内部审计(internal audit 2012)

ERP,内部审计,期刊杂志

Advisory Services Internal Audit

Internal Audit 2012*Asia Pacific Supplement

*connectedthinking

ERP,内部审计,期刊杂志

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ERP,内部审计,期刊杂志

Internal Audit 2012 – Asia Pacific Supplement Dynamic and significant change ahead

In Asia Pacific, there is clear agreement among internal audit leaders that significant change will characterise auditing environments in this region for years to come, a direct reflection of strong economic growth. Competition is intense as more and more companies expand and go public, increasing regulatory oversight and placing greater pressure on internal control frameworks and those responsible for them.

A PricewaterhouseCoopers’ survey of internal audit leaders in Asia Pacific suggests that internal audit functions in this region will soon experience stepped-up requests for assistance from their chief stakeholders. Directors and executive management alike are turning to internal audit and other staff functions for help in the areas of corporate governance, risk management, fraud prevention and detection, and ethics, as well as internal controls. At this point, however, relatively few Asia Pacific internal audit groups have made the necessary adaptations to respond effectively to such requests.

ERP,内部审计,期刊杂志

Choosing a new, strategic path

Between now and 2012, the controls-focused approach that has

dominated internal audit functions on a global basis is expected to diminish significantly in value. As this change occurs, internal audit leaders in Asia Pacific will need to redefine their fundamental value propositions and adopt risk-centric mindsets if they expect to remain key players in assurance and risk management.

In today’s global marketplace, internal audit groups find themselves at a strategic crossroads with two primary options: They can pursue the

status quo, a path that could lead to functional obsolescence. Or they can take a risk-centric, strategic approach to their work, moving beyond the fundamentals of risk and controls to create a new value proposition wherein internal audit provides risk management assurance as well as assurance over controls (see Figure 1). Without question, the latter, strategic path is more likely to address the changing needs of Asia Pacific organisations and meet the rising expectations of senior management and audit committees.

Figure 1: The shifting focus of internal auditThe 20th-centuryToday’s typical

The risk-centric

internal audit model

internal audit model

internal audit model of tomorrowControls assurance based onControls assurance based onAssurance on the effectivenesscyclical or routine audit plans

risk-based internal audit plan

of risk management in additionto controls assurance

For internal auditors, adopting a risk-centric mindset means taking an all-inclusive, conceptual approach to audit, risk assessment and risk management that extends well beyond a narrow focus on controls. With such a mindset, internal auditors can increase their functional value at a time when risk assessment and risk management have become primary stakeholder concerns.

Internal Audit 2012 – Asia Pacific Supplement

ERP,内部审计,期刊杂志

Internal Audit 2012 – Asia Pacific Supplement Moving quickly to improve risk management

maturity

According to our research, internal auditors within Asia Pacific continue to focus primarily on compliance and control issues as opposed to risk. For historical and cultural reasons, audit leaders in this region have yet to adopt the risk-centric mindsets and related capabilities needed to address the mounting risk concerns of directors and senior management. As a result, internal audit functions in Asia Pacific are generally less advanced than those of US companies. As internal audit functions move up the left axis of the Internal Audit 2012 Value Model (see Figure 2), they evolve from a primary focus on compliance to focus first on control assurance and then on risk assurance.

Figure 2: Internal Audit 2012 Value Model

Risk

assurance

Control assurance

Compliance

Organisational risk management maturity

Internal SOX

control

ERM

ERP,内部审计,期刊杂志

As Asian companies seek to become more global, they will be expected to have the types of advanced control and governance processes typically found in the US, Canada, and Europe. Without such advanced processes, Asia Pacific companies will find it more difficult to compete effectively in global capital markets. To help their companies achieve such advanced levels of control and governance, internal auditors in this region need to progress as quickly as possible along the risk management maturity axis of the Internal Audit 2012 Value Model. However, that’s no small feat, because an internal audit function cannot change its primary orientation overnight. To move from a compliance orientation to an effective focus on risk assurance, you must first master the second stage, control assurance. In global capital markets, the quality of a company’s internal audit, control, and governance processes can either provide significant competitive advantage or be a major liability. At this point, internal auditors in Asia Pacific need to recognise that they are well behind many of their US peers in terms of process quality. In addition, they need to keep in mind that while they are trying to catch up with their US peers on the risk-management curve, internal auditors in the US are probably moving beyond a preoccupation with controls to focus squarely on risk assurance. The bottom line: Time is short; either move quickly to embrace a risk-centric approac …… 此处隐藏：6028字，全部文档内容请下载后查看。喜欢就下载吧 ……