Executive-Internal Controls & Process Improvement

Process Assessment

1. This includes end-to-end understanding of all processes at FSSC by conducting thorough assessments of existing processes, finding bottlenecks, inefficiencies, and areas for improvement in terms of controls.
2. Map current state processes against the Internal Control Reference Framework and perform a gap analysis of controls.
3. Document quality errors in the deliverables and deviations from Service Level Agreement (SLA) /Standard Operating Procedures (SOP)/Client Engagement terms that require remedies.
4. Collaborate with stakeholders within and outside group to find potential areas of process improvement, gaps or inefficiencies.

Controls and Compliance

1. Ensure proper adherence to ICRF and internal control principles by implementing corrective actions.
2. Plan continuous review of systems and processes to bridge gaps with ICRF. Aim for an “A” in FSSC internal audit. Ensure that no audit score is below “B”.
3. Ensure that all Tasks created in in Blackline for internal control improvements are complete, reviewed and up to date as per the stipulated timelines of group doctrine.
4. Implement SAPIN II (anti-Corruption) controls as a part of routine review process and ensure that the tasks are completed efficiently within deadlines.
5. Ensure that SLAs, SOPs, Risk Control matrices (RCM), Business policies and such other documents required for accounting and internal control are kept up to date and reviewed periodically (at least once a year).
6. 10.Ensure that all audit (statutory and Internal) recommendations are implemented as per agreed timelines.
7. 11.Ensure compliance to IND AS, CARO & Schedule III requirements for risk controls in statutory audit and group doctrines for group audit.

Process Improvement

1. 12.Develop comprehensive controls excellence plan vertical-wise to improve the efficiency and effectiveness of FSSC controls.
2. 13.Maintain detailed plans, status reports, and documentation of key decisions.
3. 14.Ensure the process-change plans are clearly communicated to all stakeholders, including internal customers and adopted by relevant teams.
4. 15.Lead the process improvement projects, ensuring tasks are completed on schedule and within budget.
5. 16.Identify vendors/ consultants for transformation projects, where required.
6. 17.Monitor and engage with vendors/ consultants to ensure prompt completion of projects.
7. 18.Monitor project progress and proactively address any deviation or issue.
8. 19.Provide regular reports to senior management on project progress / outcomes,
9. 20.Develop and report metrics that measure process performance and impact of process changes.

Data Analytics

1. 21.Develop performance dashboards giving up-to-date performance indicators across the FSSC portfolios, which will show whether FSSC is delivering accurate and responsive service in a cost-effective manner.
2. 22.Be the functional consultant or the bridge between Power BI / IT teams and FSSC verticals to develop financial reports containing meaningful analysis
3. 23.Maintain a record of process standards and best practices for all verticals.

Stakeholder Management

1. 24.Engage key stakeholders, including department heads, business stakeholders, subject matter experts, and senior management.
2. 25.Manage stakeholder expectations and provide regular project updates.
3. 26.Provide training and support to employees on internal controls and process changes.
4. 27.Address resistance and promote buy-in for process improvements.

Continuous Improvement

1. 28.Foster continuous internal controls and process excellence culture by communicating best practices, process excellence initiatives, progress, and results.
2. 29.Evaluate the success of process enhancements and recommend further improvements.

Provide training and coaching to FSSC teams on process excellence concepts, tools, and techniques.