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Corporate Governance

Internal audit

All internal audit groups deliver a mix of financial reporting, internal controls, and compliance assurance, but there is little uniformity in definitions of the function’s scope beyond that core mission.  Approaches vary by company and over time, influenced in turn by the push for Section 404 implementation, the global economic crisis of 2008–9, and the renewed search for growth in emerging markets.

For audit chairs, the evolution of internal audit has been a constant area of focus – and a recurring topic of discussion among Tapestry’s network members.  Their discussions focus on audit committees’ changing priorities, concerns, questions, and expectations for internal audit since Sarbanes-Oxley – before, during, and after the financial crisis.

Explore this issue:

  • Redefining the relationship with the audit committee

    Clarifying expectations about internal audit's role and mandate; improving communications during and outside of audit committee meetings.

  • Post financial crisis: the new landscape

    Prioritizing new opportunities – sustainability reporting, non-financial communications, emerging risks, and more; managing the internal audit talent pool; leveraging new technologies; strengthening relationships across the organization and with the external audit firm; assessing internal audit’s added value. 

  • Post financial crisis: strengthening audit’s role

    Defining internal audit’s role in risk management; evaluating the characteristics of a strong chief audit executive; building a deeper and more strategic relationship between the audit committee and internal audit. 

  • Responding to the financial crisis

    Internal audit’s role in helping companies respond to the financial crisis; upgrading internal audit capabilities and raising the function’s profile internally; accessing expertise via co-sourcing and outsourcing. 

  • Understanding the impact of Sarbanes-Oxley

    Considering a broader mandate for internal audit post-Section 404; evaluating the pros and cons of the “General Electric Model” of internal audit staff rotations; navigating the new relationship between internal audit and the audit committee. 

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