2007 Annual Report
INTERNAL AUDIT
In 2007, the Internal Auditing Department of the level branches.
PBC further deepened performance audit on officials,
tightened audit regulation on major business and key First, a special audit was con-
risk areas, continued to promote the establishment of ducted on management of infrastructure construction,
internal control mechanism of the PBC, improved basic under which 69 infrastructure projects approved by the
work of internal audit, and achieved favourable effects. PBC Head Office between 2001 and 2004 were audited.
4 570 audit programs were conducted; 5 024 audit The audit enhanced the PBC branches at all levels to
reports were made while 2 736 pieces of conclusions further improve internal control and strengthen
and solutions were drawn and 26 773 pieces of reme- financial management of infrastructure projects.
dial suggestions were provided by the PBC. The role of Second, a special audit on bank accounts management
internal audit was strengthened in standardizing of the PBC was conducted on 104 branches and sub-
management and preventing risks. branches including 2 operations offices, 15 provincial
branches, 2 municipality (directly under central gov-
In 2007, the PBC executed performance audit on ernmen) branches, 85 city prefecture-level branches,
presidents of Chongqing Operations Office, Kunming, which promoted branches at all levels to enhance bank
Lanzhou and Dalian sub-branches. Branches and sub- accounts standardized management and safeguarded
branches also conducted such performance audit on the security of financial assets by preventing irregular
1 439 people including presidents of lower-level bran- activities from the origin. Third, a special audit was
ches and heads of other functional departments in the conducted on banknotes processing centers in Shanghai
same branch. The performance audit was gradually Head Office, Jinan branch and 25 sub-branches, which
standardized in contents, priorities, methods and facilitated these banknotes processing centers to
procedures, and was improved by study in assessment, further strengthen internal control building, business
which was transformed from quality assessment to a operation standardization, and management on equip-
combined assessment on both quality and quantity. ments and finance. Fourth, earmark audit and inves-
Meanwhile, departure audit was also conducted on tigation was conducted on administration in line with
presidents of Shenyang branch, Yinchuan, Urumqi, the law. Audit and investigation was executed in Nan-
Hefei sub-branches and Xi'an Operations Office, jing and Chengdu branches and 32 sub-branches, which
deputy president of Jinan branch, heads of the were urged to improve organizational structure and
Supervisory Center of Anti-money laundering, and operating mechanism of administration in line with the
Dalian Training Center as well as heads of Chang- law, as well as the procedure and content. Such audit
cheng Coin Co. Ltd. (Hong Kong). Branches at all safeguarded the image and confidence of the PBC.
levels conducted departure audit on 627 managerial Fifth, special audits were also conducted on mana-
staff. Such audit further strengthened legal and gement of computer rooms in 6 branches and opera-
accountability consciousness of managerial staff, pro- tions offices and 5 provincial branches. Branches at all
moted internal management of the branches under audit, levels were urged to enhance security management of
and consolidated and improved the periodically circu- computer rooms, its operating system and network, as
lating audit system by upper-level branches to lower- well as the maintenance. Six, special audit was also
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executed at database operation management in Shang- training courses were held to train a total of 6 565
hai Head Office, 5 branches and operations offices, 5 person to improve personnel technique and quality.
provincial branches and 7 city prefectural branches, Second, efforts were made to optimize the management
which facilitate these branches to further strengthen of audit personnel database, to revise the admi-
database management and ensure the security of the nistrative rules on audit personnel database, to fasten
PBC's information system. its utilization and updating frequency, and to clarify the
- selection criteria and transfer requirement of auditing
- personnel, so as to make the auditing personnel
The PBC continued to push forward internal control database better serve the audit work. Third, IT
mechanism construction. In each audit execution, the construction of internal audit was enhanced by
soundness and efficiency of internal control was accomplishing the development of main procedures of
attached great importance, and the branches under the comprehensive administrative system of internal
audit were urged to enhance internal management and audit business, compiling electronic handbook for
further improve relevant internal control mechanism internal audit, and developing subsidiary audit
and system. The Procedures of the People's Bank of software for centralized accounting system of the
China on Regulation and Assessment of Internal central bank. Fourth, international communication was
Control was formulated to further standardize audit intensified for internal audit. Representatives attended
and assessment of internal control mechanism, which the Fifth Asia-Pacific Central Bank Internal Audit
explicitly defined content, criteria and procedures of Department Summit. Selected staff also attended
internal control regulation and assessment, and international seminars and training courses organized
provided detailed guidance of operations for internal by the IMF, the Federal Reserve of New York, the BIS,
control assessment of the PBC. and the Bank of England etc. to learn advanced theory
of internal audit, and exchange experience in central
First, efforts were made in training for bank internal audit, which came out with good results.
audit officials. Various audit seminars and pre-audit
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