Mike Krzus

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  biz.yahoo.com/bw/081017/20081017005158.html?.v=1 - [Cached Version]
  Published on: 10/17/2008    Last Visited: 10/17/2008  

  "During the last 15 years, several organizations have proposed new or improved reporting modelsâ€"but none so far has succeeded in gaining recognition as a common, complete framework that would allow for consistent and relevant reporting of value drivers, non-financial performance measures and qualitative information," said Mike Krzus, a partner with Grant Thornton LLP and the president of the EBRC.
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  "We distribute this framework as an invitation for global collaboration," said Krzus.

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  conference.xbrl.org/Papers/listpresenters.aspx - [Cached Version]
  Published on: 11/15/2005    Last Visited: 10/24/2008  

  Mike Krzus
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  Mike Krzus is a Partner in Grant Thornton's National Professional Standards Group. He is Grant Thornton's global expert on frameworks and concepts for reporting intangibles, value drivers, intellectual assets and key performance indicators. Mike is president of the Enhanced Business Reporting Consortium, a U.S.-based collaborative effort to provide the capital markets with more relevant and useful information. Mike is one of the leaders of the World Intellectual Capital Initiative ("WICI"). WICI is an international network of organizations in Australia, Europe, Japan and the U.S. collaborating on expansion of enhanced business reporting concepts and development of XBRL taxonomies for non-financial information and key performance indicators. He is a member of the AICPA Assurance Services Executive Committee and was Chairman of the AICPA XBRL Assurance Task Force. Prior to joining Grant Thornton, Mike worked in the Assurance Professional Standards Group of Arthur Andersen. Mike received a BS degree in accounting from Calumet College and is a certified public accountant in the state of Illinois.

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  hitachidatainteractive.com/2008/08/ - [Cached Version]
  Published on: 8/1/2008    Last Visited: 10/16/2008  

  Michael P. Krzus, Partner, Grant Thornton LLP and President, The Enhanced Business Reporting Consortium, Chicago, Illinois (3)

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  17thconference.xbrl.org/presenters/all?phpMyAdmin=UTdKe - [Cached Version]
  Last Visited: 10/16/2008  

  Mike Krzus
  
  Partner, Grant Thornton LLP, National Professional Standards Group
  
  Mike is currently serving as the president of the Enhanced Business Reporting Consortium and he is one of the EBRC's delegates to the World Intellectual Capital Initiative. He is a member of the AICPA Assurance Services Executive Committee and past Chairman of the AICPA XBRL Assurance Task Force. Prior to joining Grant Thornton, Mike worked in the Assurance Professional Standards Group of Arthur Andersen. He focused primarily on U.S. and international standards for new types of attestation and assurance services. Mike's background includes diverse management experience in industry and public accounting. He has held positions including Year 2000 project director, director of internal audit and director of financial reporting for publicly held companies. In addition, Mike was in the national SEC practice of an international public accounting firm and was a director in the accounting and auditing quality control group of large Chicago-based public accounting firm.

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  www.51xbrl.com/blog/people/mike-krzus-grant-thornton-%e - [Cached Version]
  Last Visited: 9/28/2008  

  Mike Krzus - Grant Thornton åˆä¼äºº
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  Mike Krzus - Grant Thornton åˆä¼äºº
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  Tags: AICPA, EBRC, Grant Thornton, Mike Krzus
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  Mike Krzus
  
  Partner, Grant Thornton LLP, National Professional Standards Group
  
  Mike is currently serving as the president of the Enhanced Business Reporting Consortium and he is one of the EBRC's delegates to the World Intellectual Capital Initiative.He is a member of the AICPA Assurance Services Executive Committee and past Chairman of the AICPA XBRL Assurance Task Force.Prior to joining Grant Thornton, Mike worked in the Assurance Professional Standards Group of Arthur Andersen.He focused primarily on U.S. and international standards for new types of attestation and assurance services.Mike's background includes diverse management experience in industry and public accounting.He has held positions including Year 2000 project director, director of internal audit and director of financial reporting for publicly held companies.In addition, Mike was in the national SEC practice of an international public accounting firm and was a director in the accounting and auditing quality control group of large Chicago-based public accounting firm.
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  Mike Krzus - Grant Thornton åˆä¼äºº

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  17thconference.xbrl.org/program/preliminary-schedule - [Cached Version]
  Last Visited: 10/16/2008  

  Speakers: David vun Kannon -PwC, Claudia Volk West LB, Mike Krzus -Grant Thornton

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  www.grantthornton.com/portal/site/gtcom/menuitem.91c078 - [Cached Version]
  Last Visited: 10/21/2008  

  Mike Krzus 312.602.8029

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  18th XBRL International Conference - [Cached Version]
  Published on: 10/24/2008    Last Visited: 10/24/2008  

  Mike Krzus, Grant Thornton LLP

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  AIS - Special Interest Group for Accounting... - [Cached Version]
  Published on: 11/1/2005    Last Visited: 8/17/2006  

  Michael Krzus,Grant Thornton LLP, USA

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  Atlanta CEO Council - [Cached Version]
  Published on: 3/18/2007    Last Visited: 12/14/2007  

  But, according to Michael Krzus, a director in the professional standards group with Grant Thornton's Chicago office, "Companies don't always have policies in place through which employees who suspect fraudulent activity can voice their concerns - confidently and anonymously."
  
  Krzus emphasizes that management's philosophy regarding ethical values and communication of bad news is critical to the success of whistle-blower programs.He points to the business failures in 2001 and 2002 as examples of what can happen when companies do not fully support effective whistle-blowing policies and procedures.
  
  "Many employees at those companies appeared to know something wasn't right.But, when the information was reported, the board and senior management didn't effectively respond to the allegations," Krzus says.
  
  Today, having a whistle-blower program in place is no longer a luxury for public companies.The Sarbanes-Oxley act requires boards of directors to create a confidential avenue for employees to air their concerns and review the allegations in a timely manner.The legislation further protects whistle-blowers by attaching substantial penalties for companies found guilty of retaliating against an employee who reports suspected fraud.
  
  Krzus offers the following tips to companies wanting to jump-start their whistle-blower programs:
  
  Nurture open communicationsAn effective whistle-blower program not only requires the full support of top management, but also a company culture that supports an open door policy.
  
  "Some companies have a culture in place that will embrace the positive aspects of a whistle-blower program," Krzus says, "while other organizations may only create a program because it is required by law."
  
  "Obviously, those organizations that have an open culture will have a greater chance at creating an effective whistle-blower program."
  
  Set up a hotline programMany companies use an outside vendor - such as the Association of Certified Fraud Examiners - to offer employees an anonymous avenue to report any suspicions of illegal or unethical activity, while others prefer to host the hotline in-house.
  
  "Most importantly," Krzus says, "employees should feel comfortable that they can remain anonymous if they choose to, and that there is going to be a prompt and skilled investigation in response to the allegations.If they don't think that's going to happen, chances are they won't report suspicious activities."
  
  Communicate regularly with employeesA whistle-blower program can only work if employees know about it."Typically, businesses use a variety of communication media to get the word out, including e-mail, posters, newsletters, mail, and the company's Intranet, if they have one," Krzus explains."Some avenues work better than others, depending on the type of organization."
  
  Educate board members on responsibilitiesUnder Sarbanes-Oxley, it is the responsibility of the audit committee to address employee concerns about financial reporting and accounting.To perform these new responsibilities, audit committee members may need additional education," Krzus says.
  
  "Several universities across the country are creating director education programs that will address new roles and responsibilities," he adds.

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