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Segregation of duties
. For example, the chairman/Chief Executive roles should be split. 
(b) 
Physical
. These are measures to secure the custody of assets, eg only authorised personnel are 
allowed to move funds on to the money market. 
(c) 
Authorisation and approval
. All transactions should require authorisation or approval by an 
appropriate responsible person; limits for the authorisations should be specified, eg a remuneration 
committee is staffed by non-executive directors (NEDs) to decide directors' pay. 
(d)
 
Management
. Management should provide control through analysis and review of accounts, eg 
variance analysis, provision of internal audit services. 
(e)
 
Supervision
. Supervision of the recording and operations of day-to-day transactions ensures that 
all individuals are aware that their work will be checked, reducing the risk of falsification or 
errors, eg budgets, managers' review, exception or variance reports. 
(f)
 
Organisation
. By identifying reporting lines, levels of authority and responsibility, this ensures 
everyone is aware of their control (and other) responsibilities, especially in ensuring adherence to 
management policies, eg avoid staff reporting to more than one manager. Procedures manuals 
will be helpful here.
(g) 
Arithmetical and accounting
. The correct and accurate recording and processing of transactions 
eg reconciliations and trial balances should be checked. 
(h) 
Personnel
. Attention should be given to selection, training and qualifications of personnel, as well 
as personal qualities; the quality of any system is dependent on the competence and integrity of 
those who carry out control operations, eg use only qualified staff as internal auditors.