Reporte financiero - XBRL Transformando el proceso Oscar Bize Socio - Deloitte Junio, 2012
Irrupción de XBRL XBRL constituye un beneficio para la red de suministro de información financiera, permitiendo que los contadores, asesores financieros, analistas e inversionistas obtengan información financiera con rapidez, confianza y consistencia vía Internet XBRL es una de las tecnologías que más auge tiene en el área financiera y de contabilidad, para agilizar todos los procesos, generación, intercambio y publicación de información financiera, tanto dentro de una sola empresa, como entre varias. La solución es sencilla, se encuentra probada y en funcionamiento con diversas opciones de operación. Sin embargo requiere e e datos, validados, con integridad y correctamente e te controlados. o Por la diversidad de sistemas y aplicativos, así como los ajustes fuera de sistemas, la integridad no se consigue siempre de manera sencilla. El origen de los problemas de integridad que encontramos en los reportes financieros (XBRL, pdf, etc.) estarían primariamente originados por los procesos relacionados con la recolección de datos, este procesos incluyen elementos como los sistemas orígenes de los datos, las interfaces entre diferentes sistemas, ajustes, controles establecidos, procesos manuales, etc.
Reporte Financiero con XBRL Cadena de Reporte Financiero i sin XBRL (The Old Way) La reintroducción de datos en el origen de éstos y en cada punto de conversión de la cadena de reporte financiero provoca riesgo de errores, falta de transparencia y un alto costo. 3 XBRL. El Lenguaje Financiero Global
Reporte Financiero con XBRL Cadena de Reporte Financiero i con XBRL (The New Way) Nos olvidamos de los formatos y trabajamos extrayendo, consolidando, analizando, etc. los datos puros, etiquetados en forma consensuada, en un formato universal que todos entienden y desde cualquier sitio web. 4 XBRL. El Lenguaje Financiero Global
Consideraciones Conversión a IFRS + XBRL Transformación de Data Sistema Compatible? Actualización Requerida? Otras Iniciativas de TI Nuevo Sistema? BI Integración de Sistemas Reporte y Presentación (XBRL?) Reporte Paralelo Recursos disponibles? 5 XBRL. El Lenguaje Financiero Global
Dificultades del proceso Entendimiento: Sistema Herramienta??? Cambio de sistema?? Procesos contables se mantienen estables?? Problema de Sistemas o de contabilidad?? Ajustes, análisis, notas?? Filiales, empresas relacionadas.? Secuencia y programación de actividades de cierre Niveles de acceso a los sistemas y herramientas de XBRL Desarrollo propio, externalización, compra de herramienta??
Nuestro Entendimiento Procesos y Controles de Generación de Reportes /otros reportes financieros individuales id Reporte Consolidado XBRL/ Otros Proceso de información en Aplicación XBRL SVS u otros Casa Matriz Empresa Filial 1 Empresa Filial 2 n i
Objetivos a conseguir en un proceso de transformación del reporte financiero i Integración de modelos contables y de presentación de los EEFF y otros reportes Estado actual de los procesos que servirá como base para la transformación de los procesos de cierre y reporte financiero Definir un modelo operativo que cree consistencia, control y automatización en el proceso de reporte y que pueda ser aplicable de manera homogénea. Establecimiento de una estructura de gobierno que defina claramente los roles y responsabilidades, seguimiento y cumplimiento de plazos. Desarrollo de un plan que minimice el riesgo y que considere los problemas originados por la innovación en los procesos. Manteniendo o desarrollando un modelo de control interno para el proceso de cierre y reporte financiero Desarrollo de un roadmap integrado de iniciativas para alcanzar el estado deseado
Desarrollo de un proceso de implementación y transformación del proceso Nuestro entendimiento i t de un enfoque de mejora Revisión y análisis de la situación Actual de todos los procesos de reporte financieros. Desarrollo de un modelo operativo futuro de los procesos de reportes financieros Desarrollo de plan de transición y Roadmap de los procesos. Casa Matriz Empresa Filial 1 Empresa Filial 2 n
Customer Master Maintenance Order Processing and Shipment Billing Collection Receipt Account Reconciliation Sales Administration Vendor Master Maintenance Purchase Order / Contact Administration Receive Goods / Service Vendor Invoice Payment Payable Reconciliation Employee Master Maintenance Time and Attendance Benefits Payroll Process Personnel Administrative Services Fixed Asset Budgeting Asset Capitalization Disposal / Transfer of Assets Accounting Entries High Level Target Setting Detailed Budgeting Performance Tracking Costing Data Integrity Close Consolidation & Reporting Tax Treasury Risk Management Help Desk Application Support Network / Hardware / Infrastructure Security / DBA Proyecto de transformación Etapa Actividades Ejemplos Etapa 1 Organizació n y lanzamiento Estructura de gestión del proyecto Work plan Análisis Stakeholder y plan de comunicaciones. Inventario de iniciativas. 2.1.2 Accounting Data Definitions Roles and Responsibilities: Staff Accountant (Staff Accountant) Responsible for the administration of the Chart of Accounts (COA) based on supporting data and the associated maintenance of the SAP system COA in accordance with the Company s Corporate Accounting Policies. Fourth, Fifth & Sixth Digits (XXX _): The fourth, fifth and sixth digits are used to provide a more detailed classification of the account. (e.g. 113000 indicates an Unrestricted Citizens Bank Manager of Financial Planning & Analysis (Mgr FP&A) account) Responsible for the administration of the Hyperion Financial system in accordance with the Company s Corporate Accounting Policies. C. Chart of Accounts (COA) Set-up Responsible for the administration of the cost center set-up in accordance with the Company s Corporate Accounting Policies. When an account is added to the Chart of Accounts, the following process is used: Functional Controllers A. The Staff Accountant is notified via email of the request for a new account. Responsible for reviewing and approving new accounts B. The in Staff accordance Accountant with fills the out Company s a Chart of Corporate Accounts set-up form with all relevant information. Accounting Policies. C. Based on the type of account, the Staff 2.1.3 Accountant Journal determines Entry the account number and name. Process Requirements: D. The request is given to the applicable Functional Roles and Controller Responsibilities: for review and approval. E. The Staff Accountant updates the Chart of Accounts in SAP and forwards the approved request to the A. Chart of Accounts (COA) Definition Mgr. FP&A. Staff Accountants (General Ledger, Cost, & Revenue Accountants) / Manager of Financial Planning & Analysis F. The Mgr. FP&A sends a ticket request to (Mgr the Hyperion FP&A) Financial Help Desk for the update to be made Each account is assigned titles and numbers that indicate specific in the general Hyperion ledger system. accounts. Each account is Responsible for preparing journal entries based on supporting data in accordance with the Company s given a short title description that is brief and that allows G. the The reader Staff to quickly Accountant ascertain manually the nature logs all and changes purpose made Corporate to the Chart Accounting of Accounts Policies. for future reference of the account. Accounts are arranged in the same sequence in which they appear in the company s financial Responsible for ensuring that all journal entries are posted in a timely manner and supported by purposes. statements, within the following account ranges: appropriate documentation. H. Once the account has been added to the Chart of Accounts, the Staff Accountant determines Assets 100000-199999 responsibility and adds the account to the Functional Account Reconciliation Controllers Responsibility Matrix (ARRM). Liabilities 200000-299999 Responsible for reviewing and approving journal entries in accordance with the Company s Corporate The above process contains a Sarbanes-Oxley key control Equity 300000-399999 Accounting regarding COA Policies. setup, see 2000 Financial Reporting Control Ref 2.2. Revenue 400000-499999 Responsible for implementing and maintaining appropriate controls over the local financial data and Expenses 500000-799999 financial systems. D. Chart of Accounts (COA) Removal B. Account Numbering Information Technology Group When an account is disabled from the Chart of Accounts, the following Responsible process for the is setup used: / removal of approved XXXXX employees in the SAP application General ledger accounts are numbered using a six digit sequence. The location and value of each digit have A. The Staff Accountant is notified via email Process of the request Requirements: to disable an account. specific meanings. Below is a general description of the meaning of each digit. B. The Staff Accountant Blocks the account in SAP (SAP does not allow postings to Blocked First Digit (_XXXXX): The first digit indicates the accounts). A. Access Procedures (SOD) major classification of the account in the general ledger. The value of the digit indicates whether C. it is Accounts an asset, liability, are not deleted equity, revenue, from the or Chart expense of Accounts to maintain a history and allow for future use account. (e.g. 1XXXXX indicates asset accounts) (unblocking). The ability to record and post a journal entry in the general ledger is restricted to authorized employees. The process to add a new user to SAP is as follows: D. The Staff Accountant manually logs all changes made to the COA for future reference purposes. Second Digit (X_XXXX): The second digit indicates E. Once a sub-classification the account has of a been major blocked, account. the (e.g. Staff Accountant removes the account from Account 11XXXX indicates Cash accounts) A. New user access in SAP is initiated through a request form accessible on the XXXXX Intranet. Reconciliation Responsibility Matrix (ARRM). B. Requests are approved by the Staff Accountant s Functional Controller. Third Digit (XX_XXX): The third digit indicates a further sub-classification of each major account C. New users are required to complete training on basic SAP navigation prior to being issued an SAP classification. (e.g. 113XXX indicates E. Cost Unrestricted Center Cash Set-up accounts) application ID. D. Approved requests are forwarded to the Information Technology group for ID setup. Etapa 2 Estado actual Documentación standard checklist, procesos, procedimiento, roles, responsabilidades, etc. Documentación de procesos, organización y gobierno Processes Revenue (Order to Cash) Expenses (Procure to Pay) HR / Payroll Fixed Assets When a cost center is added to SAP and Hyperion, the following process is used: A. The Mgr FP&A is notified via email of the request The above for a new process cost contains center. a Sarbanes-Oxley key control regarding Journal Entry Access Controls, see 2000 Financial Reporting Control Ref 2.5 B. The Mgr FP&A forwards the request to the Corporate Controller/Accounting Controller for review and approval. B. Types: Manual, Reversing, Top side adjustment C. Once approved, the Mgr. FP&A adds the new cost center to SAP and sends a ticket request to the Hyperion Financial Help Desk for the update to All be journal made in entries the Hyperion made to system. the general ledger should fairly reflect the underlying transactions and events associated with the Company s business and should also be supported by appropriate documentation that D. Within SAP, the Mgr. FP&A updates the Cost Centering Grouping with the new cost center for describes the purpose and basis of the entry. SAP should be configured to prevent out of balance Journal reporting purposes. Entries. The above process contains a Sarbanes-Oxley key control regarding Journal Entry Supporting Documents, see 2000 Financial Reporting Control Ref 2.6 The above process contains a Sarbanes-Oxley key control regarding SAP Configuration, see 2000 Financial Reporting Control Ref 2.7 Manual Standard Journal Entries: Standard journal entries (FB50 entries) are prepared using the following process: Financial Planning and Other Back IT Organization Analysis office Etapa 3 Desarrollo de modelo operativo deseado Modelo operativo procesos centralizados, controles, organización, estructura de gobierno. Riesgo de transición y requerimientos de capacidades. Cronograma de actividades de cierre Sub-Processes Current KGI Future KGI Future Participation Technology People Process Recommendations Key Areas Impacted Critical Success Factors Document process flows to support learning and a more efficient close Finalized pre-close checklist Incorporation of roles and responsibilities into A pre-close checklist (end-to-end) Evolved the reconciliation tracking tool based on daily processes and SOP s End-to-end close process with timeline initial usage Buy-In from Key Stakeholders Document procedures for reconciliation and managing MI/OA Fees Provide transparency with the Rapid implementation schedules timing of handoffs Identify issues/ dependencies Expected inflows, processing steps and outflows Created a centralized issues log Required controls Draft issues management Develop project management toolkit to better support the close process process flow to identify roles, Reconciliation tracking tool ownership and due Issue log with issue management process flow Establish a PMO role for the month end with clearly defined Identified gaps in the close process to be Approval of Directors responsibilities managed by the PM Buy-in from Key Stakeholders Assign Fund Accounting members to specific entities for reconciliation to Facilitated cross-training sessions Assigned Consensus among users provide more direct ownership and continuity when addressing issues Controllers to specific entities for reconciliation Leverage SFM for train the trainer sessions prior to the close to support review cross-training and communicate SFM expectations Assessed October month end to determine further cross-training Provide tighter security and controls over the schedules (interim) Facilitated Q&A event with systems organization Management oversight Categorize calculations and update documentation for Created an overview of the month end Buy-in from Key Stakeholders easier maintenance calculations (MI, OA, NAV) and outlined Protect formulas and calculations from manipulation by considerations to provide to systems org unauthorized users Conducted knowledge transition to resource to Reduce hard-coded input to improve traceability continue feasibility assessment Accuracy Timeliness Communication Completeness Etapa 4 Definición de plan de transición y roadmap Plan de transición y roadmap iniciativas de transición, prioridades, secuencia, tiempos, milestones, procesos, recursos, etc. Plan de contingencias de transición alto nivel.
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