Internal Audit: Emerging Trends and Risks for the Future
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1 Internal Audit: Emerging Trends and Risks for the Future Cyndi Plamondon, CIA, CCSA, CGAP, CFSA, CRMA, CISA Vice President, Global Professional Certifications The Institute of Internal Auditors Global HQ
2 Overview Emerging global internal audit trends Other trends of note The outlook ahead Key risks facing the profession
3 2013 Global Survey Demographics Conducted February th Consecutive year 37% $1B or more 63% Public/private companies 1700 Responses 74% internal audit managers or above 63% CAEs Geographic Distribution 33% North America 29% Europe 17% Latin America 9% Asia Pacific 9% Africa
4 Five Key Trends Emerging in Elevating Our Stature Standing Our Ground Changing Our Game Doing More With More Fine Tuning Our Ethical Compass
5 Elevating Our Stature
6 Internal Audit s Stature Often reflected by: How internal audit is perceived How the function is used To whom the CAE reports Reporting relationships Administrative reporting relationship Functional reporting relationship Has consistently migrated upward over the past decade Source: The IIA Audit Executive Center
7 Internal Audit Administrative Reporting Relationships General Council 3% Chief Compliance Officer 1.5% BOD 8% AC 9% Other 14% CEO 43% CFO 21% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
8 Internal Audit Administrative Reporting Relationships CEO 33% CFO 37% CEO 50% CFO 13% CEO 51% CFO 12% CEO 56% CFO 22% CEO 52% CFO 12% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
9 Internal Audit Functional Reporting Relationships Other 10% CEO 18% Audit Committee 54% Full BOD 12% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
10 Internal Audit Functional Reporting Relationships AC 73% Full BoD 3% CEO 10% AC 37% Full BoD 20% CEO 28% AC 41% Full BoD 21% CEO 28% AC 77% Full BoD 2% CEO 11% AC 62% Full BoD 7% CEO 21% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
11 Internal Audit Contributes Significant Value to the Organization Board members 79% Executive management 44% Less than 50 percent of management believe internal audit performs well/very well at: Promoting quality improvement and innovation Leveraging technology Delivering cost effective services Delivering services with a service oriented team Source: PwC, Reaching for Greater Heights: Are You Prepared for the Journey, 2013 Pricewaterhousecoopers LLP
12 The Top 5 Adjustments Internal Audit Needs to Make Internal Audit s View Our Stakeholders Views 1. Improve risk assessment process 2. Enhance ability to monitor emerging risks 3. Become more relevant to achieving our organization s business objectives 4. Reduce overall IA function costs without compromising risk coverage 5. Identify opportunities for cost savings in our business 1. Improve risk assessment 2. Enhance ability to monitor emerging risks 3. Identify opportunities for cost savings in business 4. Enhance coverage of identified key risks 5. Reduce audit fatigue on business Source: Ernst & Young, Internal Audit Survey: A Survey Conducted by Forbes Insights on Behalf of E&Y, 2013
13 Standing Our Ground
14 Standing Our Ground Our stakeholders look to us for: Objective assurance on risk and controls Insight on business risks Advise and assistance as warranted Stakeholders also look for us to: Demonstrate courage Deliver difficult news when warranted Call it like it is Not change or conceal results under duress Survey indicates we are standing our ground
15 Have Any of the Following Ever Attempted to Unduly Influence an Internal Audit Report? Operating Management 20% CEO 12% CFO 12% Legal or General Counsel 5% Full Board of Directors 4% Audit Committee 4% Chief Risk Officer 4% Chief Compliance Officer 4% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
16 22% of Respondents Believed Internal Audit Would Be More Independent if It Reported to: Report To: Percentage Audit Committee 52% CEO 19% Full Board of Directors 18% CFO 1% Legal or General Counsel 1% Other/Unsure 9% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
17 Changing Our Game
18 Changing Our Game Rebalancing of internal audit plans has been ongoing for several years Driven by: Changing risks and expectations Compliance burdens Risk Management assurance Technology Requisite skills must evolve and broaden to address emerging risks Successful CAEs must have prescience: ability to see around corners
19 Distribution of Typical Internal Audit Coverage in 2013 Fraud 5% Risk Mgt Assurance 7% Strategic/ Business 5% IT 9% Other 11% Compliance 14% Operational 28% Financial 21% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
20 Distribution of Typical Internal Audit Coverage in 2013 OP - 27% FIN 27%* COMP 15% OP - 31% FIN 15% COMP 14% OP - 29% FIN 19% COMP 13% OP - 27% FIN 19% COMP 14% OP - 29% FIN 18% COMP 12% * Inclusive of Sarbanes-Oxley work Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
21 Risks Seen As Increasing The Most in the Last Year Economic uncertainty Regulations and government policies IT security/cyber security Data privacy Government spending and taxation Competition Commercial market shifts Financial markets Source: PwC, Reaching for Greater Heights: Are You Prepared for the Journey, 2013 Pricewaterhousecoopers LLP
22 Perhaps one of the biggest challenges for audit executives is the ongoing quest to rebalance traditional internal audit activities and methods while becoming more strategic in mindset and progressive in work approach. Grant Thornton LLP
23 Requisite Skills For Internal Auditing Continue to Evolve Analytical/critical thinking 72% Communication skills 54% Risk management assurance 44% IT (general) 41% Data mining and analytics 37% Accounting 33% Industry-specific knowledge 32% Business acumen 29% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
24 Internal Audit Areas of Technical Knowledge Needing Improvement Social media applications Recently enacted IIA Standard 1110 interpretation of functional reporting Recently enacted IIA Standards 2010.A2 and 2410.A1 audit opinions and conclusions GTAG 16 Data Analysis Technologies Recently enacted IIA Standard 2450 Cloud Computing Source: Protiviti Audit Capabilities and Needs Survey Report, 2013 Protiviti, Inc
25 The Top 10 Risks for Regulatory changes and heightened regulatory scrutiny 2. Current economic conditions 3. Uncertainty surrounding political leadership worldwide 4. Organic growth through customer acquisition/enhancement 5. Succession challenges and the ability to attract and retain top talent 6. Anticipated volatility in global financial markets and currencies will create challenges 7. Cyber threats 8. Ensuring privacy/identity management and information security/system protection 9. Resistance to change 10.Existing operations may be unable to meet quality, time-to market, cost and innovation expectations Source: Protiviti and North Carolina State University s ERM Initiative, 2013 Protiviti, Inc
26 Doing More With More
27 Positioned for Success Financial crisis impact on internal audit resources was swift and noteworthy Staffing Budgets By 2011 more than 40% of internal audit functions reported reduced staffing After sluggish recovery 2013 is poised to be the strongest year since 2007
28 The Outlook for Global Internal Audit Resources is Strong Budgets: Change from Increase Stable Decrease Overall 33% 55% 12% Staffing: Change from Increase Stable Decrease Overall 22% 69% 9% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
29 The Outlook for Global Internal Audit Budgets by Region +39% - 10% +19% - 14% +48% - 3% +47% - 7% +47% - 10% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
30 The Outlook for Global Internal Audit Staffing by Region +23% - 5% +17% - 10% +24% - 4% +20% - 6% +22% - 6% Source: The Pulse of the Profession: 2013 The IIA Audit Executive Center
31 Fine Tuning Our Ethical Compass
32 Our Self-Perception We see ourselves as the guardians of trust in our organizations: Far more likely to disclose ethical misconduct than to misbehave ethically ourselves!
33 The Reality Ethical Lapses Are Starting to Take a Toll! Internal auditor faces charges in Satyam scandal Central Bureau of Investigation (CBI) laying new charges against 10 defendants regarding fake invoices, inflated revenues, unauthorised loans and attempted cover ups.
34 The Problem is Not Isolated 32% of CAE s acknowledge that they have discovered or witnessed unethical actions within their internal audit functions! Source: Survey of 70 CAE s attending AEC Roundtable March 17, 2013
35 The Media Is Starting to Connect the Dots From Some of the Recent Ethics Lapses Infernal Audit: When Internal Auditors Go Bad How is a company supposed to avoid corrupt payments when the individual tasked with finding out about corrupt payments (the CAE) and reporting them to the Board of Directors is himself complicit in the bribery scheme? Source: Forbes.com, Infernal Audit: When Internal Auditors Go Bad, Howard Sklar, February 24, 2012
36 Ethical Lapses Are Resulting From: Loyalties to other senior executives Desire to protect the organization Protection of career opportunities Conflicts of Interest Lack of courage and integrity Disregard of The IIA Code of Ethics
37 7 Traits of Ethical Internal Audit Leaders Honest Courageous Accountable Empathetic Trustworthy Respected Proactive
38 The Ethics Continuum Beyond Our Traditional Roles?
39 Other 2013 Trends of Note and the Outlook Ahead
40 Other Global Trends Worth Watching in 2013 Internal audit focus by global Financial Services regulators Response to newly adopted IIA Standards Internal audit reporting lines Internal audit qualifications Increased emphasis on emerging technology risks New listing requirements Source: The IIA Audit Executive Center
41 Five Imperatives For the Remainder of the Decade Enhancing and leveraging a continuous focus on risks Providing assurance on risk management effectiveness Enhancing our proficiency with data mining and analytics Securing a seat at the table for operational and strategic discussions Solidifying our expertise to address key risks
42 Five Strategic Risks That Could Derail Our Progress Failure to embrace professional standards The emergence of competitive risk, controls and governance functions that outperform us Failure to align with expectations of key internal audit stakeholders High-profile failures of internal auditor integrity Failure to concentrate on high-risk areas: Where was internal audit?
43 Questions? The Institute of Internal Auditors Cyndi Plamondon, CIA, CGAP, CCSA, CFSA, CRMA, CISA Vice President, Global Professional Certifications 2013 The Institute of Internal Auditors. All Rights Reserved.
44 Thank you for your attention!
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