The nance department is a key strategic player in your businessminimizing compliance risks, analyzing opportunities, promoting efciency, and providing data for informed decision-making. Supporting all of the nance department objectives is an accurate set of nancial statements that clearly depict the health and stability of the company. An important, yet often overlooked aspect of maintaining accuracy in nancial statement reporting is general ledger account reconciliation, which is considered a critical tool for detecting and correcting errors in nancial data before submission to relevant authorities such as the SEC. The importance of performing timely and complete reconciliations cannot be underestimated. Financial executives regularly cite improper general ledger account reconciliations as a major contributor to nancial restatements, material weaknesses, and lengthy period-end closing processes. Automating key nancial business processes such as account reconciliations, reduces risk, improves compliance, speeds closing activities, and improves resource utilization.
Optimal general ledger account reconciliation can also provide better information to drive corporate decision-making. This process can clearly showor effectively concealhow a company makes and spends its money. As such it is at the very core of business intelligence, providing key data for strategic decisions ranging from M&A activities to the resolution of human resource issues. The general ledger account reconciliation process should also serve as a standardization tool for the company, establishing uniform denitions, procedures, and policies to improve the quality and accuracy of reporting for compliance. This includes critical internal accountability reports, as required by IFRS and the Sarbanes-Oxley Act of 2002 (SOX). Under Subsection 404 of SOX, companies must provide an internal control report with each annual report outlining the responsibility of management for establishing and maintaining an adequate internal control structure and procedures for nancial reporting; and contain an assessment, as of the end of the issuers scal year, of the effectiveness of the internal control structure and procedures of the issuer for nancial reporting.1 Companies face reporting using both GAAP standards and International Financial Reporting Standards (IFRS) requirements as well as any number of regional, national or international tax liability regulations that depend on accurate general ledger account reconciliation.
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Human involvement increases the risk of errors. Since accounts are not reviewed consistently or in enough detail, numbers that are out-of-balance may not be properly detected during the manual review. This can cause data reliability and restatement issues down the road. In addition, the abundance of stand-alone spreadsheets created by various individuals allows too much inconsistency. This increases the risk of errors since unless reconciliations follow a uniform process, the thoroughness of the reconciliation effort by individual can vary considerably. Time to close is at risk when waiting for completion. Often times during the close, nance users are required to perform so many tasks, including major account reconciliations, within such as short timeframe that even more delays can occur in the rush to complete everything on time. Reconciliations are not done at all. With time constraints and many accounts to reconcile, some critical reconciliations are not performed at all. Management may not be aware of the depth of the problem and may continue to push for faster turnaround times for nancial information which can cause even more accounts to be overlooked. This leads to data reliability and restatement risks down the road. The task becomes increasingly complex as the organization grows. Reconciliation efforts increase given the size and complexity of the company. The addition of new prot centers, the expansion of GL accounts, and the use of many non-integrated nancial systems all contribute to a more complex and lengthy reconciliation process. Efforts are further complicated with the acquisition of new entities, which generally have their own systems, chart of accounts, and processes for handling the function. All the manual effort translates into substantial amounts of time and effort for nance staff to complete reconciliation activities. Pressures take their toll on people forcing them to work long hours, which creates errors, burnout, low morale, and ultimately high turnover. In some cases, organizations address these challenges by outsourcing the effort to an offshore shared service center. Unfortunately that solution alone is seldom the right answer. With the decentralized approach, the control, management, and visibility of the process are often compromised. Financial staff at the home ofce often becomes less efcient if the reconciliation process isnt modied to adjust properly for responsibility sharing. Peter Minck, a Vice President at Redwood Software, who helps companies streamline their reconciliation processes explains, An inefcient process doesnt become more efcient by increasing the number of people involved. Unless the fundamentals of the process are improved, the result will not drastically change. One of the fundamental changes Minck sees is the introduction of automation into the reconciliation process.
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Sources
1. American Institute of Certied Public Accountants (AICPA). Summary of Sarbanes-Oxley Act of 2002. http://www. aicpa.org/info/sarbanes_oxley_summary.htm. 2005. 2. PwC Advisory Viewpoint How to Improve Account Reconciliation Activities (PricewaterhouseCoopers, 2007) 3. Leading Futures and Options Exchange Adopts a Financial-Close Solution by John E. Van Decker (Gartner, Inc., April 6, 2010)
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