keeping requirements and AML/CFT programs are supervised at a group level by a competent
authority, then relevant competent authorities may consider that the financial institution applies measures under (b)
and (c) above through its group program, and may decide that (d) is not a necessary precondition to reliance when
higher country risk is adequately mitigated by the group AML/CFT policies.
18. Internal controls and foreign branches and subsidiaries:

Financial institutions should be required to implement programs against money laundering and terrorist financing.
Financial groups should be required to implement group-wide programs against money laundering and terrorist
financing, including policies and procedures for sharing information within the group for AML/CFT purposes.
Financial institutions should be required to ensure that their foreign branches and majority-owned subsidiaries
apply AML/CFT measures consistent with the home country’s requirements in implementing the FATF
Recommendations through the financial groups’ programs against money laundering and terrorist financing.

19. Higher-risk countries:

Financial institutions should be required to apply enhanced due diligence measures to business relationships and
transactions with natural and legal persons, and financial institutions, from countries for which this is called for by
the FATF. The type of enhanced due diligence measures applied should be effective and proportionate to the risks.
Countries should be able to apply appropriate countermeasures when called upon to do so by the FATF. Countries
should also be able to apply countermeasures independently of any call by the FATF to do so. Such countermeasures
should be effective and proportionate to the risks.
REPORTING OF SUSPICIOUS TRANSACTIONS

20. Reporting of suspicious transactions:
If a financial institution suspects or has reasonable grounds to suspect that funds are the proceeds of criminal
activity, or are related to terrorist financing, it should be required, by law, to report promptly its suspicions to the
financial intelligence unit (FIU).
21. Tipping-off and confidentiality:
Financial institutions, their directors, officers, and employees should be:
(a) protected by law from criminal and civil liability for breach of any restriction on disclosure of information
imposed by contract or by any legislative, regulatory or administrative provision, if they report their suspicions
in good faith to the FIU, even if they did not know precisely what the underlying criminal activity was, and
regardless of whether the illegal activity occurred; and
(b) prohibited by law from disclosing (“tipping-off”) the fact that a suspicious transaction report (STR) or related
information is being filed with the FIU. These provisions are not intended to inhibit information sharing under
Recommendation 18.
DESIGNATED NON-FINANCIAL BUSINESSES AND PROFESSIONS

22. DNFBPs: customer due diligence:
The customer due diligence and record-keeping requirements set out in Recommendations 10, 11, 12, 15, and 17,
apply to designated non-financial businesses and professions (DNFBPs) in the following situations:
(a) Casinos- when customers engage in financial transactions equal to or above the applicable designated
threshold.
(b) Real estate agents- when they are involved in transactions for their clients concerning the buying and selling
of real estate.
(c) Dealers in precious metals and dealers in precious stones- when they engage in any cash transaction with a
customer equal to or above the applicable designated threshold.
(d) Lawyers, notaries, other independent legal professionals, and accountants – when they prepare for or carry out
transactions for their clients concerning the following activities:
� Buying and selling of real estate;
� Managing client money, securities, or other assets;
� Management of the bank, savings, or securities accounts;
� The organisation of contributions for the creation, operation, or management of companies;
� Creation, operation, or management of legal persons or arrangements, and buying and selling of business
entities.

(e) Trust and company service providers – when they prepare for or carry out transactions for a client concerning
the following activities:
� Acting as a formation agent of legal persons;
� Acting as (or arranging for another person to act as) a director or secretary of a company, a partner of a
partnership, or a similar position to other legal persons;
� Providing a registered office, business address, accommodation, correspondence, or administrative
address for a company, a partnership, or any other legal person or arrangement;
� Acting as (or arranging for another person to act as) a trustee of an express trust or performing the
equivalent function for another form of legal arrangement;
� Acting as (or arranging for another person to act as) a nominee shareholder for another person.
23. DNFBPs: Other measures:
The requirements set out in Recommendations 18 to 21 apply to all designated non-financial businesses and
professions, subject to the following qualifications:
(a) Lawyers, notaries, other independent legal professionals, and accountants should be required to report
suspicious transactions when, on behalf of or for a client, they engage in a financial transaction about the
activities described in paragraph (d) of recommendation 22. Countries are strongly encouraged to extend the
reporting requirement for the rest of the professional activities of accountants, including auditing.
(b) Dealers in precious metals and dealers in precious stones should be required to report suspicious transactions
when they engage in any cash transaction with a customer equal to or above the applicable designated
threshold.
(c) Trust and company service providers should be required to report suspicious transactions for a client when,
on behalf of or for a client, they engage in a transaction about the activities referred to in paragraph (e) of
Recommendation 22.
E. TRANSPARENCY AND BENEFICIAL OWNERSHIP OF LEGAL PERSONS AND ARRANGEMENTS

24. Transparency and beneficial ownership of legal persons:
Countries should assess the risks of misuse of legal persons for money laundering or terrorist financing, and
take measures to prevent their misuse. Countries should ensure that there is adequate, accurate, and up-to-date
information on the beneficial ownership and control of legal persons that can be obtained or accessed rapidly and
efficiently by competent authorities, through either a register of beneficial ownership or an alternative mechanism.
Countries should not permit legal persons to issue new bearer shares or bearer share warrants and take measures to
prevent the misuse of existing bearer shares and bearer share warrants. Countries should take effective measures
to ensure that nominee shareholders and directors are not misused for money laundering or terrorist financing.
Countries should consider facilitating access to beneficial ownership and control information by financial
institutions and DNFBPs undertaking the requirements set out in Recommendations 10 and 22.
25. Transparency and beneficial ownership of legal arrangements:
Countries should take measures to prevent the misuse of legal arrangements for money laundering or terrorist
financing. In particular, countries should ensure that it is adequate, accurate, and timely information on express
trusts, including information on the settlor, trustee and beneficiaries, that can be obtained or accessed in a timely
fashion by competent authorities.
Countries should consider measures to facilitate access to beneficial ownership and control information by financial
institutions and DNFBPs undertaking the requirements set out in Recommendations 10 and 22.

F. P
OWERS AND RESPONSIBILITIES OF COMPETENT AUTHORITIES, AND OTHER
INSTITUTIONAL MEASURES REGULATION AND SUPERVISION
26. Regulation and supervision of financial institutions:
Countries should ensure that financial institutions are subject to adequate regulation and supervision and are
effectively implementing the FATF Recommendations. Competent authorities or financial supervisors should
take the necessary legal or regulatory measures to prevent criminals or their associates from holding, or being
the beneficial owner of, a significant or controlling interest, or holding a management function in, a financial
institution. Countries should not approve the establishment, or continued operation, of shell banks.
For financial institutions subject to the Core Principles, the regulatory and supervisory measures that apply for
prudential purposes, and which are also relevant to money laundering and terrorist financing, should apply similarly
for AML/CFT purposes. This should include applying consolidated group supervision for AML/CFT purposes.
Other financial institutions should be licensed or registered and adequately regulated, and subject to supervision
or monitoring for AML/CFT purposes, having regard to the risk of money laundering or terrorist financing in
that sector. At a minimum, where financial institutions provide a service of money or value transfer, or of money
or currency changing, they should be licensed or registered, and subject to effective systems for monitoring and
ensuring compliance with national AML/CFT requirements.
27. Powers of supervisors:
Supervisors should have adequate powers to supervise or monitor, and ensure compliance by, financial institutions
with requirements to combat money laundering and terrorist financing, including the authority to conduct
inspections. They should be authorized to compel the production of any information from financial institutions that
is relevant to monitoring such compliance and to impose sanctions, in line with Recommendation 35, for failure to
comply with such requirements. Supervisors should have powers to impose a range of disciplinary and financial
sanctions, including the power to withdraw, restrict or suspend the financial institution’s license, where applicable.
28. Regulation and supervision of DNFBPs:
Designated non-financial businesses and professions should be subject to regulatory and supervisory measures as
set out below.
(a) Casinos should be subject to a comprehensive regulatory and supervisory regime that ensures that they have
effectively implemented the necessary AML/CFT measures. At a minimum:
� Casinos should be licensed;
� Competent authorities should take the necessary legal or regulatory measures to prevent criminals or their
associates from holding, or being the beneficial owner of, a significant or controlling interest, holding a
management function in, or being an operator of, a casino; and
� Competent authorities should ensure that casinos are effectively supervised for compliance with AML/
CFT requirements.
(b) Countries should ensure that the other categories of DNFBPs are subject to effective systems for monitoring
and ensuring compliance with AML/CFT requirements. This should be performed on a risk-sensitive basis.
This may be performed by: (a) a supervisor or (b) by an appropriate self-regulatory body (SRB), provided
that such a body can ensure that its members comply with their obligations to combat money laundering and
terrorist financing.
The supervisor or SRB should also: (a) take the necessary measures to prevent criminals or their associates from
being professionally accredited, holding or being the beneficial owner of a significant or controlling interest, or
holding a management function, e.g., through evaluating persons based on a “fit and proper” test; and (b) have

effective, proportionate, and dissuasive sanctions in line with Recommendation 35 available to deal with failure to
comply with AML/CFT requirements.
OPERATIONAL AND LAW ENFORCEMENT

29. Financial intelligence units:
Countries should establish a financial intelligence unit (FIU) that serves as a national center for the receipt and
analysis of: (a) suspicious transaction reports; and (b) other information relevant to money laundering, associated
predicate offences, terrorist financing, and for the dissemination of the results of that analysis. The FIU should
be able to obtain additional information from reporting entities and should have access on a timely basis to the
financial, administrative, and law enforcement information that it requires to undertake its functions properly.
30. Responsibilities of law enforcement and investigative authorities:
Countries should ensure that designated law enforcement authorities have responsibility for money laundering
and terrorist financing investigations within the framework of national AML/CFT policies. At least in all cases
related to major proceeds-generating offences, these designated law enforcement authorities should develop a pro-
active parallel financial investigation when pursuing money laundering, associated predicate offences, and terrorist
financing. This should include cases where the associated predicate offence occurs outside their jurisdictions.
Countries should ensure that competent authorities have responsibility for expeditiously identifying, tracing, and
initiating actions to freeze and seize property that is, or may become, subject to confiscation, or is suspected of
being proceeds of crime. Countries should also make use, when necessary, of permanent or temporary multi-
disciplinary groups specialized in financial or asset investigations. Countries should ensure that, when necessary,
cooperative investigations with appropriate competent authorities in other countries take place.
31. Powers of law enforcement and investigative authorities:
When conducting investigations of money laundering, associated predicate offences, and terrorist financing,
competent authorities should be able to obtain access to all necessary documents and information for use in those
investigations, prosecutions, and, related actions. This should include powers to use compulsory measures for the
production of records held by financial institutions, DNFBPs, and other natural or legal persons, for the search of
persons and premises, for taking witness statements, and for the seizure and obtaining of evidence.
Countries should ensure that competent authorities conducting investigations can use a wide range of investigative
techniques suitable for the investigation of money laundering, associated predicate offences, and terrorist financing.
These investigative techniques include undercover operations, intercepting communications, accessing computer
systems, and controlled delivery. In addition, countries should have effective mechanisms in place to identify,
promptly, whether natural or legal persons hold or control accounts. They should also have mechanisms to ensure
that competent authorities have a process to identify assets without prior notification to the owner. When conducting
investigations of money laundering, associated predicate offences, and terrorist financing, competent authorities
should be able to ask for all relevant information held by the FIU.
32. Cash couriers:
Countries should have measures in place to detect the physical cross-border transportation of currency and bearer
negotiable instruments, including through a declaration system and/or disclosure system.
Countries should ensure that their competent authorities have the legal authority to stop or restrain currency or
bearer negotiable instruments that are suspected to be related to terrorist financing, money laundering, or predicate
offences, or that are falsely declared or disclosed. Countries should ensure that effective, proportionate, and
dissuasive sanctions are available to deal with persons who make a false declaration(s) or disclosure(s). In cases
where the currency or bearer negotiable instruments are related to terrorist financing, money laundering, or predicate

offences, countries should also adopt measures, including legislative ones consistent with Recommendation 4,
which would enable the confiscation of such currency or instruments.
GENERAL REQUIREMENTS:
33. Statistics:
Countries should maintain comprehensive statistics on matters relevant to the effectiveness and efficiency of their
AML/CFT systems. This should include statistics on the STRs received and disseminated; on money laundering
and terrorist financing investigations, prosecutions, and convictions; on property frozen, seized, and confiscated;
and on mutual legal assistance or other international requests for cooperation.
34. Guidance and feedback:
The competent authorities, supervisors, and SRBs should establish guidelines, and provide feedback, which will
assist financial institutions and designated non-financial businesses and professions in applying national measures
to combat money laundering and terrorist financing, and, in particular, in detecting and reporting suspicious
transactions.
SANCTIONS:
35. Sanctions:
Countries should ensure that there is a range of effective, proportionate, and dissuasive sanctions, whether criminal,
civil, or administrative, available to deal with natural or legal persons covered by Recommendations 6, and 8 to
23, that fail to comply with AML/CFT requirements. Sanctions should apply not only to financial institutions and
DNFBPs but also, to their directors and senior management.
G. INTERNATIONAL COOPERATION:
36. International instruments:
Countries should take immediate steps to become a party to and implement fully the Vienna Convention, 1988; the
Palermo Convention, 2000; the United Nations Convention against Corruption, 2003; and the Terrorist Financing
Convention, 1999. Where applicable, countries are also encouraged to ratify and implement other relevant
international conventions, such as the Council of Europe Convention on Cybercrime, 2001; the Inter-American
Convention against Terrorism, 2002; and the Council of Europe Convention on Laundering, Search, Seizure and
Confiscation of the Proceeds from Crime and on the Financing of Terrorism, 2005.
37. Mutual legal assistance:
Countries should rapidly, constructively, and effectively provide the widest possible range of mutual legal assistance
regarding money laundering, associated predicate offences, and terrorist financing investigations, prosecutions,
and related proceedings. Countries should have an adequate legal basis for assisting and, where appropriate, should
have in place treaties, arrangements, or other mechanisms to enhance cooperation. In particular, countries should:
(a) Not prohibit, or place unreasonable or unduly restrictive conditions on, the provision of mutual legal assistance.
(b) Ensure that they have clear and efficient processes for the timely prioritization and execution of mutual legal
assistance requests. Countries should use a central authority, or another established official mechanism, for
effective transmission and execution of requests. To monitor progress on requests, a case management system
should be maintained.
(c) Not refuse to execute a request for mutual legal assistance on the sole ground that the offecse is also considered
to involve fiscal matters. Do not refuse to execute a request for mutual legal assistance because laws require

financial institutions or DNFBPs to maintain secrecy or confidentiality (except where the relevant information
that is sought is held in circumstances where legal, a professional privilege or legal professional secrecy
applies).
(d) Maintain the confidentiality of mutual legal assistance requests they receive and the information contained in
them, subject to fundamental principles of domestic law, to protect the integrity of the investigation or inquiry.
If the requested country cannot comply with the requirement of confidentiality, it should promptly inform the
requesting country.
Countries should render mutual legal assistance, not withstanding the absence of dual criminality, if the assistance
does not involve coercive actions. Countries should consider adopting such measures as may be necessary to
enable them to provide a wide scope of assistance in the absence of dual criminality.
Where dual criminality is required for mutual legal assistance, that requirement should be deemed to be satisfied
regardless of whether both countries place the offence within the same category of offence, or denominate the
offence by the same terminology, provided that both countries criminalize the conduct underlying the offence.
Countries should ensure that the powers and investigative techniques required under Recommendation 31, and any
other powers and investigative techniques available to their competent authorities:
(a) All those relating to the production, search, and seizure of information, documents, or evidence (including
financial records) from financial institutions or other persons, and the taking of witness statements; and
(b) A broad range of other powers and investigative techniques;
are also available for use in response to requests for mutual legal assistance, and, if consistent with their domestic
framework, in response to direct requests from foreign judicial or law enforcement authorities to domestic
counterparts.
To avoid conflicts of jurisdiction, consideration should be given to devising and applying mechanisms for
determining the best venue for prosecution of defendants in the interests of justice in cases that are subject to
prosecution in more than one country.
Countries should, when making mutual legal assistance requests, make their best efforts to provide complete
factual and legal information that will allow for timely and efficient execution of requests, including any need for
urgency, and should send requests using expeditious means.
Countries should, before sending requests, make their best efforts to ascertain the legal requirements and formalities
to obtain assistance.
The authorities responsible for mutual legal assistance (e.g. a Central Authority) should be provided with adequate
financial, human, and technical resources. Countries should have in place processes to ensure that the staff of such
authorities maintain high professional standards, including standards concerning confidentiality, and should be of
high integrity and be appropriately skilled.
38. Mutual legal assistance: freezing and confiscation:

Countries should ensure that they have the authority to take expeditious action in response to requests by foreign
countries to identify, freeze, seize and confiscate property laundered; proceeds from money laundering, predicate
offences, and terrorist financing; instrumentalities used in, or intended for use in, the commission of these offences;
or property of the corresponding value. This authority should include being able to respond to requests made based
on non-conviction-based confiscation proceedings and related provisional measures unless this is inconsistent with
fundamental principles of their domestic law. Countries should also have effective mechanisms for managing such
property, instrumentalities, or a property of corresponding value, and arrangements for coordinating seizure and
confiscation proceedings, which should include the sharing of confiscated assets.

39. Extradition:
Countries should constructively and effectively execute extradition requests in a relation to money laundering and
terrorist financing, without undue delay. Countries should also take all possible measures to ensure that they do not
provide safe havens for individuals charged with the financing of terrorism, terrorist acts, or terrorist organisations.
In particular, countries should:
(a) Ensure money laundering and terrorist financing are extraditable offences;
(b) Ensure that they have clear and efficient processes for the timely execution of extradition requests including
prioritization where appropriate. To monitor the progress of requests a case management system should be
maintained;
(c) Not place unreasonable or unduly restrictive conditions on the execution of requests; and
(d) Ensure they have an adequate legal framework for extradition.
Each country should either extradite its nationals or, where a country does not do so solely on the grounds of
nationality, that country should, at the request of the country seeking extradition, submit the case, without undue
delay, to its competent authorities for prosecution of the offences outlined in the request. Those authorities should
take their decision and conduct their proceedings in the same manner as in the case of any other offence of a
serious nature under the domestic law of that country. The countries concerned should cooperate, in particular on
procedural and evidentiary aspects, to ensure the efficiency of such prosecutions.
Where dual criminality is required for extradition, that requirement should be deemed to be satisfied regardless of
whether both countries place the offence within the same category of offence, or denominate the offence by the
same terminology, provided that both countries criminalize the conduct underlying the offence.
Consistent with fundamental principles of domestic law, countries should have simplified extradition mechanisms,
such as allowing direct transmission of requests for provisional arrests between appropriate authorities, extraditing
persons based only on warrants of arrest or judgments, or introducing simplified extradition of consenting persons
who waive formal extradition proceedings. The authorities responsible for extradition should be provided with
adequate financial, human, and technical resources. Countries should have in place processes to ensure that the
staff of such authorities maintain high professional standards, including standards concerning confidentiality, and
should be of high integrity and be appropriately skilled.
40. Other forms of international cooperation:

Countries should ensure that their competent authorities can rapidly, constructively, and effectively provide the
widest range of international cooperation about money laundering, associated predicate offences, and terrorist
financing. Countries should do so both spontaneously and upon request, and there should be a lawful basis for
providing cooperation.
Countries should authorize their competent authorities to use the most efficient means to cooperate. Should a
competent authority need bilateral or multilateral agreements or arrangements, such as a Memorandum of
Understanding (MOU), these should be negotiated and signed in a timely way with the widest range of foreign
counterparts.
Competent authorities should use clear channels or mechanisms for the effective transmission and execution
of requests for information or other types of assistance. Competent authorities should have clear and efficient
processes for the prioritization and timely execution of requests, and for safeguarding the information received.
Note: Interpretive Notes to the FATF Recommendations are mentioned in The FATF Recommendations on
“International Standard on Combating Money Laundering and the Financing of Terrorism & Proliferation” updated
March 2022 – Page No: 31 to 115).

Guidance for a Risk-based Approach for
the Accounting Profession 18.2
(Note: Sl. No.60 to Sl. No.209 of Guidance for a Risk-Based Approach – Accounting Profession of FATF document
(2019) deals with Guidance for a Risk-Based Approach for Accounting Profession – Refer FATF Document for
detailed REGULATIONS).
Acronyms:
AML/CFT: Anti-money laundering/Countering the financing of terrorism
CDD: Client due diligence
DNFBP: Designated non-financial businesses and professions
FATF: Financial Action Task Force
FIU: Financial intelligence unit
INR: Interpretive Note to Recommendation
ML: Money laundering
NRA: National Risk Assessment
PEP: Politically Exposed Person
R: Recommendation
RBA: Risk-based approach
SRB: Self-regulatory body
STR: Suspicious transaction report
TCSP: Trust and company service providers
TF: Terrorist financing
Risk identification and assessment:

60. Accountants should take appropriate steps to identify and assess the risk firmwide, given their particular client
base, that they could be used for ML/TF. This is usually performed as part of the overall client and engagement
acceptance processes. They should document those assessments, keep these assessments up to date, and have
appropriate mechanisms to provide risk assessment information to competent authorities and supervisors. The
nature and extent of any assessment of ML/TF risks should be appropriate to the type of business, nature of clients,
and size of operations.

61. ML/TF risks can be organized into three categories: (a) country/geographic risk, (b) client risk, and (c)
transaction/service and associated delivery channel risk. The risks and red flags listed in each category are not
exhaustive but provide a starting point for accountants to use when designing their RBA.
62. When assessing risk, accountants should consider all the relevant risk factors before determining the level
of overall risk and the appropriate level of mitigation to be applied. Such risk assessment may well be informed
by findings of the NRA, the supranational risk assessments, sectoral reports conducted by competent authorities
on ML/TF risks that are inherent in the accounting services/sector, risk reports in other jurisdictions where the
accountant is based in, and any other information which may be relevant to assess the risk level particular to
their practice. For example, press articles and other widely available public information highlighting issues that
may have arisen in particular jurisdictions. Accountants may well also draw references to FATF Guidance on
indicators and risk factors. During a client relationship, procedures for ongoing monitoring and review of the
client’s risk profile are also important. Competent authorities should consider how they can best alert accountants
to the findings of any national risk assessments, supranational risk assessments, and any other information which
may be relevant to assessing the risk level particular to accounting practice in the relevant country.
63. Due to the nature of services that an accountant generally provides, automated transaction monitoring systems
of the type used by financial institutions will not be appropriate for most accountants. There may be some scope
to use artificial intelligence and analytical tools in an audit context to spot unusual transactions. The accountant’s
knowledge of the client and its business will develop throughout a longer-term and interactive professional
relationship (in some cases, such relationships may exist for short-term clients as well, e.g., for property
transactions). However, although individual accountants are not expected to investigate their client’s affairs, they
may be well-positioned to identify and detect changes in the type of work or the nature of the client’s activities in
the course of the business relationships. Accountants will also need to consider the nature of the risks presented by
short-term client relationships that may inherently, but not necessarily be low risk (e.g., one-off client relationship).
Accountants should also be mindful of the subject matter of the professional services (the engagement) being
sought by an existing or potential client and the related risks.
64. Identification of the ML/TF risks associated with certain clients or categories of clients, and certain types of
work will allow accountants to determine and implement reasonable and proportionate measures and controls
to mitigate such risks. The risks and appropriate measures will depend on the nature of the accountant’s role
and involvement. Circumstances may vary considerably between professionals who represent clients on a single
transaction and those involved in a long-term advisory relationship.
65. The amount and degree of ongoing monitoring and review will depend on the nature and frequency of the
relationship, along with the comprehensive assessment of client/transactional risk. An accountant may also have
to adjust the risk assessment of a particular client based upon information received from a designated competent
authority, SRB, or other credible sources (including a referring accountant).
66. Accountants may assess ML/TF risks by applying various categories. This provides a strategy for managing
potential risks by enabling accountants, where required, to subject each client to reasonable and proportionate risk
assessment.
67. The weight given to these risk categories (individually or in combination) in assessing the overall risk of
potential ML/TF may vary given the size, sophistication, nature, and scope of services provided by the accountant
and/or firm. These criteria, however, should be considered holistically and not in isolation. Accountants, based
on their practices and reasonable judgments, will need to independently assess the weight to be given to each risk
factor.
68. Although there is no universally accepted set of risk categories, the examples provided in this Guidance are the
most commonly identified risk categories. There is no single methodology to apply these risk categories, and the
application of these risk categories is intended to provide a suggested framework for approaching the assessment

and management of potential ML/TF risks. For smaller firms and sole practitioners, it is advisable to look at the
services they offer (e.g., providing company management services may entail greater risk than other services).
69. Criminals use a range of techniques and mechanisms to obscure the beneficial ownership of assets and
transactions. Many of the common mechanisms/techniques have been compiled by FATF in previous studies,
including the 2014 FATF Guidance on Transparency and Beneficial Ownership and the 2018 Joint FATF and
Egmont Group Report on Concealment of Beneficial Ownership. Accountants may refer to the studies for more
details on the use of obscuring techniques and relevant case studies.
70. A practical starting point for accounting firms (especially smaller firms) and accountants (especially sole
practitioners) would be to take the following approach. Many of these elements are critical to satisfying other
obligations owed to clients, such as fiduciary duties, and as part of their general regulatory obligations:
(a) Client acceptance and know your client policies: Identify the client (and its beneficial owners where
appropriate) and the true “beneficiaries” of the transaction. Obtain an understanding of the source of funds
and source of wealth (The source of funds and the source of wealth are relevant to determining a client’s risk
profile). The source of funds is the activity that generates the funds for a client (e.g., salary, trading revenues,
or payments out of a trust), while the source of wealth describes the activities that have generated the total
net worth of a client (e.g., ownership of a business, inheritance, or investments). While these may be the
same for some clients, they may be partially or entirely different for other clients. For example, a PEP who
receives a modest official salary, but who has substantial funds, without any apparent business interests or
inheritance, might raise suspicions of bribery, corruption, or misuse of position. Under the RBA, accountants
should satisfy themselves that adequate information is available to assess a client’s source of funds and source
of wealth as legitimate with a degree of certainty that is proportionate to the risk profile of the client, where
required, its owners, and the purpose of the transaction.
(b) Engagement acceptance policies: Understand the nature of the work. Accountants should know the exact
nature of the service that they are providing and have an understanding of how that work could facilitate the
movement or obscure the proceeds of crime. Where an accountant does not have the requisite expertise, the
accountant should not undertake the work.
(c) Understand the commercial or personal rationale for the work: Accountants need to be reasonably satisfied
that there is a commercial or personal rationale for the work undertaken. Accountants however are not obliged
to objectively assess the commercial or personal rationale if it appears reasonable and genuine.
(d) Be attentive to red-flag indicators: Exercise vigilance in identifying and then carefully reviewing aspects
of the transaction if there are reasonable grounds to suspect that funds are the proceeds of criminal activity,
or related to terrorist financing. These cases would trigger reporting obligations. Documenting the thought
process by having an action plan may be a viable option to assist in interpreting/assessing red flags/indicators
of suspicion.
(e) Then consider what action if any, needs to be taken.
(f) The outcomes of the above action (i.e., the comprehensive risk assessment of a particular client/transaction)
will dictate the level and nature of the evidence/documentation collated under a firm’s CDD/EDD procedures
(including evidence of source of wealth or funds).
(g) Accountants should adequately document and record steps taken under (a) to (e).
Country/Geographic risk:
71. A client may be at higher risk when features of their business are connected to a higher risk country as regards:
(a) the origin or current location of the source of wealth or funds;
(b) where the services are provided;

(c) the client’s country of incorporation or domicile;

(d) the location of the client’s major operations;
(e) the beneficial owner’s country of domicile; or
(f) target company’s country of incorporation and location of major operations (for potential acquisitions).
72. There is no universally agreed definition of a higher risk country or geographic area but accountants should pay
attention to those countries that are:
(a) Countries/areas identified by credible sources (“Credible sources” refers to information that is produced by
reputable and universally recognised international organisations and other bodies that make such information
publicly and widely available. In addition to the FATF and FATF-style regional bodies, such sources may
include, but are not limited to, supra-national or international bodies such as the International Monetary Fund,
the World Bank, and the Egmont Group of Financial Intelligence Units.) as providing funding or support for
terrorist activities or that have designated terrorist organisations operating within them.
(b) Countries identified by credible sources as having significant levels of organized crime, corruption, or other
criminal activity, including source or transit countries for illegal drugs, human trafficking, smuggling, and
illegal gambling.
(c) Countries subject to sanctions, embargoes, or similar measures issued by international organisations such as
the United Nations.
(d) Countries identified by credible sources as having weak governance, law enforcement, and regulatory regimes,
including countries identified by FATF statements as having weak AML/CFT regimes, about which financial
institutions (as well as DNFBPs) should give special attention to business relationships and transactions.
(e) Countries identified by credible sources to be uncooperative in providing beneficial ownership information to
competent authorities, a determination of which may be established from reviewing FATF mutual evaluation
reports or reports by organisations that also consider various co-operation levels such as the OECD Global
Forum reports on compliance with international tax transparency standards.
Client Risk:
73. The key risk factors that accountants should consider are:
(a) The firm’s client base includes industries or sectors where opportunities for ML/TF are particularly prevalent.
(b) The firm’s clients include PEPs or persons closely associated with or related to PEPs, who are considered
higher risk clients (Please refer to the FATF Guidance (2013) on politically-exposed persons for further
guidance on how to identify PEPs).
Box 2
Particular considerations for PEPs and source of funds and wealth: If an accountant is advising a PEP client,
or where a PEP is the beneficial owner of assets in a transaction, appropriate enhanced CDD is required if a
specified activity under R.22 is involved. Such measures include obtaining senior management (e.g., senior
partner, managing partner, or CEO) approval before establishing a business relationship, taking reasonable
measures to establish the source of wealth and source of funds of clients and beneficial owners identified as
PEPs, and conducting enhanced ongoing monitoring on that relationship.
The source of funds and the source of wealth are relevant to determining a client’s risk profile. The source
of funds is the activity that generates the funds for a client (e.g., salary, trading revenues, or payments out
of a trust). The Source of funds relates directly to the literal origin of funds to be used in a transaction. This
is likely to be a bank account. Generally, this would be evidenced by bank statements or similar. Source of

wealth describes the activities that have generated the total net worth of a client (e.g., ownership of a business,
inheritance, or investments). The Source of wealth is the origin of the accrued body of wealth of an individual.
Understanding the source of wealth is about taking reasonable steps to be satisfied that the funds to be used in
a transaction are not the proceeds of crime.
While the source of funds and wealth may be the same for some clients, they may be partially or entirely
different for other clients. For example, a PEP who receives a modest official salary, but who has substantial
funds, without any apparent business interests or inheritance, might raise suspicions of bribery, corruption,
or misuse of position. Under the RBA, accountants should satisfy themselves that adequate information is
available to assess a client’s source of funds and source of wealth as legitimate with a degree of certainty that
is proportionate to the risk profile of the client.
Relevant factors that influence the extent and nature of CDD include the particular circumstances of a PEP,
PEPs separate business interests and the time those interests prevailed about the public position, whether
the PEP has access to official funds, makes decisions regarding the allocation of public funds or public
procurement contracts, the PEP’s home country, the type of activity that the PEP is instructing the accountant
to perform, whether the PEP is domestic or international, particularly having regard to the services asked for,
and the scrutiny to which the PEP is under in the PEP’s home country.
(c) Clients conducting their business relationship or requesting services in unusual or unconventional
circumstances (as evaluated taking into account all the circumstances of the client’s representation).
(d) Clients where the structure or nature of the entity or relationship makes it difficult to identify promptly the
true beneficial owner or controlling interests or clients attempting to obscure understanding of their business,
ownership, or the nature of their transactions, such as:
(i) Unexplained use of shell and/or shelf companies, front company, legal entities with ownership through
nominee shares or bearer shares, control through nominee and corporate directors, legal persons or legal
arrangements, splitting company incorporation and asset administration over different countries, all
without any apparent legal or legitimate tax, business, economic or other reason.
(ii) Unexplained use of informal arrangements such as family or close associates acting as nominee
shareholders or directors.
(iii) Unusual complexity in control or ownership structures without a clear explanation, where certain
circumstances, structures, geographical locations, international activities, or other factors are not
consistent with the accountants’ understanding of the client’s business and economic purpose.
(e) Client companies that operate a considerable part of their business in or have major subsidiaries in countries
that may pose a higher geographic risk.
(f) Clients that are cash (and/or cash equivalent) intensive businesses. Where such clients are themselves subject
to and regulated for a full range of AML/CFT requirements consistent with the FATF Recommendations, this
will aid to mitigate the risks. These may include, for example:
(i) Money or Value Transfer Services (MVTS) businesses (e.g., remittance houses, currency exchange
houses, Casas de Cambio, Centro’s cambia Rios, remisores de Fondos, bureaux de change, money
transfer agents and banknote traders, or other businesses offering money transfer facilities);
(ii) Operators, brokers, and others providing services in virtual assets;
(iii) Casinos, betting houses, and other gambling-related institutions and activities;
(iv) Dealers in precious metals and stones.

(g) Businesses that while not normally cash-intensive appear to have substantial amounts of cash.
(h) Non-profit or charitable organisations engaging in transactions for which there appears to be no logical
economic purpose or where there appears to be no link between the stated activity of the organisation and the
other parties in the transaction.
(i) Clients using financial intermediaries, financial institutions, or DNFBPs that are not subject to adequate AML/
CFT laws and measures and that are not adequately supervised by competent authorities or SRBs.
(j) Clients who appear to be acting on somebody else’s instructions without disclosure.
(k) Clients who appear to actively and inexplicably avoid face-to-face meetings or who provide instructions
intermittently without legitimate reasons and are otherwise evasive or very difficult to reach when this would
not normally be expected.
(l) Clients who request that transactions be completed in unusually tight or accelerated timeframes without a
reasonable explanation for accelerating the transaction, which would make it difficult or impossible for the
accountants to perform a proper risk assessment.
(m) Clients with previous convictions for crimes that generated proceeds, who instruct accountants (who in turn
know such convictions) to undertake specified activities on their behalf.
(n) Clients who have no address, or multiple addresses without legitimate reasons.
(o) Clients who have funds that are obviously and inexplicably disproportionate to their circumstances (e.g., their
age, income, occupation, or wealth).
(p) Clients who change their settlement or execution instructions without appropriate explanation.
(q) Clients who change their means of payment for a transaction at the last minute and without justification
(or with suspect justification), or where there is an unexplained lack of information or transparency in the
transaction. This risk extends to situations where last-minute changes are made to enable funds to be paid in
from/out to a third party.
(r) Clients who insist, without adequate justification or explanation, that transactions be effected exclusively or
mainly through the use of virtual assets to preserve their anonymity.
(s) Clients who offer to pay unusually high levels of fees for services that would not ordinarily warrant such a
premium. However, bona fide and appropriate contingency fee arrangements, where accountants may receive
a significant premium for a successful provision of their services, should not be considered a risk factor.
(t) Unusually high levels of assets or unusually large transactions compared to what might reasonably be expected
of clients with a similar profile may indicate that a client not otherwise seen as higher risk should be treated
as such.
(u) Where there are certain transactions, structures, geographical location, international activities, or other factors
that are not consistent with the accountants’ understanding of the client’s business or economic situation.
(v) The accountants’ client base includes industries or sectors where opportunities for ML/TF are particularly
prevalent.
(w) Clients who are suspected to be engaged in falsifying activities through the use of false loans, false invoices,
and misleading naming conventions.
(x) The transfer of the seat of a company to another jurisdiction without any genuine economic activity in the
country of destination poses a risk of the creation of shell companies that might be used to obscure beneficial
ownership.

(y) The relationship between employee numbers/structure and the nature of the business is divergent from the
industry norm (e.g., the turnover of a company is unreasonably high considering the number of employees and
assets used compared to similar businesses).
(z) Sudden activity from a previously dormant client without any clear explanation.
(aa) Clients that start or develop an enterprise with an unexpected profile of abnormal business cycles or
clients that enter into new/emerging markets. Organized criminality generally does not have to raise
capital/debt, often making them first into a new market, especially where this market may be retail/
cash-intensive.
(ab) Indicators that the client does not wish to obtain necessary governmental approvals/filings, etc.
(ac) Reason for the client choosing the accountant is unclear, given the firm’s size, location, or specialization.
(ad) Frequent or unexplained change of client’s professional adviser(s) or members of management.
(ae) Client is reluctant to provide all the relevant information or accountants have reasonable grounds to
suspect that the information provided is incorrect or insufficient.
(af) Clients seeking to obtain residents’ rights or citizenship in the country of establishment of the
accountants in exchange for capital transfers, purchase of property or government bonds, or investment
in corporate entities.
74. The clients referred to above may be individuals that are, for example, trying to obscure their business interests
and assets or the clients may be representatives of a company’s senior management who are, for example, trying
to obscure the ownership structure.
Transaction/Service and associated delivery channel risk

75. Services that may be provided by accountants and which (in some circumstances) risk being used to assist
money launderers may include:
(a) Use of pooled client accounts or safe custody of client money or assets without justification.
(b) Situations where advice on the setting up of legal arrangements may be misused to obscure ownership or real
economic purpose (including setting up of trusts, companies or change of name/corporate seat, or establishing
complex group structures). This might include advising about a discretionary trust that gives the trustee
discretionary power to name a class of beneficiaries that does not include the real beneficiary (e.g. naming a
charity as the sole discretionary beneficiary initially to add the real beneficiaries at a later stage). It might also
include situations where a trust is set up to manage shares in a company to make it more difficult to determine
the beneficiaries of assets managed by the trust.
(c) In the case of an express trust, and unexplained (where an explanation is warranted) nature of classes of
beneficiaries and acting as trustees of such a trust.
(d) Services where accountants may in practice represent or assure the client’s standing, reputation, and credibility
to third parties, without a commensurate knowledge of the client’s affairs.
(e) Services that are capable of concealing beneficial ownership from competent authorities.
(f) Services requested by the client for which the accountant does not have expertise except where the accountant
is referring the request to an appropriately trained professional for advice.
(g) Non-cash wire transfers through the use of many inter-company transfers within the group to disguise the
audit trail.
(h) Services that rely heavily on new technologies (e.g., initial coin offerings or virtual assets) that may have

inherent vulnerabilities to exploitation by criminals, especially those not regulated for AML/CFT.
(i) Transfer of real estate or other high-value goods or assets between parties in a period that is unusually short
for similar transactions with no apparent legal, tax, business, economic, or other legitimate reason.
(j) Transactions where it is readily apparent to the accountant that there is inadequate consideration, where the
client does not provide legitimate reasons for the transaction.
(k) Administrative arrangements concerning estates where the deceased was known to the accountant as being a
person who had been convicted of proceeds generating crimes.
(l) Services that have deliberately provided or depend upon, more anonymity about the client’s identity or
regarding other participants than is normal under the circumstances and in the experience of the accountant.
(m) Use of virtual assets and other anonymous means of payment and wealth transfer within the transaction
without apparent legal, tax, business, economic, or other legitimate reason.
(n) Transactions using unusual means of payment (e.g., precious metals or stones).
(o) The postponement of a payment for an asset or service delivered immediately to date far from the moment at
which payment would normally be expected to occur, without appropriate assurances that payment will be
made.
(p) Unexplained establishment of unusual conditions/clauses in credit arrangements that do not reflect the
commercial position between the parties and may require accountants to be aware of risks. Arrangements that
may be abused in this way might include unusually short/long amortization periods, interest rates materially
above/below market rates, or unexplained repeated cancellations of promissory notes/mortgages or other
security instruments substantially ahead of the maturity date initially agreed.
(q) Transfers of goods that are inherently difficult to value (e.g., jewels, precious stones, objects of art or antiques,
virtual assets), where this is not common for the type of clients, transaction, or with accountant’s normal
course of business such as a transfer to a corporate entity, or generally without any appropriate explanation.
(r) Successive capital or other contributions in a short period to the same company with no apparent legal, tax,
business, economic, or other legitimate reason.
(s) Acquisitions of businesses in liquidation with no apparent legal, tax, business, economic, or other legitimate
reason.
(t) Power of representation given in unusual conditions (e.g., when it is granted irrevocably or about specific
assets) and the stated reasons for these conditions are unclear or illogical.
(u) Transactions involving closely connected persons and for which the client and/or its financial advisors provide
inconsistent or irrational explanations and are subsequently unwilling or unable to explain by reference to
legal, tax, business, economic, or other legitimate reasons.
(v) Situations where a nominee is being used (e.g., friend or family member is named as the owner of property/
assets where it is clear that the friend or family member is receiving instructions from the beneficial owner)
with no apparent legal, tax, business, economic or other legitimate reason.
(w) Payments received from un-associated or unknown third parties and payments for fees in cash where this
would not be a typical method of payment.
(x) Commercial, private, or real property transactions or services to be carried out by the client with no apparent
legitimate business, economic, tax, family governance, or legal reasons.

(y) Existence of suspicions regarding fraudulent transactions, or transactions that are improperly accounted for.
These might include:
(i) Over or under-invoicing of goods/services.
(ii) Multiple invoicing of the same goods/services.
(iii) Falsely described goods/services – over or under shipments (e.g. false entries on bills of lading).
(iv) Multiple trading of goods/services.
76. About the areas of risk identified above, accountants may also consider the examples of fraud risk factors
listed in International Standard of Auditing 240: The auditor’s responsibilities relating to fraud in an audit of
financial statements (ISA 240) and the examples of conditions and events that may indicate risks of material
misstatement in International Standard of Auditing 315: Identifying and assessing risks of material misstatement
through understanding the entity and its environment (ISA315). Even where the accountant is not performing an
audit, ISA 240 and ISA 315 provide helpful lists of additional red flags.
Variables that may impact an RBA and risk

77. While all accountants should follow robust standards of due diligence to avoid regulator arbitrage, due regard
should be accorded to differences in practices, size, scale, and expertise amongst accountants, as well as the nature
of the clients they serve. As a result, consideration should be given to these factors when creating an RBA that
complies with the existing obligations of accountants.
78. Consideration should also be given to the resources that can be reasonably allocated to implement and manage
an appropriately developed RBA. For example, a sole practitioner would not be expected to devote an equivalent
level of resources as a large firm; rather, the sole practitioner would be expected to develop appropriate systems
and controls and an RBA proportionate to the scope and nature of the practitioner’s practice and its clients. Small
firms serving predominantly locally based and low-risk clients cannot generally be expected to devote a significant
amount of senior personnel’s time to conducting risk assessments. In such cases, it may be more reasonable for sole
practitioners to rely on publicly available records and information supplied by a client for a risk assessment than it
would be for a large firm having a diverse client base with different risk profiles. However, where the source is a
public registry or the client, there is always a potential risk in the correctness of the information. Sole practitioners
and small firms may be regarded by criminals as more of a target for money launderers than large law firms.
Accountants in many jurisdictions and practices are required to conduct both a risk assessment of the general risks
of their practice and all new clients and current clients engaged in one-off specific transactions. The emphasis must
be on following an RBA.
79. A significant factor to consider is whether the client and proposed work would be unusual, risky, or suspicious
for the particular accountant. This factor must always be considered in the context of the accountant’s practice,
as well as the legal, professional, and ethical obligations in the jurisdiction(s) of practice. An accountant’s RBA
methodology may thus take account of risk variables specific to a particular client or type of work. Consistent with
the RBA and proportionality, the presence of one or more of these variables may cause an accountant to conclude
that either enhanced CDD and monitoring are warranted, or conversely that standard CDD and monitoring can
be reduced, modified, or simplified. When reducing, modifying, or simplifying CDD, accountants should always
adhere to the minimum requirements as set out in national legislation. These variables may increase or decrease
the perceived risk posed by a particular client or type of work. While the presence of the specific factors referred
to in paragraphs 71-76 may tend to increase risk, more general client/ engagement-related variables may add to or
mitigate that risk.

80. Examples of factors that may increase risk are:

(a) Unexplained urgency of assistance required.
(b) Unusual sophistication of client, including the complexity of control environment.
(c) Unusual sophistication of transaction/scheme.
(d) The irregularity or duration of the client relationship. One-off engagements involving limited client contact
throughout the relationship may present a higher risk.
81. Examples of factors that may decrease risk are:
(a) Involvement of adequately regulated financial institutions or other DNFBP professionals.
(b) Similar country location of accountants and clients.
(c) Role or oversight of a regulator or multiple regulators.
(d) The regularity or duration of the client relationship. Long-standing relationships involving frequent client
contact and easy flow of information throughout the relationship may present less risk.
(e) Private companies that are transparent and well-known in the public domain.
(f) Accountant’s familiarity with a particular country, including knowledge of and compliance with local laws
and regulations as well as the structure and extent of regulatory oversight.
Documentation of risk assessments:

82. Accountants must always understand their ML/TF risks (for clients, countries, geographic areas, services,
transactions, or delivery channels). They should document those assessments to be able to demonstrate their basis
and exercise due professional care and use compelling good judgment. However, competent authorities or SRBs
may determine that individual documented risk assessments are not required if the specific risks inherent to the
sector are identified and understood.
83. Accountants may fail to satisfy their AML/CFT obligations, for example by relying completely on a checklist
risk assessment where there are other clear indicators of potential illicit activity. Completing risk assessments in a
time-efficient yet comprehensive manner has become more important.
84. Each of these risks could be assessed using indicators such as low risk, medium risk, and/or high risk. A short
explanation of the reasons for each attribution should be included and an overall assessment of risk determined.
An action plan (if required) should then be outlined to accompany the assessment and dated. In assessing the risk
profile of the client at this stage, reference must be made to the relevant targeted financial sanctions lists to confirm
that neither the client nor the beneficial owner is designated and included in any of them.
85. A risk assessment of this kind should not only be carried out for each specific client and service on an individual
basis, but also to assess and document the risks on a firm-wide basis, and to keep risk assessment up-to-date through
monitoring of the client relationship. The written risk assessment should be made accessible to all professionals
having to perform AML/CFT duties.
Risk mitigation:
86. Accountants should have policies, controls, and procedures that enable them to effectively manage and
mitigate the risks that they have identified (or that have been identified by the country). They should monitor the
implementation of those controls and enhance or improve them if they find the controls to be weak or ineffective.
The policies, controls, and procedures should be approved by senior management, and the measures taken to
manage and mitigate the risks (whether higher or lower) should be consistent with national requirements and with

guidance from competent authorities and supervisors. Measures and controls may include:
(a) General training on ML/TF methods and risks relevant to accountants.
(b) Targeted training for increased awareness by the accountants providing specified activities to higher risk
clients or accountants undertaking higher risk work.
(c) Increased or more appropriately targeted CDD or enhanced CDD for higher risk clients/situations that
concentrate on providing a better understanding of the potential source of risk and obtaining the necessary
information to make informed decisions about how to proceed (if the transaction/ business relationship can
be proceeded with). This could include training on when and how to ascertain, evidence, and record source of
wealth and beneficial ownership information if required.
(d) Periodic review of the services offered by the accountant, and the periodic evaluation of the AML/CFT
framework applicable to the accountant and the accountant’s own AML/CFT procedures, to determine
whether the ML/TF risk has increased.
(e) Review client relationships from time to time to determine whether the ML/TF risk has increased.
Initial and ongoing CDD (R.10 and 22):

87. Accountants should design CDD procedures to enable them to establish with reasonable certainty the true
identity of each client and, with an appropriate degree of confidence, know the types of business and transactions
the client is likely to undertake. Accountants should have procedures to:
(a) Identify the client and verify that client’s identity using reliable, independent source documents, data, or
information.
(b) Identify the beneficial owner, and take reasonable measures to verify the identity of the beneficial owner, such
that accountants are satisfied that they know who the beneficial owner is. This should include accountants’
understanding of the ownership and control structure of the client. This is articulated in the following box.
Box 3. Beneficial ownership information obligations (see R.10, R.22, and INR.10)
R.10 sets out the instances where accountants will be required to take steps to identify and verify beneficial
owners, including when there is a suspicion of ML/TF when establishing business relations, or where there
are doubts about the veracity of previously provided information. INR.10 indicates that the purpose of this
requirement is two-fold: first, to prevent the unlawful use of legal persons and arrangements, by gaining a
sufficient understanding of the client to be able to properly assess the potential ML/TF risks associated with
the business relationship; and, second, to take appropriate steps to mitigate the risks. Accountants should have
regard to these purposes when assessing what steps are reasonable to take to verify beneficial ownership,
commensurate with the level of risk. Accountants should also have regard to the AML/CFT 2013 Methodology
Criteria 10.5 and 10.8-10.12.
At the outset of determining beneficial ownership, steps should be taken to identify how the immediate
client can be identified. Accountants can verify the identity of a client by, for example meeting the client in
person and then verifying their identity through the production of a passport/identity card and documentation
confirming his/her address. Accountants can further verify the identity of a client based on documentation or
information obtained from reliable, publicly available sources (which are independent of the client).
A more difficult situation arises where there is a beneficial owner who is not the immediate client (e.g., in the
case of companies and other entities). In such a scenario reasonable steps must be taken so that the accountant
is satisfied with the identity of the beneficial owner and takes reasonable measures to verify the beneficial
owner’s identity. This likely requires taking steps to understand the ownership and control of a separate legal

entity that is the client and may include conducting public searches as well as seeking information directly
from the client.
Accountants will likely need to obtain the following information for a client that is a legal entity:
(a) the name of the company;
(b) the company registration number;
(c) the registered address and/ or principal place of business (if different);
(d) the identity of shareholders and their percentage ownership;
(e) names of the board of directors or senior individuals responsible for the company’s operations;
(f) the law to which the company is subject and its constitution; and
(g) the types of activities and transactions in which the company engages.
To verify the information listed above, accountants may use sources such as the following:
(a) constitutional documents (such as a certificate of incorporation, memorandum, and articles of
incorporation/ association);
(b) details from company registers;
(c) shareholder agreements or other agreements between shareholders concerning control of the legal person;
and
(d) filed audited accounts.
Accountants should adopt an RBA to verify the beneficial owners of an entity. It is often necessary to use a
combination of public sources and to seek further confirmation from the immediate client that information
from public sources is correct and up-to-date or to ask for additional documentation that confirms the
beneficial ownership and company structure. The obligation to identify beneficial ownership does not end
with identifying the first level of ownership but requires reasonable steps to be taken to identify the beneficial
ownership at each level of the corporate structure until an ultimate beneficial owner is identified.
(c) Understand and, as appropriate, obtain information on the purpose and intended nature of the business
relationship.
(d) Conduct ongoing due diligence on the business relationship. Ongoing due diligence ensures that the documents,
data, or information collected under the CDD process are kept up-to-date and relevant by undertaking reviews
of existing records, particularly for higher-risk categories of clients. Undertaking appropriate CDD may also
facilitate the accurate filing of suspicious transaction reports (STRs) to the financial intelligence unit (FIU), or
to respond to requests for information from an FIU and law enforcement agencies.
88. Accountants should design their policies and procedures so that the level of client due diligence addresses
the risk of being used for ML/TF by the client. By the national AML/CFT framework, accountants should design
a ‘standard’ level of CDD for normal risk clients and a reduced or simplified CDD process for low-risk clients.
Simplified CDD measures are not acceptable whenever there is a suspicion of ML/TF or where specific higher-risk
scenarios apply. Enhanced due diligence should be applied to those clients that are assessed as high risk. These
activities may be carried out in conjunction with firms’ normal client acceptance procedures and should take
account of any specific jurisdictional requirements for CDD.
89. In the normal course of their work, accountants are likely to learn more about some aspects of their client,
such as their client’s business or occupation and/or their level and source of income, than other advisors. This

information is likely to help them reassess the ML/TF risk.

90. An RBA means that accountants should perform varying levels of work according to the risk level. For
example, where the client or the owner of the controlling interest is a public company that is subject to regulatory
disclosure requirements, and that information is publicly available, fewer checks may be appropriate. In the case of
trusts, foundations, or similar legal entities where the beneficiaries are distinct from the legal owners of the entity,
it will be necessary to form a reasonable level of knowledge and understanding of the classes and nature of the
beneficiaries; the identities of the settlor, trustees or natural persons exercising effective control; and an indication
of the purpose of the trust. Accountants will need to obtain a reasonable level of comfort that the declared purpose
of the trust is its true purpose.
91. Changes in ownership or control of clients should lead to review or repeat of client identification and verification
procedures. This may be carried out in conjunction with any professional requirements for client continuation
processes.
92. Public information sources may assist with this ongoing review (scrutinizing transactions undertaken throughout
that relationship). The procedures that need to be carried out can vary, by the nature and purpose for which the
entity exists, and the extent to which the underlying ownership differs from apparent ownership by the use of
nominees and complex structures.
93. The following box provides a non-exhaustive list of examples of standard, enhanced, and simplified CDD:
Box 4. Examples of Standard/Simplified/Enhanced CDD measures (see also INR.10)
Standard CDD
� Identifying the client and verifying that client’s identity using reliable, independent source documents, data, or
information
� Identifying the beneficial owner, and taking reasonable measures on a risk-sensitive basis to verify the identity
of the beneficial owner, such that the accountant is satisfied with the identity of the beneficial owner. For legal
persons and arrangements, this should include understanding the ownership and control structure of the client
and gaining an understanding of the client’s source of wealth and source of funds, where required
� Understanding and obtaining information on the purpose and intended nature of the business relationship
� Conducting ongoing due diligence on the business relationship and scrutiny of transactions undertaken
throughout that relationship to ensure that the transactions being conducted are consistent with the business
and risk profile of the client, including, where necessary, the source of wealth and funds
Simplified CDD
� Limiting the extent, type, or timing of CDD measures
� Obtaining fewer elements of client identification data
� Altering the type of verification carried out on the client’s identity
� Simplifying the verification carried out on the client’s identity
� Inferring the purpose and nature of the transactions or business relationship established based on the type of
transaction carried out or the relationship established
� Verifying the identity of the client and the beneficial owner after the establishment of the business relationship

� Reducing the frequency of client identification updates in the case of a business relationship
� Reducing the degree and extent of ongoing monitoring and scrutiny of transactions
Enhanced CDD
� Obtaining additional information on the client (e.g., occupation, the volume of assets, information available
through public databases, the internet, etc.), and updating more regularly the identification data of the client
and beneficial owner
� Carrying out additional searches (e.g., internet searches using independent and open sources) to better inform
the client risk profile (provided that the internal policies of accountants should enable them to disregard source
documents, data, or information, which is perceived to be unreliable)
� Obtaining additional information and, as appropriate, substantiating documentation, on the intended nature of
the business relationship
� Obtaining information on the source of funds and/or source of wealth of the client and evidencing this through
appropriate documentation obtained
� Obtaining information on the reasons for intended or performed transactions
� Obtaining the approval of senior management to commence or continue the business relationship
� Conducting enhanced monitoring of the business relationship, by increasing the number and timing of controls
applied, and selecting patterns of transactions that need further examination
� Requiring the first payment to be carried out through an account in the client’s name with a bank subject to
similar CDD standards
� Increasing awareness of higher risk clients and transactions, across all departments with a business relationship
with the client, including the possibility of the enhanced briefing of engagement teams responsible for the
client.
� Enhanced CDD may also include lowering the threshold of ownership (e.g., below 25%), to ensure a complete
understanding of the control structure of the entity involved. It may also include looking further than simply
holdings of equity shares, to understand the voting rights of each party who holds an interest in the entity.
Politically exposed persons (PEP) (R.12 and R.22):

94. Accountants should take reasonable measures to identify whether a client is a PEP or a family member or close
associate of a PEP. Accountants should also refer to the 2013 FATF Guidance on politically-exposed persons for
further guidance on how to identify PEPs.
95. If the client or the beneficial owner is a PEP or a family member or close associate of a PEP, accountants should
perform the following additional procedures:
(a) obtain senior management approval for establishing (or continuing, for existing clients) such business
relationships;
(b) take reasonable measures to establish the source of wealth and source of funds; and
(c) conduct enhanced ongoing monitoring of the business relationship.
96. Relevant factors that will influence the extent and nature of CDD include the particular circumstances of a PEP,
the PEP’s role in a particular government/ government agency, whether the PEP has access to official funds, the
PEP’s home country, the type of work the PEP is instructing the accountant to perform or carry out (i.e. the services
that are being asked for), whether the PEP is domestically based or international, particularly having regard to the
services asked for, and the scrutiny to which the PEP is under in the PEP’s home country.

97. The nature of the risk should be considered in light of all relevant circumstances, such as:
(a) The nature of the relationship between the client and the PEP. If the client is a trust, company, or legal entity,
even if the PEP is not a natural person exercising effective control or the PEP is merely a discretionary
beneficiary who has not received any distributions, the PEP may nonetheless affect the risk assessment.
(b) The nature of the client (e.g., where it is a public listed company or regulated entity which is subject to and
regulated for a full range of AML/CFT requirements consistent with FATF recommendations, the fact that
it is subject to reporting obligations will be a relevant factor, albeit this should not automatically qualify the
client for simplified CDD).
(c) The nature of the services sought. For example, lower risks may exist where a PEP is not the client but a
director of a client that is a public listed company or regulated entity and the client is purchasing property for
adequate consideration.
Ongoing monitoring of clients and specified activities (R.10 and 22):

98. Accountants are not expected to scrutinize every transaction that goes through their clients’ books and some
accounting services are provided only on a one-off basis, without a continuing relationship with the client and
without the accountant having access to the client’s books and/or bank records. However, many of the professional
services provided by accountants put them in a relatively good position to encounter and recognize suspicious
activities (or transactions) carried out by their clients through their inside knowledge of, and access, to the client’s
records and management processes, and operations, as well as through close working relationships with senior
managers and owners. The continued administration and management of the legal persons and arrangements (e.g.
account reporting, asset disbursements, and corporate filings) would also enable the relevant accountants to develop
a better understanding of the activities of their clients.
99. Accountants need to be alert for events or situations which are indicative of a reason to be suspicious of
ML/TF, employing their professional experience and judgment in the forming of suspicions where appropriate.
An advantage in carrying out this function is professional scepticism which is a defining characteristic of many
professional accountancy functions and relationships.
100. Ongoing monitoring of the business relationship should be carried out on a risk-related basis, to ensure that
accountants are aware of any changes in the client’s identity and risk profile established at client acceptance. This
requires an appropriate level of scrutiny of activity during the relationship, including an inquiry into the source of
funds where necessary, to judge consistency with expected behaviour based on accumulated CDD information. As
discussed below, ongoing monitoring may also give rise to filing an STR.
101. Accountants should also consider reassessing CDD on an engagement/assignment basis for each client. Well-
known, reputable, long-standing clients may suddenly request a new type of service that is not in line with the
previous relationship between the client and accountant. Such an assignment may suggest a greater level of risk.
102. Accountants should not conduct investigations into suspected ML/TF on their own but instead file an STR or
if the behaviour is egregious, they should contact the FIU or law enforcement or supervisors, as appropriate, for
guidance. Within the scope of engagement, an accountant should be mindful of the prohibition of “tipping off” the
client where suspicion has been formed. Carrying out additional investigations, which are not within the scope of
the engagement should also be considered against the risk of alerting a money launderer.
103. When deciding whether or not an activity or transaction is suspicious, accountants may need to make additional
inquiries (within the normal scope of the assignment or business relationship) of the client or their records this
could typically be done as part of the accountant’s CDD process. Normal commercial inquiries, being made to fulfil
duties to clients, may assist in understanding an activity or transaction to determine whether or not it is suspicious.

Suspicious activity/transaction reporting, tipping-off, internal controls, and higher-risk countries (R.23)
104. R.23 sets out obligations for accountants on reporting and tipping-off, internal controls, and higher-risk
countries as set out in R.20, R.21, R.18, and R.19.
Suspicious transaction reporting and tipping-off (R.20, 21, and 23) 105.
105. R.23 requires accountants to report suspicious transactions set out in R.20. Where a legal or regulatory
requirement mandates the reporting of suspicious activity once suspicion has been formed, a report must always
be made promptly. The requirement to file an STR is not subject to an RBA but must be made whenever required
in the country concerned.
106. Accountants may be required to report suspicious activities, as well as specific suspicious transactions, and
so may make reports on several scenarios including suspicious business structures or management profiles that
have no legitimate economic rationale and suspicious transactions, such as the misappropriation of funds, false
invoicing or company purchase of goods unrelated to the company’s business. As specified under INR.23, where
accountants seek to dissuade a client from engaging in illegal activity, this does not amount to tipping-off.
107. However, it should be noted that an RBA is appropriate for identifying a suspicious activity or transaction,
by directing additional resources at those areas that have been identified as higher risk. The designated competent
authorities or SRBs may provide information to accountants, which can inform their approach to identifying
suspicious activity or transactions, as part of an RBA. The accountant should also periodically assess the adequacy
of their system for identifying and reporting suspicious activity or transactions.
108. Accountants should review CDD if they have a suspicion of ML/TF.
Internal controls and compliance (R.18 and 23)

109. For accountants to have effective RBA, the risk-based process must be embedded within the internal controls
of the firm and they must be appropriate for the size and complexity of the firm.
Internal controls and governance

110. Strong leadership and engagement by senior management and the Board of Directors (or equivalent body)
in AML/CFT is an important aspect of the application of the RBA. Senior management must create a culture of
compliance, ensuring that staff adheres to the firm’s policies, procedures, and processes designed to limit and
control risks.
111. The nature and extent of the AML/CFT controls, as well as meeting national legal requirements, need to be
proportionate to the risk involved in the services being offered. In addition to other compliance internal controls,
the nature and extent of AML/CFT controls will encompass several aspects, such as:
1. designating an individual or individuals, at the management level responsible for managing AML/CFT
compliance;
2. designing policies and procedures that focus resources on the firm’s higher risk, services, products, clients, and
geographic locations in which their clients/they operate, and include risk-based CDD policies, procedures, and
processes;
3. ensuring that adequate controls are in place before new services are offered; and
4. ensuring adequate controls for accepting higher-risk clients or providing higher-risk services, such as
management approval.
112. These policies and procedures should be implemented across the firm and include:
(a) performing a regular review of the firm’s policies and procedures to ensure that they remain fit for purpose;

(b) performing a regular compliance review to check that staff are properly implementing the firm’s policies and
procedures;
(c) providing senior management with a regular report of compliance initiatives, identifying compliance
deficiencies, corrective action is taken, and STRs filed;
(d) planning for changes in management, staff, or firm structure so that there is compliance continuity;
(e) focusing on meeting all regulatory record-keeping and reporting requirements, recommendations for AML/
CFT compliance, and providing timely updates in response to changes in regulations;
(f) enabling the timely identification of reportable transactions and ensuring accurate filing of required reports;
(g) incorporating AML/CFT compliance into job descriptions and performance evaluations of appropriate
personnel;
(h) providing for appropriate training to be given to all relevant staff;
(i) having appropriate risk management systems to determine whether a client, potential client or beneficial
owner is a PEP or a person subject to applicable financial sanctions;
(j) providing for adequate controls for higher risk clients and services, as necessary (e.g. additional due diligence,
evidencing the source of wealth and funds of a client and escalation to senior management, or additional
review and/or consultation);
(k) providing increased focus on the accountant/accounting firm’s operations (e.g. services, clients, and geographic
locations) that are more vulnerable to abuse for ML/TF;
(l) providing for periodic review of the risk assessment and management processes, taking into account the
environment within which the accountant/accounting firm operates and the services it provides; and
(m) providing for an AML/CFT compliance function and review program, as appropriate, given the scale of the
organisation and the nature of the accountant’s practice.
113. The firm should perform a firm-wide risk assessment that takes into account the size and nature of the practice;
the existence of high-risk clients (if any); and the provision of high-risk services (if any). Once completed, the firm-
wide risk assessment will assist the firm in designing its policies and procedures.
114. Accountants should consider using proven technology-driven solutions to minimize the risk of error and
find efficiencies in their AML/CFT processes. As these solutions are likely to become more affordable, and more
tailored to the needs of accountants as they continue to develop, this may be particularly important for smaller firms
that may be less able to commit significant resources of time to these activities.
115. Depending on the size of the firm, the types of services provided, the risk profile of clients, and the overall
assessed ML/TF risk, it may be possible to simplify internal procedures. For example, for sole practitioners,
providing limited services to low-risk clients, client acceptance may be reserved for the sole owners/proprietors
taking into account their business and client knowledge and experience. The involvement of the sole owner/
proprietor may also be required in detecting and assessing possible suspicious activities. For larger firms, serving
a diverse client base and providing multiple services across geographical locations, more sophisticated procedures
are likely to be necessary.
Internal mechanisms to ensure compliance

116. Accountants (at the senior management level) should monitor the effectiveness of internal controls. If
accountants identify any weaknesses in those internal controls, improved procedures should be designed.
117. The most effective tool to monitor the internal controls is a regular (typically at least annually) independent
(internal or external) compliance review. If carried out internally, a staff member that has a good working knowledge

of the firm’s AML/CFT internal control framework, policies, and procedures and is sufficiently senior to challenge
them should perform the review. The person conducting an independent review should not be the same person who
designed or implemented the controls being reviewed. The compliance review should include a review of CDD
documentation to confirm that staff is properly applying the firm’s procedures.
118. If the compliance review identifies areas of weakness and makes recommendations on how to improve the
policies and procedures, then senior management should monitor how the firm is acting on those recommendations.
119. Accountants should review/update firm-wide risk assessments regularly and ensure that policies and procedures
continue to target those areas where the ML/TF risks are highest.
Vetting and recruitment
120. Accountants should consider the skills, knowledge, and experience of staff both before they are appointed
to their role and on an ongoing basis. The level of assessment should be proportionate to their role in the firm and
the ML/TF risks they may encounter. Assessment may include criminal records checking and other forms of pre-
employment screening such as credit reference checks and background verification (as permitted under national
legislation) for key staff positions.
Education, training, and awareness
121. R.18 requires that accounting firms/ accountants provide their staff with AML/CFT training. For accountants,
and those in smaller firms, in particular, such training may also assist with raising awareness of monitoring
obligations. The accounting firm’s commitment to having appropriate controls in place relies fundamentally on
both training and awareness. This requires a firm-wide effort to provide all relevant staff with at least general
information on AML/CFT laws, regulations, and internal policies.
122. Firms should provide targeted training for increased awareness by the accountant by providing specified
activities to higher-risk clients and accountants undertaking higher-risk work. Case studies (both fact-based and
hypotheticals) are a good way of bringing the regulations to life and making them more comprehensible. Training
should also be targeted toward the role that the individual performs in the AML/CFT process. This could include
false documentation training for those undertaking identification and verification duties or training regarding red
flags for those undertaking client/transactional risk assessment.
123. In line with an RBA, particular attention should be given to risk factors or circumstances occurring in an
accountant’s practice. In addition, competent authorities, SRBs, and representative bodies should work with
educational institutions to ensure that the relevant curricula address ML/TF risks. The same training should also be
made available for students taking courses to train to become accountants.
124. Firms must provide their employees with appropriate AML/CFT training. In ensuring compliance with
this requirement, accountants may take account of any AML/CFT training included in entry requirements and
continuing professional development requirements for their professional staff. They must also ensure appropriate
training for any relevant staff without professional qualification, at a level appropriate to the functions being
undertaken by those staff, and the likelihood of their encountering suspicious activities.
125. The overall risk-based approach and the various methods available for training and education give accountants
flexibility regarding the frequency, delivery mechanisms, and focus of such training. Accountants should review
their staff and available resources and implement training programs that provide appropriate AML/CFT information
that is:
(i) tailored to the relevant staff responsibility (e.g. client contact or administration);
(ii) at the appropriate level of detail (e.g. considering the nature of services provided by the accountants);
(iii) at a frequency suitable to the risk level of the type of work undertaken by the accountants; and

(iv) used to test to assess staff knowledge of the information provided.

Higher-risk countries (R.19 and 23)
126. Consistent with R.19, accountants should apply enhanced due diligence measures (also see paragraph 72
above), proportionate to the risks, to business relationships and transactions with clients from countries for which
this is called for by the FATF.
Section IV – Guidance for supervisors
127. R.28 requires that accountants are subject to adequate AML/CFT regulation and supervision. Supervisors and
SRBs must ensure that accountants are implementing their obligations under R.1.
A risk-based approach to supervision
128. A risk-based approach to AML/CFT means that measures taken to reduce ML/TF are proportionate to the
risks. Supervisors and SRBs should supervise more effectively by allocating resources to areas of higher ML/
TF risk. R.28 requires that accountants are subject to adequate AML/CFT regulation and supervision. While it
is each country’s responsibility to ensure there is an adequate national framework in place for the regulation and
supervision of accountants, any relevant supervisors, and SRBs should have a clear understanding of the ML/TF
risks present in the relevant jurisdiction.
Supervisors and SRBs’ role in supervision and monitoring
129. According to R.28, countries can designate a competent authority or SRB to ensure that accountants are
subject to effective oversight, provided that such an SRB can ensure that its members comply with their obligations
to combat ML/TF.
130. An SRB is a body representing a profession (e.g. accountants, legal professionals, notaries, other independent
legal professionals, or TCSPs) made up of member professionals, which has a role (either exclusive or in conjunction
with other entities) in regulating the persons that are qualified to enter and who practice in the profession. An SRB
also performs supervisory or monitoring functions (e.g. enforcing rules to ensure that high ethical and moral
standards are maintained by those practicing the profession).
131. Supervisors and SRBs should have appropriate powers to perform their supervisory functions (including
powers to monitor and impose effective, proportionate, and dissuasive sanctions), and adequate financial, human,
and technical resources. Supervisors and SRBs should determine the frequency and intensity of their supervisory or
monitoring actions on accountants based on their understanding of the ML/TF risks, and taking into consideration
the characteristics of the accountants, in particular their diversity and number.
132. Countries should ensure that supervisors and SRBs are as equipped as competent authorities in identifying and
sanctioning non-compliance by its members. Countries should also ensure that SRBs are well-informed about the
importance of AML/CFT supervision, including enforcement actions as needed.
133. Countries should also address the risk that AML/CFT supervision by SRBs could be hampered by conflicting
objectives about the SRB’s role in representing their members, while also being obligated to supervise them. If an
SRB contains members of the supervised population or represents those people, the relevant persons should not
continue to take part in the monitoring/ supervision of their practice/firm to avoid conflicts of interest.
134. Supervisors and SRBs should allocate responsibility for managing AML/CFT related activity, where they are
also responsible for other regulatory areas.
Understanding ML/TF risk
135. The extent to which a national framework allows accountants to apply an RBA should also reflect the
nature, diversity, and maturity of the sector and its risk profile as well the ML/TF risks associated with individual
accountants.

136. Access to information about ML/TF risks is essential for an effective risk-based approach. Countries are
required to take appropriate steps to identify and assess ML/TF risks on an ongoing basis to (a) inform potential
changes to the country’s AML/CFT regime, including changes to laws, regulations, and other measures; (b) assist
in the allocation and prioritization of AML/CFT resources by competent authorities; and (c) make information
available for AML/CFT risk assessments conducted by accountants and the jurisdictions’ national risk assessment.
Countries should keep the risk assessments up-to-date and should have mechanisms to provide appropriate
information on the results to competent authorities, SRBs, and accountants. In situations where some accountants
have limited capacity to identify ML/TF risks, countries should work with the sector to understand their risks.
137. Supervisors and SRBs should, as applicable, draw on a variety of sources to identify and assess ML/TF
risks. These may include, but will not be limited to, the jurisdiction’s national risk assessments, supranational
risk assessments, domestic or international typologies, supervisory expertise, and FIU feedback. The necessary
information can also be obtained through appropriate information-sharing and collaboration among AML/CFT
supervisors when there are more than one for different sectors (legal professionals, accountants, and TCSPs).
138. These sources can also help determine the extent to which an accountant can effectively manage ML/TF risk.
Information-sharing and collaboration should take place among AML/CFT supervisors across all sectors (legal
professionals, accountants, and TCSPs).
139. Competent authorities may also consider undertaking a targeted sectoral risk assessment to get a better
understanding of the specific environment in which accountants operate in the country and the nature of services
provided by them.
140. Supervisors and SRBs should understand the level of inherent risk including the nature and complexity of
services provided by the accountant. Supervisors and SRBs should also consider the type of services the accountant
is providing as well as its size and business model (e.g., whether it is a sole practitioner), corporate governance
arrangements, financial and accounting information, delivery channels, and client profiles, geographic location,
and countries of operation. Supervisors and SRBs should also consider the controls accountants have in place (e.g.,
the quality of the risk management policy, the functioning of the internal oversight functions, and the quality of
oversight of any outsourcing and subcontracting arrangements).
141. Supervisors and SRBs should seek to ensure their supervised populations are fully aware of and compliant
with, measures to identify and verify a client, the client’s source of wealth, and funds were required, along with
measures designed to ensure transparency of beneficial ownership, as these are cross-cutting issues that affect
several aspects of AML/CFT.
142. To further understand the vulnerabilities associated with beneficial ownership, with a particular focus on
the involvement of professional intermediaries, supervisors should stay abreast of research papers and typologies
published by international bodies. Useful references include the Joint FATF and Egmont Group Report on
Concealment of Beneficial Ownership published in July 2018.
143. Supervisors and SRBs should review their assessment of accountants’ ML/TF risk profiles periodically,
including when circumstances change materially or relevant new threats emerge, and appropriately communicate
this assessment to the profession.
Mitigating and managing ML/TF risk

144. Supervisors and SRBs should take proportionate measures to mitigate and manage ML/TF risk. Supervisors
and SRBs should determine the frequency and intensity of these measures based on their understanding of the
inherent ML/TF risks. Supervisors and SRBs should consider the characteristics of accountants, particularly where
they act as professional intermediaries, in particular their diversity and number. It is essential to have a clear
understanding of the ML/TF risks: (a) present in the country; and (b) associated with the type of accountant and
their clients, products, and services.

145. Supervisors and SRBs should take account of the risk profile of accountants when assessing the adequacy of
internal controls, policies, and procedures.
146. Supervisors and SRBs should develop a means of identifying which accountants are at the greatest risk of
being used by criminals. This involves considering the probability and impact of ML/TF risk.
147. Probability means the likelihood of ML/TF taking place as a consequence of the activity undertaken by
accountants and the environment in which they operate. The risk can also increase or decrease depending on other
factors:
(i) service and product risk (the likelihood that services or products can be used for ML/TF);
(ii) client risk (the likelihood that clients’ funds may have criminal origins);
(iii) the nature of transactions (e.g., frequency, volume, counterparties);
(iv) geographical risk (whether the accountant, its clients, or other offices trade in riskier locations); and
(v) other indicators of risk are based on a combination of objective factors and experience, such as the supervisor’s
wider work with the accountant as well as information on its compliance history, complaints about the
accountant or the quality of its internal controls, and intelligence from law enforcement agencies on suspected
involvement in financial crimes (including unwitting facilitation). Other such factors may include information
from government/law enforcement sources, whistle-blowers, or negative news reports from credible media
particularly those related to predicate offences for ML/TF or financial crimes.
148. In adopting an RBA to supervision, supervisors may consider allocating supervised entities sharing similar
characteristics and risk profiles into groupings for supervision purposes. Examples of characteristics and risk
profiles could include the size of the business, type of clients serviced, and geographic areas of activities. The
setting up of such groupings could allow supervisors to take a comprehensive view of the sector, as opposed to
an approach where the supervisors concentrate on the individual risks posed by the individual firms. If the risk
profile of an accountant within a grouping changes, supervisors may reassess the supervisory approach, which may
include removing the accountant from the grouping.
149. Supervisors and SRBs should also consider the impact, i.e. the potential harm caused if ML/TF is facilitated
by the accountant or group of accountants. A small number of accountants may cause a high level of harm. This
can depend on:
(a) size (i.e. turnover), number and type of clients, number of premises, the value of transactions, etc.); and
(b) links or involvement with other businesses (which could affect the susceptibility to being involved in ‘layering’
activity, e.g., concealing the origin of the transaction with the purpose to legalize the asset).
150. The risk assessment should be updated by supervisors and SRBs on an ongoing basis. The result from the
assessment will help determine the resources the supervisor will allocate to the supervision of accountants.
151. Supervisors or SRBs should consider whether accountants meet the ongoing requirements for continued
participation in the profession as well as assessments of competence and fitness and propriety. This will include
whether the accountant meets expectations related to AML/CFT compliance. This will take place both when a
supervised entity joins the profession, and on an ongoing basis thereafter.
152. If a jurisdiction chooses to classify an entire sector as higher risk, it should be possible to differentiate between
categories of accountants based on factors such as their client base, countries they deal with, applicable AML/CFT
controls, etc.
153. Supervisors and SRBs should acknowledge that in a risk-based regime, not all accountants will adopt identical
AML/CFT controls and that an isolated incident where the accountant is part of an illegal transaction unwittingly

does not necessarily invalidate the integrity of the accountant’s AML/CFT controls. At the same time, accountants
should understand that a flexible RBA does not exempt them from applying effective AML/CFT controls.
154. Supervisors and SRBs should use their findings to review and update their ML/TF risk assessments and,
where necessary, consider whether their approach to AML/CFT supervision and the existing AML/CFT rules and
guidance remain adequate. Whenever appropriate, and in compliance with relevant confidentiality requirements,
these findings should be communicated to accountants to enable them to enhance their RBA.
Supervision of the RBA Licensing or registration

155. R.28 requires a country to ensure that accountants are subject to regulatory and supervisory measures to
ensure compliance by the profession with AML/CFT requirements.
156. R.28 requires the supervisor or SRB to take the necessary measures to prevent criminals or their associates
from being professionally accredited or holding or being the beneficial owner of a significant or controlling interest
or holding a management function in an accountancy practice. This can be achieved through the evaluation of these
persons through a “fit and proper” test.
157. A licensing or registration mechanism is one of the means to identify accountants to whom the regulatory
and supervisory measures, including the “fit and proper” test should be applied. It also enables the identification of
the number of accountants to assess and understand the ML/TF risks for the country, and the action that should be
taken to mitigate them by R.1.
158. Licensing or registration provides a supervisor or SRB with the means to fulfil a “gatekeeper” role over who
can undertake the activities specified in R.22. Licensing or registration should ensure that upon qualification,
accountants are subject to AML/CFT compliance monitoring.
159. The supervisor or SRB should actively identify individuals and businesses who should be supervised by using
intelligence from other competent authorities (e.g., FIUs, company registry, or tax authority), information from
financial institutions and DNFBPs, complaints by the public, open-source information from advertisements and
business and commercial registries, or any other sources which indicate that unsupervised individuals or businesses
are providing the activities specified in R.22.
160. Licensing or registration frameworks should define the activities that are subject to licensing or registration,
prohibit unlicensed or unregistered individuals or businesses providing these activities and s, et out measures for
both refusing licenses or registrations and for removing “bad actors”.
161. The terms “licensing” or “registration” are not interchangeable. Licensing regimes generally tend to operate
over financial institutions and impose mandatory minimum requirements based upon Core Principles on issues
such as capital, governance, and resources to manage and mitigate prudential, conduct as well as ML/TF risks
on an ongoing basis. Some jurisdictions have adopted similar licensing regimes for accountants, generally where
accountants carry out trust and corporate services, to encompass aspects of prudential and conduct requirements in
managing the higher level of ML/TF risks that have been identified in that sector.
162. A jurisdiction may have a registration framework over the entire DNFBP sector, including accountants, or
have a specific registration framework for each constituent of a DNFBP. Generally, a supervisor or SRB carries
out the registration function.
163. The supervisor or SRB should ensure that requirements for licensing or registration and the process for applying
are clear, objective, publicly available, and consistently applied. Determination of the license or registration should
be objective and timely. An SRB could be responsible for both supervision and for representing the interests of its
members. If so, the SRB should ensure that registration decisions are taken separately and independently from its
activities regarding member representation.

Fit and proper tests:

164. A fit and proper test provide a possible mechanism for a supervisor or SRB to take the necessary measures to
prevent criminals or their associates from owning, controlling, or holding a management function in an accountancy
practice.
165. By R.28, the supervisor or SRB should establish the integrity of every beneficial owner, controller, and
individual holding a management function in an accountancy practice. However, the decisions on an individual’s
fitness and propriety may also be based upon a range of factors concerning the individual’s competency, probity,
and judgment as well as integrity.
166. In some jurisdictions, a “fit and proper test” forms a fundamental part of determining whether to license or
register the applicant and whether on an ongoing basis the licensee or registrant (including its owners and controllers,
where applicable) remains fit and proper to continue in that role. The initial assessment of an individual’s fitness
and propriety is a combination of obtaining information from the individual and corroborating elements of that
information against independent credible sources to determine whether the individual is fit and proper to hold that
position.
167. The process for determining fitness and propriety generally requires the applicant to complete a questionnaire.
The questionnaire could gather personal identification information, and residential and employment history, and
require disclosure by the applicant of any convictions or adverse judgments, including pending prosecutions and
convictions relating to the applicant. Elements of this information should be corroborated to establish the bona
fides of an individual. Such checks could include inquiries about the individual with law enforcement agencies and
other supervisors or screening the individual against independent electronic search databases. The personal data
collected should be kept confidential.
168. The supervisor or SRB should also ensure on an ongoing basis that those holding or being the beneficial
owner of a significant or controlling interest and individuals holding management functions are fit and proper.
A fit and proper test should apply to new owners, controllers, and individuals holding a management function.
The supervisor or SRB should consider re-assessing the fitness and propriety of these individuals arising from
any supervisory findings, receipt of information from other competent authorities; or open-source information
indicating significant adverse developments.
Guarding against “brass-plate” operations

169. The supervisor or SRB should ensure that its licensing or registration requirements require the applicant to
have a meaningful physical presence in the jurisdiction. This usually means that the applicant should have their
place of business in the jurisdiction. Where an applicant is a legal person, those individuals who form its mind and
management, should also be residents in the jurisdiction and be actively involved in the business. A business with
only staff who do not possess the professional requirements of an accountant should not be licensed or registered.
170. A supervisor or SRB should consider the ownership and control structure of the applicant to determine that
sufficient control over its operation will reside within the business, which it is considering licensing or registering.
Factors to take into account could include consideration where the beneficial owners and controllers reside, the
number and type of management functions the applicant is proposing to have in the country, such as directors and
managers, including compliance managers, and the caliber of the individuals who will be occupying those roles.
171. The supervisor or SRB should also consider whether the ownership and control structure of accountants
unduly hinders its identification of the beneficial owners and controllers or presents obstacles to applying effective
supervision.

Monitoring and supervision

172. Supervisors and SRBs should take measures to effectively monitor accountants through on-site and off-site
supervision. The nature of this monitoring will depend on the risk profiles prepared by the supervisor or SRB and
the connected risk-based approach. Supervisors and SRBs may choose to adjust:
(a) the level of checks required to perform their licensing/registration function: where the ML/TF risk associated
with the sector is low, the opportunities for ML/TF associated with a particular business activity may be
limited, and approvals may be made on a review of basic documentation. Where the ML/TF risk associated
with the sector is high, supervisors and SRBs may ask for additional information.
(b) the type of on-site or off-site AML/CFT supervision: supervisors and SRBs may determine the correct
mix of on-site and off-site supervision of accountants. Off-site supervision may involve analysis of annual
independent audits and other mandatory reports, identifying risky intermediaries (i.e. based on the size of the
firms, involvement in cross-border activities, or specific business sectors), automated scrutiny of registers to
detect missing beneficial ownership information, and identification of persons responsible for the filing. It may
also include undertaking thematic reviews of the sector, making compulsory the periodic information returns
from firms. Off-site supervision alone may not be appropriate in higher-risk situations. On-site inspections
may involve reviewing AML/CFT internal policies, controls, and procedures, interviewing members of senior
management, compliance officers’ other relevant staff, considering gatekeeper’s risk assessments, spot-
checking CDD documents and supporting evidence, looking at reporting ML/TF suspicions about clients and
other matters, which may be observed in the course of an onsite visit and, where appropriate, sample testing
of reporting obligations.
(c) the frequency and nature of ongoing AML/CFT supervision: supervisors and SRBs should proactively adjust
the frequency of AML/CFT supervision in line with the risks identified and combine periodic reviews and
ad hoc AML/CFT supervision as issues emerge (e.g. as a result of whistleblowing, information from law
enforcement, or other supervisory findings resulting from accountants’ inclusion in thematic review samples).
(d) the intensity of AML/CFT supervision: supervisors and SRBs should decide on the appropriate scope or level
of assessment in line with the risks identified, to assess the adequacy of accountants’ policies and procedures
that are designed to prevent them from being abused. Examples of more intensive supervision could include;
detailed testing of systems and files to verify the implementation and adequacy of the accountant’s risk
assessment, CDD, reporting, and record-keeping policies and processes, internal auditing, interviews with
operational staff, senior management, and the Board of directors and AML/CFT assessment in particular lines
of business.
173. Supervisors and SRBs should use their findings to review and update their ML/TF risk assessments and,
where necessary, consider whether their approach to AML/CFT supervision and the existing AML/CFT rules and
guidance remain adequate. Whenever appropriate, and in compliance with relevant confidentiality requirements,
these findings should be communicated to accountants to enable them to enhance their RBA.
174. Record keeping and quality assurance are important so that supervisors can document and test the reasons
for significant decisions relating to AML/CFT supervision. Supervisors should have an appropriate information
retention policy and be able to easily retrieve information while complying with the relevant data protection
legislation. Record keeping is crucial and fundamental to the supervisors’ work. Undertaking adequate quality
assurance is also fundamental to the supervisory process to ensure decision-making/sanctioning is consistent
across the supervised population.

Enforcement
175. R.28 requires supervisors or SRBs to have adequate powers to perform their functions, including powers
to monitor compliance by accountants. R.35 requires countries to have the power to impose sanctions, whether
criminal, civil or administrative, on DNFPBs, to include accountants when providing the services outlined in
R.22(d). Sanctions should be available for the directors and senior management of the firm when an accountant
fails to comply with requirements.
176. Supervisors and SRBs should use proportionate actions, including a range of supervisory interventions and
corrective actions to ensure that any identified deficiencies are addressed promptly. Sanctions may range from
an informal or written warning, reprimand, and censure to punitive measures (including disbarment and criminal
prosecutions where appropriate) for more egregious non-compliance, as identified weaknesses can have wider
consequences. Generally, systemic breakdowns or significantly inadequate controls will result in a more severe
supervisory response.
177. Enforcement by supervisors and SRBs should be proportionate while having a deterrent effect. Supervisors
and SRBs should have (or should delegate to those who have) sufficient resources to investigate and monitor non-
compliance. Enforcement should aim to remove the benefits of non-compliance.
Guidance:
178. Supervisors and SRBs should communicate their regulatory expectations. This could be done through a
consultative process after meaningful engagement with relevant stakeholders, including accountants. This guidance
may be in the form of high-level requirements based on desired outcomes, risk-based rules, and information about
how supervisors interpret relevant legislation or regulation, or more detailed guidance about how particular AML/
CFT controls are best applied. Guidance issued to accountants should also discuss ML/TF risk within their sector
and outline ML/TF indicators to help them identify suspicious transactions and activity. All such guidance should
preferably be consulted on, where appropriate, and drafted in ways that are appropriate to the context of the role of
supervisors and SRBs in the relevant jurisdiction.
179. Where supervisors’ guidance remains high-level and principles-based, this may be supplemented by further
guidance written by the accountancy profession, which may cover operational and practical issues, and be more
detailed and explanatory. Where supervisors cooperate to produce combined guidance across sectors, supervisors
should ensure this guidance adequately addresses the diversity of roles that come within the guidance’s remit, and
that such guidance provides practical direction to all its intended recipients. The private sector guidance should be
consistent with national legislation and with any guidelines issued by competent authorities about the accountancy
profession and be consistent with all other legal requirements and obligations.
180. Supervisors should consider communicating with other relevant domestic supervisory authorities to secure a
coherent interpretation of the legal obligations and to minimize disparities across sectors (such as legal professionals,
accountants, and TCSPs). Multiple guidance should not create opportunities for regulatory arbitrage. Relevant
supervisory authorities should consider preparing joint guidance in consultation with the relevant sectors while
recognizing that in many jurisdictions accountants will consider that separate guidance targeted at their profession
will be the most appropriate and effective form.
181. Information and guidance should be provided by supervisors in an up-to-date and accessible format. It
could include sectoral guidance material, newsletters, internet-based material, oral updates on supervisory visits,
meetings, and annual reports.
Training
182. Training is important for supervisory staff, and other relevant employees, to understand the accountancy
profession and the various business models that exist. In particular, supervisors should ensure that staff is trained

to assess the quality of ML/TF risk assessments and to consider the adequacy, proportionality, effectiveness, and
efficiency of AML/CFT policies, procedures, and internal controls. It is recommended that the training has a
practical basis/dimension.
183. Training should allow supervisory staff to form sound judgments about the quality of the risk assessments
made by accountants and the adequacy and proportionality of AML/CFT controls of accountants. It should also
aim at achieving consistency in the supervisory approach at a national level, in cases where there are multiple
competent supervisory authorities, or when the national supervisory model is devolved or fragmented.
Endorsements
184. Supervisors should avoid mandating the use of AML systems, tools, or software of any third-party commercial
providers to avoid conflicts of interest in the effective supervision of firms.
Information exchange
185. Information exchange between the public and private sectors and within the private sector (e.g., between
financial institutions and accountants) is important to combat ML/TF. Information sharing and intelligence sharing
arrangements between supervisors and public authorities (such as Financial Intelligence Units and law enforcement)
should be robust, secure, and subject to compliance with national legal requirements.
186. The type of information that could be shared between the public and private sectors include:
(a) ML/TF risk assessments;
(b) Typologies (i.e., case studies) of how money launderers or terrorist financiers have misused accountants;
(c) feedback on STRs and other relevant reports;
(d) targeted unclassified intelligence. In specific circumstances, and subject to appropriate safeguards such as
confidentiality agreements, it may also be appropriate for authorities to share targeted confidential information
with accountants as a class or individually; and
(e) countries, persons, or organisations whose assets or transactions should be frozen under targeted financial
sanctions as required by R.6.
187. Domestic co-operation and information exchange between FIU and supervisors of the accountancy profession
and among competent authorities including law enforcement, intelligence, FIU, tax authorities, supervisors, and
SRBs is also vital for effective monitoring/supervision of the sector. Such cooperation and coordination may help
avoid gaps and overlaps in supervision and ensure sharing of good practices and findings. Intelligence about active
misconduct investigations and completed cases between supervisors and law enforcement agencies should also be
encouraged. When sharing information, protocols and safeguards should be implemented to protect personal data.
188. Cross-border information sharing of authorities and the private sector with their international counterparts is
of importance in the accountancy profession, taking account of the multi-jurisdictional reach of many accounting
firms.
Supervision of Beneficial Ownership requirements and source of funds/wealth requirements:

189. The FATF Recommendations require competent authorities to have access to adequate, accurate, and
timely information on the beneficial ownership and control of legal persons (R.24). In addition, countries must
take measures to prevent the misuse of legal arrangements for ML/TF, in particular ensuring that it is adequate,
accurate, and timely information on express trusts (R.25). Implementation of the FATF Recommendations on
beneficial ownership has proven challenging. As a result, the FATF developed a Guidance on Transparency and

Beneficial Ownership (2014) to assist countries in their implementation of R.24 and R.25, as well as R.1 as it
relates to understanding the ML/TF risks of legal persons and legal arrangements. The FATF and Egmont Group
also published the Report on Concealment of Beneficial Ownership in July 2018 which identified issues to help
address the vulnerabilities associated with the concealment of beneficial ownership.
190. R.24 and R.25 require countries to have mechanisms to ensure that information provided to registries is
accurate and updated on a timely basis and that beneficial ownership information is accurate and current. To
determine the adequacy of a system for monitoring and ensuring compliance, countries should have regarded the
risk of AML/CFT in given businesses (i.e. if there is a proven higher risk then higher monitoring measures should
be taken). Accountants must, however, be cautious in blindly relying on the information contained in registries. It
is important for there to be some form of ongoing monitoring during a relationship to detect unusual and potentially
suspicious transactions as a result of a change in beneficial ownership as registries are unlikely to provide such
information on a dynamic basis.
191. Those responsible for company formation and the creation of legal arrangements fulfill a key gatekeeper role
to the wider financial community through the activities they undertake in the formation of legal persons and legal
arrangements or their management and administration.
192. As DNFBPs, accountants are required to apply CDD measures to beneficial owners of legal persons and legal
arrangements to whom they are providing advice or formation services. In several countries, an accountant may
be required as part of the process of registering the legal person and will be responsible for providing basic and/or
beneficial ownership information to the registry.
193. In their capacity as company directors, trustees, foundation officials, etc. of these legal persons and legal
arrangements, accountants often represent these legal persons and legal arrangements in their dealings with other
financial institutions and DNFBPs that are providing banking or audit services to these types of clients.
194. These financial institutions and other DNFBPs may request the CDD information collected and maintained by
accountants, who because of their role as director or trustee, will be their principal point of contact with the legal
person or legal arrangement. These financial institutions and other DNFBPs may never meet the beneficial owners
of the legal person or legal arrangement.
195. Under R.28, countries are to ensure that accountants are subject to effective systems for monitoring and
ensuring compliance with AML/CFT requirements, which includes identifying the beneficial owner/s and taking
reasonable measures to verify them. R.24 and R.25, which deal with transparency of beneficial ownership of legal
persons and legal arrangements, require countries to have mechanisms for ensuring that adequate, accurate, and
up-to-date information on these legal entities is available on a timely basis.
196. By R.28, accountants should be subject to risk-based supervision by a supervisor or SRB covering the beneficial
ownership and recordkeeping requirements of R.10 and R.11. The supervisor or SRB should have a supervisory
framework, which can help in ascertaining that accurate and current basic and beneficial ownership information on
legal persons and legal arrangements is maintained and will be available on a timely basis to competent authorities.
197. The supervisor or SRB should analyse the adequacy of the procedures and the controls, which accountants
have established to identify and record the beneficial owner. In addition, they should undertake sample testing
of client records on a representative basis to gauge the effectiveness of the application of those measures and the
accessibility of accurate beneficial ownership information.
198. During onsite and offsite inspections, the supervisor or SRB should examine the policies, procedures, and
controls that are in place for taking on new clients to establish what information and documentation are required
where a client is a natural person or legal person or arrangement. The supervisor or SRB should verify the adequacy
of these procedures and controls to identify beneficial owners understand the ownership and control structure of

these legal persons and arrangements and ascertain the business activity. For example, self-declaration on beneficial
ownership provided by the client without any other mechanism to verify the information will not be adequate in
all cases.
199. Sample testing of records will assist the supervisor or SRB in determining whether controls are effective
for the accurate identification of beneficial ownership, accurate disclosure of that information to relevant parties,
and for establishing if that information is readily available. The extent of testing will be dependent on risk but the
records selected should reflect the profile of the client base and include both new and existing clients.
200. The supervisor or SRB should consider the measures the accountants have put in place for monitoring changes
in the beneficial ownership of a legal person and legal arrangements to whom they provide services to ensure that
beneficial ownership information is accurate and current and to determine how timely updated filings are made,
where relevant to a registry.
201. During examinations, the supervisor or SRB should consider whether to verify the beneficial ownership
information available on the records of accountants with that held by the relevant registry, if any. The supervisor or
SRB may also consider information from other competent authorities such as FIUs, public reports, and information
from other financial institutions or DNFBPs, to verify the efficacy of accountants’ controls.
202. Accountants should be subject to risk-based supervision by a supervisor or SRB covering the requirements
to identify and evidence the source of funds and source of wealth for higher-risk clients to whom they provide
services. The supervisor or SRB should have a supervisory framework, which can help in ascertaining that accurate
and current information on sources of funds and wealth is properly evidenced and available on a timely basis to
competent authorities. The supervisor or SRB should analyse the adequacy of the procedures and controls that
accountants have established to identify and record sources of wealth in arrangements.
Nominee arrangements:
203. A nominee director is a person who has been appointed to the Board of Directors of the legal person who
represents the interests and acts by instructions issued by another person, usually the beneficial owner.
204. A nominee shareholder is a natural or legal person who is officially recorded in the register of members
and shareholders of a company as the holder of a certain number of specified shares, which are held on behalf of
another person who is the beneficial owner. The shares may be held in trust or through a custodial agreement.
205. In several countries, accountants act or arrange for other persons (either individuals or corporate) to act as
directors. Accountants also act or arrange for other persons (either individuals or corporate) to act as nominee
shareholders for another person as part of their professional services. By R.24, one of the mechanisms to ensure that
nominee shareholders and directors are not misused is by subjecting these accountants to licensing and recording
their status in company registries. Countries may rely on a combination of measures in this respect.
206. There are legitimate reasons for accountants to act as or provide directors to a legal person or act or provide
nominee shareholders. These may include the settlement and safekeeping of shares in listed companies were post-
traded specialists act as nominee shareholders. However, nominee director and nominee shareholder arrangements
can be misused to hide the identity of the true beneficial owner of the legal person. There may be individuals
prepared to lend their name as a director or shareholder of a legal person on behalf of another without disclosing the
identity of the person from whom they will take instructions or whom they represent. They are sometimes referred
to as “strawmen”.
207. Nominee directors and nominee shareholders can create obstacles to identifying the true beneficial owner of
a legal person, particularly where the status is not disclosed. This is because it will be the identity of the nominee
that is disclosed in the corporate records of the legal person held by a registry and in the company records at its
registered office. Company law in various countries does not recognize the status of a nominee director because in

law it is the directors of the company who are liable for its activities and the directors must act in the best interest
of the company.
208. The supervisor or SRB should be aware that undisclosed nominee arrangements may exist. They should
consider whether undisclosed nominee arrangements would be identified and addressed during their onsite and
offsite inspections and examination of the policies, procedures, controls, and client records of the accountant,
including the CDD process and ongoing monitoring by the accountant.
209. An undisclosed nominee arrangement may exist where there are the following (non-exhaustive) indicators:
(a) the profile of a director or shareholder is inconsistent with the activities of the company;
(b) the individual holds numerous appointments to unconnected companies;
(c) a director’s or shareholder’s source of wealth is inconsistent with the value and nature of the assets within the
company;
(d) funds into and out of the company are sent to, or received from unidentified third party/ies;
(e) the directors or shareholders are accustomed to acting on the instruction of another person; and
(f) requests or instructions are subject to minimal or no scrutiny and/or responded to extremely quickly without
challenge by the individual/s purporting to act as the director/s.
Sum up:
Money laundering is a common issue around the globe. In recent times, money laundering and terror financing have
forced several governments and regulators globally to focus on stopping the illegitimate flow of funds. However,
combating this problem remains a primary challenge for nations and financial institutions all over the world. The
legalization of crime revenues has numerous damaging outcomes. Financial crimes result in the deterioration of
the administrative order and economic stability. Governments have taken several measures from the past prevent
money laundering. The objective of these measures is to prevent financial crimes and ensure that the administrative
and economic stability of the nation is maintained.
Anti-Money Laundering (AML) in India is described as a set of regulations, laws, or procedures particularly
designed to prevent the activity of generating money via illegal ways and methods. The Prevention of Money
Laundering Act, 2002 (PMLA) along with the Prevention of Money Laundering (Maintenance of Records) Rules,
2005 (Rules) are the principal laws that are enforced to prohibit money laundering activities in India. There are
specialised authorities that deal with the money laundering problems such as the Reserve Bank of India/ Securities
and Exchange Board of India (SEBI)/ Insurance Regulatory and Development Authority of India, which lay down
guidelines on anti-money laundering standards following PMLA and Rules.
Anti-Money Laundering Laws & Regulations: The Financial Action Task Force on Money Laundering (FATF),
an intergovernmental body introduced by the G-7 Summit in Paris in 1989 and responsible for setting global
standards on anti-money laundering and combating the financing of terrorism explains money laundering as the
processing of criminal proceeds to disguise their illegitimate origin to legitimize the illegal gains of crime. In 2010,
India became the 34th nation member of the Financial Action Task Force. India is one of the signatories to several
United Nations Conventions which tackle anti-money laundering and countering the financing of terrorism.
India has prohibited money laundering under the Prevention of Money Laundering Act, 2002 (PMLA) and also
in the Narcotic Drugs and Psychotropic Substances Act, 1985 (NDPS Act) (amended in 2001). The Prevention
of Money Laundering Act, 2002 coupled with the rules issued under it and the rules and regulations formed by
regulators such as the Reserve Bank of India (RBI) and the Securities and Exchange Board of India (SEBI) displays
a broad framework for the anti-money laundering laws in India.

The Prevention of Money Laundering Act, 2002: In 1998, The Prevention of Money Laundering Bill was
introduced in the Lok Sabha, passed in 2003, and came into force in 2005. It has gone through several amendments,
with the last one being in 2019. Administration and enforcement authorities are chosen under PMLA to execute its
provisions and rules. Certain powers are vested, which are very similar to those granted to the civil courts of the
nation, to exercise the provisional attachment of properties that are involved in the offence under PMLA.
The PMLA attempts to combat acts related to money laundering in India and because of this, it has three main
objectives i.e.
(i) to prevent and control money laundering
(ii) to confiscate and seize the property acquired from the laundered money
(iii) to deal with any other issue about money laundering in India.
Under the provisions of the PMLA, the Financial Intelligence Unit of India (FIU-IND) was formed in 2004 as the
primary body for coordinating India’s AML efforts. The primary function of FIU-IND is to receive, analyse, process
and disseminate information relating to suspect financial transactions. FIU-IND also coordinates and strengthens
efforts of national investigation, international intelligence, and enforcement agencies in pursuing the global efforts
against money laundering and financing of terrorism. In 2005, the Enforcement Directorate (ED) was introduced
by the Government of India to utilize exclusive powers related to the investigation and prosecution under PMLA.
The primary legislation other than the Prevention of Money Laundering Act, 2002, which directly or indirectly
focuses to curb and fight money laundering activities are as follows:
1. The Conservation of Foreign Exchange and Prevention of Smuggling Activities Act, 1974: The act was
passed in 1974 in furtherance of the government’s attempt to retain foreign exchange within the nation. The Act
is established on the concept of Preventive Detention which, apart from being a colonial legacy, is also given
explicitly in our constitution as ‘the necessary evil’ and laws exist under Article 22 of the Indian Constitution for
the same reasons related to the security of the state and maintenance of public order. According to the provisions
of section 10, the stipulated period of detention is 1 to 2 years.
All decisions in furtherance of the Act may be taken by the state or central government. The relevant provisions in
this regard which must be taken into consideration are Section 3 (power to make orders detaining certain persons),
Section 4 (execution of detention orders), Section 5 (power to regulate place and conditions of detention), and
Section 11 (revocation of detention orders).
2. The Benami Transactions (Prohibition) Act, 1988: A Benami transaction is a transaction in which property
is transferred to one person for a value paid or provided by another person and often, the identity of the persons
involved is concealed. This Act was passed in 1988. It is to constrain Benami transactions and the right to recover
property held by Benami. Section 3 of the Act specifically debars anyone from getting into a Benami transaction.
The Act further specifies those properties obtained under the Benami transaction which are liable to be acquired by
the competent authorities without any need for compensation to be payable by such authority.
3. The Indian Penal Code, 1860 and Code of Criminal Procedure, 1973: The Indian Penal Code, 1860 is the
primary substantive law that regulates several criminal activities and also prescribes penalties for them. The Code
of Criminal Procedure, 1973 on the other hand is a part of procedural law that specify procedures to be followed
in criminal cases. Several offences under the Indian Penal Code have been recognised as being scheduled offences
within the meaning explained in the PMLA. Further, Section 65 of the PMLA also specifies that the provisions
of the Code of Criminal Procedure are to be followed in respect of the several proceedings prescribed under the
PMLA.
4. The Narcotic Drugs and Psychotropic Substances Act, 1985: This Act was passed in 1985 to consolidate
and amendment of laws relating to narcotic drugs. Keeping in line with its objectives identifies, lists, and explains
several forms and types of narcotic drugs and psychotropic substances.

The Act, in its essence, attempts to stop and restrict the transport and vending of narcotic and psychotropic
substances and does not mention money laundering activities. It may, however, be taken into consideration that
the trade of narcotic substances does generate a lot of cash for people involved in it. So much so that a noticeable
portion of the money involved in drug trafficking is then mobilised to give it legitimacy or in simple words, the
same money gets laundered. The NDPS Act, by working against practices involving drug trading and trafficking
puts a direct restriction on the flow of money into illegitimate activities.
To Conclude, Money Laundering is a universal menace and cannot be resolved by a single nation alone. The
activities related to money laundering have been spreading in Indian society, despite the best efforts of the Indian
government to stop such practices. Through legislation and administrative bodies and efficient regulators who
work tirelessly in this matter, the fight against money laundering activities continues to go on. Although such
activities may be controlled at a domestic level, such practices are never restricted to the confines of a single
jurisdiction. Restrictions at a specific jurisdiction motivate launderers to shift base to another jurisdiction which
may give a hospitable environment for their activities to grow.
It may be noted that funds brought in by illegitimate ways for legitimisation, once legalised, be again utilised for
the vested interests of the beneficiaries who may not always have good intentions in mind. Crime can only result in
more crime and the vicious circle would only continue. Whereas checks are required to be maintained regularly on
money laundering activities- one of the better methods to stop money laundering practices may be for governments
to introduce such legitimate interests into confidence and provide them protection and certain benefits which may
altogether restrict people from engaging in money laundering activities.
Solved Case
M/s XYZ Limited is a company engaged in the real estate and construction business. To build a land bank in
various parts of India that were likely to see commercial development and anticipate a future upward trend in
land prices in various parts of India. M/s XYZ Limited hired the services of Mr Mahesh to assist in the process of
acquisition of lands.
M/s XYZ Limited issued a detailed offer letter to Mr Mahesh for the purchase of around 100 acres of land at the
maximum price of ` 10, 00,000 per acre in different parts of India within a period not exceeding five years. The
said offer was accepted by Mr Mahesh by a letter of acceptance. Upon exchange of offer and acceptance, a legally
binding and valid contract came to be forced between M/s XYZ Limited and Mr Mahesh.
Mr Mahesh received from M/s XYZ Limited a sum of ` 1,000 Crore as a loan/advance for the purchase of lands
as specified in the contract between the parties. Mr Mahesh purchased various movable and immovable properties
with the funds received from M/s XYZ Limited. Since all the funds could not be directly invested in the land as
required by the contract, investments were made by Mr Mahesh by himself or through his company in the purchase
of immovable property, including land, built-up residential and commercial buildings, etc. and Investment in fixed
deposits in name of Mr Mahesh and M/s PQR Limited (95% shareholding by Mr Mahesh) also investment in the
movable property including bank balance and few vehicles.
In the meantime, the Directorate of Enforcement initiated Suo moto proceedings under the Prevention of Money
Laundering Act, 2002 (PMLA) and registered a complaint under Sections 3 and 4 of the PMLA and attached the
property of Mr Mahesh under the Prevention of Money Laundering Act, 2002.
Given the above, answer the following question:
(a) Discuss the attachment of property involved in money laundering under PMLA.
(b) Explain the extent of punishment prescribed under PMLA.
(c) Discuss Appellate Authority establish under PMLA and what is the time limit to file an appeal.

Suggested Solution:
(a) Section 5 of the Prevention of Money Laundering Act, 2002 (PMLA) deals with the provision of attachment of
property involved in money laundering.
As per Section 5(1) of the PMLA, Where the Director or any other officer not below the rank of Deputy Director
authorised by the Director, has reason to believe (the reason for such belief to be recorded in writing), based on
material in his possession, that Section 5(2) states that the Director, or any other officer not below the rank of
Deputy Director, shall, immediately after attachment under sub-section (1), forward a copy of the order, along
with the material in his possession, to the Adjudicating Authority, in a sealed envelope, in the manner as may
be prescribed and such Adjudicating Authority shall keep such order and material for such period as may be
prescribed.
Section 5(3) provides that every order of attachment made under sub-section (1) shall cease to have effect after the
expiry of the period specified in sub-section (1) or on the date of an order made under sub-section (3) of section 8,
whichever is earlier.
As per Section 5(4) of PMLA, nothing in this section shall prevent the person interested in the enjoyment of the
immovable property attached under sub-section (1) from such enjoyment.
It may be noted that the person interested, in any immovable property, includes all persons claiming or entitled to
claim any interest in the property.
Section 5(5) states that the Director or any other officer who provisionally attaches any property under sub-section
(1) shall, within thirty days from such attachment, file a complaint stating the facts of such attachment before the
Adjudicating Authority.
(b) The offence of money Laundering and Punishment for money Laundering are specified under Sections
3 and 4 of the Prevention of Money Laundering Act, 2002 respectively.
Section 3 of the Prevention of Money Laundering Act, 2002 provides that whosoever directly or indirectly attempts
to indulge or knowingly assists or is a party or is involved in any process or activity connected with the proceeds of
crime including its concealment, possession, acquisition or use and projecting or claiming it as untainted property
shall be guilty of the offence of money-laundering.
It may be further noted that proceeds of crime mean any property derived or obtained, directly or indirectly, by any
person as a result of criminal activity relating to a scheduled offence or the value of any such property.
According to Section 4 of the Prevention of Money Laundering Act, 2002, whoever commits the offence of money-
laundering shall be punishable with rigorous imprisonment for a term which shall not be less than three years but
which may extend to seven years and shall also be liable to fine.
It may be noted that where the proceeds of crime involved in money-laundering relate to any offence specified
under paragraph 2 of Part A of the Schedule to the PMLA, shall be punishable with rigorous imprisonment for a
term which shall not be
(a) any person has any proceeds of crime; and
(b) such proceeds of crime are likely to be concealed, transferred or dealt with in any manner which may result in
frustrating any proceedings relating to the confiscation of such proceeds of crime, he may, by order in writing,
provisionally attach such property for a period not exceeding one hundred and eighty days from the date of
the order, in such manner as may be prescribed.
It may be noted that no such order of attachment shall be made unless, about the scheduled offence, a report has
been forwarded to a Magistrate under section 173 of the Code of Criminal Procedure, 1973, or a complaint has
been filed by a person authorised to investigate the offence mentioned in that Schedule, before a Magistrate or court
for taking cognizance of the scheduled offence, as the case may be, or a similar report or complaint has been made
or filed under the corresponding law of any other country.

Further, notwithstanding anything contained above, any property of any person may be attached, if the Director
or any other officer not below the rank of Deputy Director authorised by him for Section of the PMLA has reason
to believe (the reasons for such belief to be recorded in writing), based on material in his possession, that if such
property involved in money-laundering is not attached immediately, the non-attachment of the property is likely to
frustrate any proceeding under the Act.
To compute the period of one hundred and eighty days, the period during which the proceedings under Section 5
of PMLA are stayed by the High Court, shall be excluded and a further period not exceeding thirty days from the
date of order of vacation of such stay order shall be counted.
Section 5(2) states that the Director, or any other officer not below the rank of Deputy Director, shall, immediately
after attachment under sub-section (1), forward a copy of the order, along with the material in his possession, to the
Adjudicating Authority, in a sealed envelope, in the manner as may be prescribed and such Adjudicating Authority
shall keep such order and material for such period as may be prescribed.
Section 5(3) provides that every order of attachment made under sub-section (1) shall cease to have effect after the
expiry of the period specified in sub-section (1) or on the date of an order made under sub-section (3) of section 8,
whichever is earlier.
As per Section 5(4) of PMLA, nothing in this section shall prevent the person interested in the enjoyment of the
immovable property attached under sub-section (1) from such enjoyment.
It may be noted that the person interested, in any immovable property, includes all persons claiming or entitled to
claim any interest in the property.
Section 5(5) states that the Director or any other officer who provisionally attaches any property under sub-section
(1) shall, within thirty days from such attachment, file a complaint stating the facts of such attachment before the
Adjudicating Authority.
The offence of money Laundering and Punishment for money Laundering are specified under Sections 3 and 4 of
the Prevention of Money Laundering Act, 2002 respectively.
Section 3 of the Prevention of Money Laundering Act, 2002 provides that whosoever directly or indirectly attempts
to indulge or knowingly assists or is a party or is involved in any process or activity connected with the proceeds of
crime including its concealment, possession, acquisition or use and projecting or claiming it as untainted property
shall be guilty of the offence of money-laundering.
It may be further noted that proceeds of crime mean any property derived or obtained, directly or indirectly, by any
person as a result of criminal activity relating to a scheduled offence or the value of any such property.
According to Section 4 of the Prevention of Money Laundering Act, 2002, whoever commits the offence of money-
laundering shall be punishable with rigorous imprisonment for a term which shall not be less than three years but
which may extend to seven years and shall also be liable to fine.
It may be noted that where the proceeds of crime involved in money-laundering relate to any offence specified
under paragraph 2 of Part A of the Schedule to the PMLA, shall be punishable with rigorous imprisonment for
a term which shall not be less than three years but which may extend to ten years and shall also be liable to fine.
(c) The Director or any person aggrieved by an order made by the Adjudicating Authority under this Act may prefer
an appeal to the Appellate Tribunal. An appeal has to be filed within forty-five days from the date of receipt of a
copy of the order made by the Adjudicating Authority. Appellate Tribunal may entertain an appeal after the expiry
of the period of forty-five days if it is satisfied that there was sufficient cause for not filing it within that period.
Any person aggrieved by any decision or order of the Appellate Tribunal may file an appeal to the High Court
within sixty days from the date of communication of the decision or order of the Appellate Tribunal to him on any
question of law or fact arising out of such order. Thus, an appeal can be filed before High Court on any question
of law or fact. High Court may if it is satisfied that the appellant was prevented by sufficient cause from filing the
appeal within the said period, allow it to be filed within a further period not exceeding sixty days.

Solved Questions:
1. What are the key laws governing anti-money laundering activities in India?
Solution:
The Prevention of Money Laundering Act, 2002 (“PMLA”) along with the Prevention of Money Laundering
(Maintenance of Records) Rules, 2005 (“Rules”) are the principal laws enacted to prevent money laundering
activities in India. Specialised authorities are dealing with money laundering issues such as the Reserve Bank of
India / Securities and Exchange Board of India(“SEBI”) / Insurance Regulatory and Development Authority of
India which also prescribe guidelines on anti-money laundering standards based on PMLA and Rules.
2. What do the SEBI / IRDAI guidelines cover?

Solution:
SEBI has introduced ‘Guidelines on Anti-Money Laundering (AML) Standards and Combating the Financing of
Terrorism (CFT) /Obligations of Securities Market Intermediaries’ and IRDAI has introduced ‘Guidelines on Anti
Money Laundering programme for Insurers’. They are sector-specific based on the principles of PMLA and Rules.
3. What is the extent of applicability of PMLA and the Rules?

Solution:
The PMLA and rules apply to all persons which include individuals, a company, a firm, an association of persons,
or a body of individuals (incorporated or otherwise), and any agency, office, or branch owned or controlled by any
of the above persons.
4. What is money laundering?

Solution:
Money laundering is the processing of criminal proceeds i.e., profits generated from criminal acts, to disguise their
illegal origin. For example, embezzlement, insider trading, bribery, computer fraud schemes, illegal arms sales,
smuggling, and the activities of organized crime can produce large profits and create the incentive to legitimize the
ill-gotten gains through money laundering.
5. What constitutes an offence of money laundering under the PMLA?

Solution:
Any person who directly or indirectly attempts to indulge or knowingly assists or is involved in any activity
connected with the proceeds of crime is guilty of the offence of money laundering. Further, concealment, possession,
acquisition or use, and projecting or claiming it as untainted property, of such proceeds of crime, in any manner is
also an offence under the provisions of PMLA.
6. What are the proceeds of crime?

Solution:
Any property obtained directly or indirectly through a criminal activity relating to a scheduled offence constitutes
proceeds of crime. The value of such property or its equivalent value held within the country or abroad are also
considered to be proceeds of crime.
7. What does ‘property’ mean? Are intangible assets also included?
Solution:
Under PMLA, ‘property’ means any property/assets of every description, corporeal or incorporeal, movable or
immovable, tangible or intangible, and includes deeds and instruments evidencing title/interest in the property/
assets wherever located and includes any kind of property used in the commission of an offence under PMLA.

8. What is a ‘scheduled offence’?

Solution:
There is a list of offences provided under a schedule in the PMLA. These offences are called scheduled offences.
The schedule consists of three parts specifying offences from thirty legislations. Some of the major legislations
covered in the schedule include Indian Penal Code, 1860, Narcotic Drugs and Psychotropic Substances Act,
1985, Explosive Substances Act, 1908, Unlawful Activities (Prevention) Act, 1967, Arms Act, 1959, Wild Life
(Protection) Act, 1972, Prevention of Corruption Act, 1988, the Companies Act, 2013 and the Customs Act, 1962.
9. What is the punishment for the offence of money laundering?

Solution:
The PMLA prescribes rigorous imprisonment for at least 3 (three) years which may extend up to 7 (seven) years
and also a fine. In the event that the offence of money laundering is related to the Narcotic Drugs and Psychotropic
Substances Act, 1985, the rigorous imprisonment may extend up to 10 (ten) years.
If an offence of money laundering is committed by a company, then every person in charge of and responsible
for the conduct of the business of the company at the time of such contravention as well as the company will be
deemed to be guilty and will be liable to be proceeded against and punished accordingly.
10. Which Authorities Regulate the PMLA?

Solution:
The Directorate of Enforcement in the Department of Revenue, Ministry of Finance is responsible for investigating
offences of money laundering. The Financial Intelligence Unit - India (“FIU-IND”) under the Department of
Revenue, Ministry of Finance is the central national agency responsible for receiving, processing, analysing, and
disseminating information relating to suspected financial transactions to enforcement agencies and foreign FIUs.
11. What are the compliances/obligations prescribed under PMLA and the Rules?
Solution:
Every banking company, financial institution, intermediary, or a person carrying on a designated business or
profession (“Reporting Entity”) is required to verify the identity of their clients and the beneficial owner, maintain
records of all transactions and documents evidencing identity of its clients as well as beneficial owners and
periodical furnishing of information related to certain transactions.
12. Who is covered under “persons carrying on a designated business or profession”?

Solution:
This expression includes : (a) a person carrying on activities for playing games of chance for cash or kind, and
includes such activities associated with the casino; (b) inspector-general of registration appointed under the
Registration Act, 1908; (c) real estate agent engaged in providing services about sale or purchase of real estate
and having annual turnover of INR 2,000,000 or above; (d) dealer in precious metals, precious stones, and other
high-value goods if they engage in any cash transactions with a customer equal to or above INR 1,000,000 carried
out in a single operation or in several operations that appear to be linked; (e) a person engaged in safekeeping and
administration of cash and liquid securities on behalf of other persons, as notified by the central government; or
(f) a person carrying on such other activities as notified by the central government from time to time.
13. Is there a standard or a procedure required to be followed for verification of the client by the Reporting
Entity?

Solution:
Every Reporting Entity is required to conduct an enhanced client due diligence to take steps to examine the client’s
ownership and financial positions including the source of funds and the intended nature of the relationship between
the transaction parties. The Reporting Entity is required to:
(i) Identify and verify its clients and the beneficial owner (if applicable), obtain information on the purpose and
intended nature of the business relationship in case of an account-based relationship. After the commencement
of an account-based relationship, the Reporting Entity must file the electronic copy of the client’s Know
Your Client (“KYC”) records with the central KYC records registry. The verification process may be done by
relying on a third party as well.
(ii) Verify identity while carrying out the transaction of an amount of INR 50,000 or more or any international
money transfer operations.
14. Who is considered a ‘beneficial owner’?

Solution:
The beneficial owner for the verification process is as mentioned below:
S. No. Nature of Client Description (Beficial Owner)

(i) Company Natural person, who acting alone or together has a controlling ownership
interest or who exercises control through other means.
‘Controlling ownership interest’ – ownership of or entitlement ot more than
25% of shares or capital or profits of the company.
‘Control’ – includes the right to appoint majority of the directors or to
control the management or policy decisions such as by virtue of their
shareholding or management rights or shareholders agreements or voting
agreements.
(ii) Partnership Firm Natural person, who acting alone or together has ownership of or entitlement
to more than 15% of the property or capital or profits of such association
or body of individuals.
(iii) Unincorporated Natural person, who acting alone or together has ownership of or entitlement
association or body of to more than 15% of the property or capital or profits of such association
individuals or body of individuals.
(iv) Trust Includes identification of the author of the trust, the trustee, the
beneficiaries with 15% or more interest in the trust and any other natural
person exercising ultimate effective control over the trust through a chain
of control or ownership.
15. What are the records that are required to be maintained by the Reporting Entity? How long do these
records have to be maintained?
Solution:
Every banking company, financial institution, intermediary, or a person carrying on a designated business
or profession (“Reporting Entity”) is required to verify the identity of their clients and the beneficial owner,
maintain records of all transactions and documents evidencing identity of its clients as well as beneficial owners
and periodical furnishing of information related to certain transactions. The records maintained must contain

information including: (a) the nature of the transactions; (b) the amount of the transaction and the currency in
which it was denominated; (c) the date on which the transaction was conducted and (d) the parties to the transaction
to enable the Reporting Entity to reconstruct individual transactions.
The information relating to the transaction must be maintained for five years from the date of the transaction
between a client and the Reporting Entity. The records relating to the identity of clients and beneficial owners as
well as account files and business correspondence must be maintained for five years after the business relationship
between a client and the Reporting Entity has ended or the account has been closed, whichever is later.
16. What type of information is required to be furnished by the Reporting Entities and to whom?
Solution:
The information required to be furnished by the Reporting Entities is provided in the table below. This information
is required to furnish information to the Director of FIU-IND.
Sr. No. Description Due Date

(i) All cash transactions of the value or more than INR 15th day of the succeeding month
1,00,000 or its equivalent in foreign currency.
All series. of cash transactions integrally connected 15th day of the succeeding month
to each other which have been valued below INR
1,00,000 or its equivalent in foreign currency where
such series of transactions have taken place within a
month and the monthly aggregate exceeds an amount
of INR 1,00,000 or its equivalent in foreign currency
(ii) All cash transactions where forged or counterfeit 15th day of the succeeding month
currency notes of bank notes have been used as
genuine or where any forgery of a valuable security
or a document has taken place facilitating the
transactions
(iii) All transactions involving receipts by non- profit 15th day of the succeeding month
organisations of value more than INR 1,00,000 or, its
equivalent in foreign currency
(iv) All cross-border “wire transfers of the value of 15th day of the succeeding month
more than INR 5,00,000 or its equivalent in foreign
currency where erther the origin or destination of
fund is in India.
(v) All purchase and sale by any person of immovable 15th day of the month succeeding the quarter
property valued at INR 5,00,000 or more that ts
registered Py the reporting entity, as the case may be.
(vi) All suspicious transactions whether or not made in Not later than 7 (seven) working days on being
cash satisfied that the transaction is suspicious
17. What is the format in which the information is required to be furnished by the Reporting Entity?
Solution:
The reporting entity must register itself with FIU-IND using the portal https://finnet.gov.in/. Once the registration
is complete, the Reporting Entity can furnish information to Director, FIU-IND online in a standard format
prescribed for the purpose.

18. Who is responsible to furnish the information from the Reporting Entity?
Solution:
Every Reporting Entity is required to appoint two officers i.e., Designated Director and the Principal Officer. The
Designated Director is required to ensure overall compliance with the obligations under PMLA and Rules. The
Principal Officer is responsible for the overall compliance of the Reporting Entity. Accordingly, the Principal
Officer is responsible to furnish the information promptly to the Director of FIU-IND.
19. What are the penalties for non-compliance with the client due diligence process, maintenance of records,
and reporting obligations of the Reporting Entities?
Solution:
On failure to comply with the diligence, maintenance, or reporting obligations by the Reporting Entities, the
Director of FIU-IND may:
1. Issue a warning in writing; or
2. Direct such Reporting Entity or it’s Designated Director on the board or any of its employees, to comply with
specific instructions; or
3. Direct such Reporting Entity or its Designated Director on the board or any of its employees, to send reports
at such interval as may be prescribed on the measures it is taking; or
4. Impose a monetary penalty of not less than INR 10,000 but may extend up to INR 100,000 on such Reporting
Entity or its Designated Director on the board or any of its employees for each failure.
20. What is the forum for appeal against the order of the Director of FIU-IND for noncompliance with
diligence, maintenance, or reporting obligations?
Solution:
Any reporting entity aggrieved by any order of the Director of FIU-IND may appeal before the appellate tribunal
constituted under the Smugglers and Foreign Exchange Manipulators (Forfeiture of Property) Act, 1976. This
appeal must be made within 45 days from the date on which a copy of the order made by the Director of FIU-IND
is received.
21. What is a forum for appeal against the order of the appellate tribunal?
Solution:
A person aggrieved by the decision of the appellate tribunal may file an appeal to the High Court within 60 days
from the date of communication of the decision of the appellate tribunal to it on any question of law or fact arising
out of such decision. The High Court may accept an appeal within a further period of 60 days if sufficient cause
for the delay is shown.
22. What is the court of the first instance to try and levy punishment for the offence of money laundering?
Solution:
The central government has designated special courts, in consultation with the Chief Justice of the High Court,
for trial and punishment of the offence of money laundering. The list of special courts designated by the central
government can be accessed.
23. What is the court of appeal against the order of the special court?
Solution:
An appeal or revision may be made to the High Court within the local limit of the jurisdiction of the special courts.

Exercise

1. Prevention of Money-Laundering Act, 2002 is?
(a) Act No.15 of 2003
(b) Act No.22 of 2003
(c) Act No.11 of 2003
(d) Act No.3 of 2003
2. Prevention of Money Laundering Act, 2002 came into force on?

(a) 1st January 2002
(b) 1st July 2005
(c) 1st June 2004
(d) 1st November 2002
3. “Financial institution” as defined under Section 2(l) of Prevention of Money Laundering Act, 2002
does NOT include? (i) a chit fund company, (ii) a housing finance institution, (iii) a payment system
operator, (iv) a non- banking financial company, (v) Department of Posts in the Government of India.
(a) (v) only
(b) (iv) only
(c) (ii), (iv) and (v) only
4. “Payment system” as defined under PMLA Act, 2002 does include? (i) systems enabling credit card
operations, debit card operations (ii) smart card operations (iii) money transfer operations
(a) Only (i)
(b) Only (iii)
(c) Only (i) and (iii)
(d) All the above
5. “Person” as defined under the Prevention of Money Laundering Act, 2002 includes?
(a) A Hindu undivided family
(b) Every artificial juridical person

(c) An association of persons or a body of individuals, whether incorporated or not

(d) All the above
6. “Precious metal” as defined by PMLA Act, 2002 does not include?

(a) Gold
(b) Palladium or rhodium
(c) Diamond
(d) Platinum
7. “Precious stone” as defined under PMLA Act, 2002 does not include?
(a) Diamond
(b) Graphite
(c) Emerald
(d) Sapphire
8. Offence of money laundering is defined in which section of PMLA Act, 2002?

(a) Section 3
(b) Section 2
(c) Section 1
(d) Section 11
9. “Punishment for money-laundering” is defined under which Section of PMLA Act 2002?
(a) Section 3
(b) Section 7
(c) Section 4
(d) Section 10
10. Which of the following is not prescribed in the provision of the Prevention of Money Laundering Act,
2002?
(a) Seizure of property
(b) Attachment of Property
(c) Confiscation of Property
(d) Life Imprisonment

11. Whoever commits the offence of money-laundering shall be punishable with rigorous imprisonment
for a term which shall not be less than three years but which may extend to?
(a) Three Years
(b) Five Years
(c) Seven years
(d) Ten years
12. Whoever commits the offence of money-laundering, which relates to any offence specified under
paragraph 2 of Part A of the Schedule, shall be punishable with rigorous imprisonment for a term
which shall not be less than three years but which may extend to?
(a) Three Years
(b) Five Years
(c) Seven years
(d) Ten years
13. As per section 5 of PMLA Act, 2002, the property can be provisionally attached for a period not
exceeding ______ from the date of the order?
(a) 60 days
(b) 90 days
(c) 120 days
(d) 180 days
14. Director or any other officer who provisionally attaches any property under PMLA Act, 2002, shall,
within a period of days from such attachment, file a complaint stating the facts of such attachment
before the Adjudicating Authority?
(a) Thirty days
(b) Sixty days
(c) Forty-five days
(d) Ninety days
15. Which among the following authority appointed by the Central Government shall exercise jurisdiction,
powers, and authority conferred by or under the Prevention of Money Laundering Act, 2002?
(a) Administrative Authority
(b) Adjudicating Authority
(c) Appellate Authority
(d) Adjudicating Commission


1. What do you mean by “money laundering”? What is the role of RBI in the Prevention of Money
Laundering?
2. “Non-adherence of KYC norms can create opportunity for money laundering”. Explain.
3. What is meant by pooled accounts?
4. What is meant by KYC Policy?
5. Describe the Customer Acceptance Policy in AML/KYC.
6. Explain the customer identification procedure in AML/KYC.
7. What can be a ground for a transaction to be a suspicious transaction?
8. What do you mean by Money Laundering?
9. What are the objectives of KYC?
10. What are the stages of money laundering?
11. Why is there a need to perform Anti-Money Laundering Checks?
12. What do you understand about money laundering and financial terrorism?
Answer:
1. (a) Act No.15 of 2003

2. (b) 1st July 2005
3. (d) None of the above
4. (d) All the above
5. (d) All the above
6. (c) Diamond
7. (b) Graphite
8. (a) Section 3
9. (c) Section 4
10. (d) Life Imprisonment
11. (c) Seven years
12. (d) Ten years
13. (d) 180 days
14. (a) Thirty days
15. (b) Adjudicating Authority

Statutory Body under an Act of Parliament
www.icmai.in
Headquarters:
CMA Bhawan; 12, Sudder Street; Kolkata - 700016
Ph: +91-33-2252-1031/34/35/1602/1492/1619/7373/7143
Delhi Office:
CMA Bhawan; 3, Institutional Area; Lodhi Road; New Delhi - 110003
Ph: +91-11-24666100/24622156/57/58; 24666124/129
Toll Free: 1800 346 0092 / 1800 110 910
E-mail: studies@icmai.in
ISBN: 978-93-95303-16-3
Follow us on
Behind Every Successful Business Decision, there is always a CMA

Cost and Management Audit: The Institute of Cost Accountants of India

Uploaded by

Document Informationclick to expand document information

Document Informationclick to expand document information

Copyright:

Available Formats

Cost and Management Audit: The Institute of Cost Accountants of India

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Cost and Management Audit: The Institute of Cost Accountants of India

Uploaded by

Copyright:

Available Formats

Final

From ignorance, lead me to truth

Cover Image Source: https://www.istockphoto.com

Behind Every Successful Business Decision, there is always a CMA

Cost and Management Audit

The Institute of Cost Accountants of India

M/s. Print Plus Pvt. Ltd.

Module No. Module Description Weight

Module Additional Resources (Research articles, books,

Section A: Cost Audit

3. To focus on basic cost

Module 3. Cost Auditor 93 - 120

Module 4. Overview of Cost Accounting Standards and GACAP 121 - 288

Module 6. Cost AuditProgramme 321 - 362

Module 8. Preparation and Filing of Cost Audit Report 373 - 390

SECTION - B: MANAGEMENT AUDIT 391 - 576

Module 9. Basics of Management Audit 391 - 418

Module 10. Management Reporting Issues and Analysis 419 - 474

Module 11. Management Audit in Different Functions 475 - 516

Module 12. Evaluation of Corporate Image 517 - 544

Module 13. Informatin Systems Security Audit 545 - 576

 ECTION - C: INTERNAL CONTROL, INTERNAL AUDIT, OPERATIONAL

Module 14. Internal Control and Internal Audit 577 - 600

15.2 Preparation for an Audit

15.3 Audit Engagement Letter

15.4 Role of CMAs in Internal Audit and Operational Audit

15.5 Internal Audit under Companies Act, 2013

15.6 Internal Audit and Companies (Auditor’s Report) Order

15.7 Internal Audit in Companies under manufacturing sector

Module 16. Audit of Diefferent Service Organisations 645 - 676

16.1 Audit of Hospitals

16.2 Audit of Hotels

16.3 Audit of Educational Institutions

16.4 Audit of Co-operative Societies

16.5 Audit of Self-Help Groups

16.6 Audit of Non-Government Organisations (NGOs)

16.7 Audit of Local Bodies

16.8 Audit of Government Expenditure

16.9 Propriety Audit in the context of Government Audit

16.10 Audit of Commercial Accounts

Module 17. Forensic Audit 677 - 714

Module 18. Anti-Money Laundering 715 - 780

The Institute of Cost Accountants of India 1

SLOB Mapped against the Module

Module Learning Objectives:

2 The Institute of Cost Accountants of India

The Institute of Cost Accountants of India 3

4 The Institute of Cost Accountants of India

The Institute of Cost Accountants of India 5

2009 : Expert Group submitted its report to the Central Government.

6 The Institute of Cost Accountants of India

The Institute of Cost Accountants of India 7

8 The Institute of Cost Accountants of India

The Institute of Cost Accountants of India 9

2. Cost Audit was first introduced for _________ industry.

10 The Institute of Cost Accountants of India

� State True or False

ECTION - C: INTERNAL CONTROL, INTERNAL AUDIT, OPERATIONAL