2010 State of the Internal Audit Profession Study// Attīstības tendences 2010.gadā*

Transcription

1 2010 State of the Internal Audit Profession Study// Attīstības tendences 2010.gadā* *connectedthinking PwC

2 Background Methodology and statistics Sixth annual survey - data collected Q4 of 2009 Over 2,000 respondents from +50 countries Explored four themes: - Governance, risk and compliance - Auditor of the future - Cost pressures - Use of technology

3 The heart of the matter Investments are changing Source: PwC s 13th Annual Global CEO Survey

4 The heart of the matter Board agendas are also changing Source: PwC s 13th Annual Global CEO Survey

5 An in-depth discussion moving beyond the status quo Eight key attributes of a high performing internal audit function

6 An in-depth discussion moving beyond the status quo Biggest performance gaps are in the most important attributes

7 An in-depth discussion moving beyond the status quo Closing the performance gaps Leveraging the governance opportunity Elevating risk assessment Integrating risk and compliance activities Enhancing scope Closing the skills gap Responding to cost pressures Using technology as an enabler

8 An in-depth discussion leveraging the governance opportunity Top 5 supported governance activities

9 An in-depth discussion elevating risk assessment Elevating risk assessment Very broad range of practice Lack of clear precedent and direction Expectation for better clarity, context and strategic focus Directors seeking a solution to their emerging risk question Does your risk assessment provide insights into key strategic risks that boards are looking for?

10 An in-depth discussion integrating risk and compliance Top areas being worked on

11 An in-depth discussion enhancing scope Enhancing scope and its implications

12 An in-depth discussion enhancing scope Scoping for value More Value Governance support Enterprise risk management Compliance programs Systems and processes Internal control Strategic initiatives Mergers and acquisitions Metrics and scorecards Systems implementations GRC initiatives

13 An in-depth discussion closing the skills gap Critical skills over next 3 years Critical thinking and analysis 68% Knowledge of risk management approaches 67% Communication 64% Understanding of organization's strategy & business model 61% Specific technology experience 60% Experience in the business outside of Internal Audit 53%

14 An in-depth discussion responding to cost pressures Year-to-year efficiency priorities

15 An in-depth discussion responding to cost pressures Scope change priorities

16 An in-depth discussion using technology Barriers to effective use of technology

17 An in-depth discussion using technology Benefits of leveraging technology

18 What this means for your business Moving towards internal audit Start with a plan Rethink risk assessment practices Fill the skills and capabilities gap Align with other assurance functions Focus on obtaining ROI from technology

19 Contacts Ilvija Grūba Internal Audit Services Leader SIA Steve Zawoyski Internal Audit Services Partner LLP The information contained in this document is for general guidance on matters of interest only. The application and impact of laws can vary widely based on the specific facts involved. Given the changing nature of laws, rules and regulations, there may be omissions or inaccuracies in information contained in this document. This document is provided with the understanding that the authors and publishers are not herein engaged in rendering legal, accounting, tax, or other professional advice and services. It should not be used as a substitute for consultation with professional accounting, tax, legal or other competent advisers. Before making any decision or taking any action, you should consult a professional. While we have made every attempt to ensure that the information contained in this document has been obtained from reliable sources, is not responsible for any errors or omissions, or for the results obtained from the use of this information. All information in this document is provided "as is", with no guarantee of completeness, accuracy, timeliness or of the results obtained from the use of this information, and without warranty of any kind, express or implied, including, but not limited to warranties of performance, merchantability and fitness for a particular purpose. In no event will, its related partnerships or corporations, or the partners, principals, agents or employees thereof be liable to you or anyone else for any decision made or action taken in reliance on the information in this document or for any consequential, special or similar damages, even if advised of the possibility of such damages All rights reserved. refers to LLP (US) or, as the context requires, the global network or other member firms of the network, each of which is a separate and independent legal entity. *connectedthinking is a trademark of LLP (US).