The 2015 Global Pulse of Internal Audit report analyzes data from more than 4,500 CAEs and directors from around the world to provide a look at the challenges and opportunities present for internal audit in today’s dynamic business environment and identifies four major themes CAEs must have on their radar.
This brochure addresses the varied roles of internal auditors.
It can be a daunting task for internal auditors to grapple with how geopolitics impacts organizations. After all, geopolitics includes broad and complex interrelated topics such as climate change, the outbreak of disease, political instability, economics, war, and conflict, all of which can present risks to the organization with little or no notice. This paper briefly describes the impact of economics, war, and conflict on one particular topic that has pervaded global business news headlines — the price of oil. The authors consider the impact of the price of oil on multiple industries. Finally, they explore the key considerations for internal audit in addressing geopolitical risks to the organization.
Nonfinancial reporting is the reporting of quantitative and qualitative information that falls outside the scope of mainstream financial statements. More than a passing trend, nonfinancial reporting is required in some jurisdictions; global frameworks and standardized approaches to nonfinancial reporting are gaining recognition; and spending on related assurance is projected to grow. Global Perspectives and Insights Issue 2 discusses internal audit’s role in nonfinancial reporting.
Reminiscent of major business scandals at the turn of the century, culture is front and center again with calls for organizations to fix weak cultures that contribute to corporate misconduct. This area is not new to the internal audit profession. We have audited soft controls and tone at the top, but it is time to step up to the plate and take responsibility for auditing culture. It must be understood that internal audit must continuously monitor organizational culture at all levels, it is not a standard engagement. Global Perspectives and Insights Issue 3 will discuss how the profession can move forward on auditing culture.
While it would not be practical for someone to know everything about a topic as complex and fast-changing as cybersecurity, it has become essential for a chief audit executive (CAE) or head of internal audit to be cybersecurity-savvy. This paper explores how a team effort, support from the top, enhanced cybersecurity knowledge and awareness, and a focus on cyber resiliency can help the CAE position internal audit to be an organization’s trusted cyber adviser.
To understand how we, as a profession, are doing our work in an ever-changing environment, The IIA launched a global survey earlier this year. More than 2,200 internal audit practitioners from 111 countries and territories offered their insights on two emerging issues included in this report: auditing culture and keeping up with technology (cybersecurity and big data). The report also explores how internal audit can, and arguably must, rise to the level of trusted adviser.
For internal audit to be viewed as something more than an internal controls
expert, it needs to strategically partner with the business. This requires
approaches to work well beyond traditional internal auditing. First and
foremost, it requires understanding and viewing the business strategically (not
just tactically or operationally). It starts with thinking about the
organization like the CEO, and includes a fundamental shift in how internal
audit interacts with the executive leadership of the organization. This article
explores what it means for internal audit to rise to the level of strategic
partner and proposes steps that can be undertaken to get there.
This brochure focuses on a single aspect of audit committee performance - its oversight of quality-oriented internal audit activities.
What should you expect from your internal audit department? This flyer explains the characteristics of a world-class internal audit department.