Indicateurs de mesure de la performance des fonctions d’audit interne


Denis Lefort, CPA, expert-conseil en gouvernance, audit et contrôle, porte à ma connaissance un rapport de recherche de l’IIA qui concerne « les indicateurs de mesure de la performance des fonctions d’audit interne ».

Encore aujourd’hui, les indicateurs utilisés sont souvent centrés sur la performance en interne de la fonction et non sur son réel impact sur l’organisation.

Par exemple, peu de services d’audit interne évaluent leur performance par la réduction des cas de fraude dans l’entreprise, par une meilleure gestion des risques, etc.

On utilise plutôt les indicateurs habituels comme le taux de recommandations implantées, la réalisation du plan d’audit, etc.

Voici, ci-dessous, l’introduction au document de l’IIA. Pour consulter le rapport détaillé, cliquez sur le titre du document.

Bonne lecture. Vos commentaires sont les bienvenus

 

Measuring Internal Audit Value and Performance

 

Résultats de recherche d'images pour « audit interne »

 

In 2010, The IIA recognized a need to capture a simple, memorable, and straightforward way to help internal auditors convey the value of their efforts to important stakeholders, such as boards of directors, audit committees, management, and clients. To that end, the association introduced the Value Proposition for Internal Auditing, which characterizes internal audit’s value as an amalgam of three elements: assurance, insight, and objectivity.

 

But identifying the conceptual elements of value is only part of what needs to be done. How does that construct look in the workplace? What activities does internal audit undertake that deliver the most value? What should be measured to determine that the organization’s expectations of value are being met? How does internal audit organize and structure the information that populates the metrics? And, most critically, do the answers to all these questions align; that is, does internal audit’s perception of its value, as measured and tracked, correlate with what the organization wants and needs from the internal audit function? (Exhibit 1)

Exhibit 1

The Internal Audit Value Proposition

 

1. ASSURANCE = Governance, Risk, Control

Internal audit provides assurance on the organization’s governance, risk management, and control processes to help the organization achieve its strategic, operational, financial, and compliance objectives.

2. INSIGHT = Catalyst, Analyses, Assessments

Internal audit is a catalyst for improving an organization’s effectiveness and efficiency by providing insight and recommendations based on analyses and assessments of data and business process.

3. OBJECTIVITY = Integrity, Accountability, Independence

With commitment to integrity and accountability, internal audit provides value to governing bodies and senior management as an objective source of independent advice.

These are the kinds of questions the CBOK 2015 global practitioner survey posed to chief audit executives (CAEs) from around the world. The activities these CAEs believe bring value to the organization are consistent with the three elements of The IIA’s value proposition. In fact, the nine activities identified by CAEs as adding the most value can be mapped directly to the three elements, as shown in exibit 2

However, in looking at the performance measures and tools used by the organization and the internal audit function, a gap appears to form between value-adding activities and the ways performance is measured. This report explores that gap in greater detail and clarifies the respondents’ view of value-adding activities, preferred performance measures, and the methodologies and tools most commonly used to support internal audit’s quality and performance processes. Where appropriate, responses tabulated by geographic regions and organization types are examined.

Finally, based on the findings, the final chapter of the report provides a series of practical steps that practitioners at all levels can implement to help their internal audit department deliver on its value proposition of assurance, insight, and objectivity.

Exhibit 2

The Internal Audit Value Proposition (mapped to response options from the CBOK Survey)

 

ASSURANCE ACTIVITIES

  1. Assuring the adequacy and effectiveness of the internal control system
  2. Assuring the organization’s risk management processes
  3. Assuring regulatory compliance
  4. Assuring the organization’s governance processes

INSIGHT ACTIVITIES

  1. Recommending business improvement
  2. Identifying emerging risks

OBJECTIVE ADVICE ACTIVITIES

  1. Informing and advising management
  2. Investigating or deterring fraud
  3. Informing and advising the audit committee

Indicateurs de mesure de la performance des fonctions d’audit interne


Denis Lefort, CPA, expert-conseil en gouvernance, audit et contrôle, porte à ma connaissance un rapport de recherche de l’IIA qui concerne « les indicateurs de mesure de la performance des fonctions d’audit interne ».

Encore aujourd’hui, les indicateurs utilisés sont souvent centrés sur la performance en interne de la fonction et non sur son réel impact sur l’organisation.

Par exemple, peu de services d’audit interne évaluent leur performance par la réduction des cas de fraude dans l’entreprise, par une meilleure gestion des risques, etc.

On utilise plutôt les indicateurs habituels comme le taux de recommandations implantées, la réalisation du plan d’audit, etc.

Voici, ci-dessous, l’introduction au document de l’IIA. Pour consulter le rapport détaillé, cliquez sur le titre du document.

Bonne lecture. Vos commentaires sont les bienvenus

Measuring Internal Audit Value and Performance

 

In 2010, The IIA recognized a need to capture a simple, memorable, and straightforward way to help internal auditors convey the value of their efforts to important stakeholders, such as boards of directors, audit committees, management, and clients. To that end, the association introduced the Value Proposition for Internal Auditing, which characterizes internal audit’s value as an amalgam of three elements: assurance, insight, and objectivity.

opsione-audit-assistance-audit-interne2

But identifying the conceptual elements of value is only part of what needs to be done. How does that construct look in the workplace? What activities does internal audit undertake that deliver the most value? What should be measured to determine that the organization’s expectations of value are being met? How does internal audit organize and structure the information that populates the metrics? And, most critically, do the answers to all these questions align; that is, does internal audit’s perception of its value, as measured and tracked, correlate with what the organization wants and needs from the internal audit function? (Exhibit 1)

Exhibit 1

The Internal Audit Value Proposition

 

1. ASSURANCE = Governance, Risk, Control

Internal audit provides assurance on the organization’s governance, risk management, and control processes to help the organization achieve its strategic, operational, financial, and compliance objectives.

2. INSIGHT = Catalyst, Analyses, Assessments

Internal audit is a catalyst for improving an organization’s effectiveness and efficiency by providing insight and recommendations based on analyses and assessments of data and business process.

3. OBJECTIVITY = Integrity, Accountability, Independence

With commitment to integrity and accountability, internal audit provides value to governing bodies and senior management as an objective source of independent advice.

These are the kinds of questions the CBOK 2015 global practitioner survey posed to chief audit executives (CAEs) from around the world. The activities these CAEs believe bring value to the organization are consistent with the three elements of The IIA’s value proposition. In fact, the nine activities identified by CAEs as adding the most value can be mapped directly to the three elements, as shown in exibit 2

However, in looking at the performance measures and tools used by the organization and the internal audit function, a gap appears to form between value-adding activities and the ways performance is measured. This report explores that gap in greater detail and clarifies the respondents’ view of value-adding activities, preferred performance measures, and the methodologies and tools most commonly used to support internal audit’s quality and performance processes. Where appropriate, responses tabulated by geographic regions and organization types are examined.

Finally, based on the findings, the final chapter of the report provides a series of practical steps that practitioners at all levels can implement to help their internal audit department deliver on its value proposition of assurance, insight, and objectivity.

Exhibit 2

The Internal Audit Value Proposition (mapped to response options from the CBOK Survey)

 

ASSURANCE ACTIVITIES

  1. Assuring the adequacy and effectiveness of the internal control system
  2. Assuring the organization’s risk management processes
  3. Assuring regulatory compliance
  4. Assuring the organization’s governance processes

INSIGHT ACTIVITIES

  1. Recommending business improvement
  2. Identifying emerging risks

OBJECTIVE ADVICE ACTIVITIES

  1. Informing and advising management
  2. Investigating or deterring fraud
  3. Informing and advising the audit committee

Indicateurs de mesure de la performance des fonctions d’audit interne


Denis Lefort, CPA, expert-conseil en gouvernance, audit et contrôle, porte à ma connaissance un rapport de recherche de l’IIA qui concerne « les indicateurs de mesure de la performance des fonctions d’audit interne ».

Encore aujourd’hui, les indicateurs utilisés sont souvent centrés sur la performance en interne de la fonction et non sur son réel impact sur l’organisation.

Par exemple, peu de services d’audit interne évaluent leur performance par la réduction des cas de fraude dans l’entreprise, par une meilleure gestion des risques, etc.

On utilise plutôt les indicateurs habituels comme le taux de recommandations implantées, la réalisation du plan d’audit, etc.

Voici, ci-dessous, l’introduction au document de l’IIA. Pour consulter le rapport détaillé, cliquez sur le titre du document.

Bonne lecture. Vos commentaires sont les bienvenus

Measuring Internal Audit Value and Performance

 

In 2010, The IIA recognized a need to capture a simple, memorable, and straightforward way to help internal auditors convey the value of their efforts to important stakeholders, such as boards of directors, audit committees, management, and clients. To that end, the association introduced the Value Proposition for Internal Auditing, which characterizes internal audit’s value as an amalgam of three elements: assurance, insight, and objectivity.

opsione-audit-assistance-audit-interne2

But identifying the conceptual elements of value is only part of what needs to be done. How does that construct look in the workplace? What activities does internal audit undertake that deliver the most value? What should be measured to determine that the organization’s expectations of value are being met? How does internal audit organize and structure the information that populates the metrics? And, most critically, do the answers to all these questions align; that is, does internal audit’s perception of its value, as measured and tracked, correlate with what the organization wants and needs from the internal audit function? (Exhibit 1)

Exhibit 1

The Internal Audit Value Proposition

 

1. ASSURANCE = Governance, Risk, Control

Internal audit provides assurance on the organization’s governance, risk management, and control processes to help the organization achieve its strategic, operational, financial, and compliance objectives.

2. INSIGHT = Catalyst, Analyses, Assessments

Internal audit is a catalyst for improving an organization’s effectiveness and efficiency by providing insight and recommendations based on analyses and assessments of data and business process.

3. OBJECTIVITY = Integrity, Accountability, Independence

With commitment to integrity and accountability, internal audit provides value to governing bodies and senior management as an objective source of independent advice.

These are the kinds of questions the CBOK 2015 global practitioner survey posed to chief audit executives (CAEs) from around the world. The activities these CAEs believe bring value to the organization are consistent with the three elements of The IIA’s value proposition. In fact, the nine activities identified by CAEs as adding the most value can be mapped directly to the three elements, as shown in exibit 2

However, in looking at the performance measures and tools used by the organization and the internal audit function, a gap appears to form between value-adding activities and the ways performance is measured. This report explores that gap in greater detail and clarifies the respondents’ view of value-adding activities, preferred performance measures, and the methodologies and tools most commonly used to support internal audit’s quality and performance processes. Where appropriate, responses tabulated by geographic regions and organization types are examined.

Finally, based on the findings, the final chapter of the report provides a series of practical steps that practitioners at all levels can implement to help their internal audit department deliver on its value proposition of assurance, insight, and objectivity.

Exhibit 2

The Internal Audit Value Proposition (mapped to response options from the CBOK Survey)

 

ASSURANCE ACTIVITIES

  1. Assuring the adequacy and effectiveness of the internal control system
  2. Assuring the organization’s risk management processes
  3. Assuring regulatory compliance
  4. Assuring the organization’s governance processes

INSIGHT ACTIVITIES

  1. Recommending business improvement
  2. Identifying emerging risks

OBJECTIVE ADVICE ACTIVITIES

  1. Informing and advising management
  2. Investigating or deterring fraud
  3. Informing and advising the audit committee

Changement important dans la relation auditeur externe/interne | Financial Reporting Council (FRC)


Denis Lefort, CPA, expert-conseil en Gouvernance, audit et contrôle, porte à ma connaissance un article concernant une importante décision du Financial Reporting Council au Royaume-Uni. Cette décision concerne la relation entre les auditeurs externes et les auditeurs internes.

The Financial Reporting Council has banned internal auditors from providing « direct assistance » to external audit teams. The new rules will come into effect in June 2014.

Bonne lecture. Vos commentaires sont les bienvenus. Voici le sommaire de l’étude.

Internal audit staff can no longer work on external audit teams.The Financial Reporting Council (FRC) has prohibited external auditors from using internal audit staff as “direct assistance” members of the audit team. It is doing this to create a clearer division of responsibility between internal and external audit teams to safeguard against conflicts of interest. It is aiming both to ensure the independence of the external auditor and promote greater confidence in the integrity of the audit for investors.

The prohibition comes into effect for audits of financial statements for periods ending on or after 15 June 2014.

Article Image

“Prohibiting direct assistance supports stakeholders’ expectation that external auditors should be free from threats to their independence, » said Nick Land, FRC board member and chairman of the Audit and Assurance Council. « In determining the effective date of the prohibition, the FRC has taken into consideration that planning the use of the work of internal auditors may take place early in the financial period being reported on.”

The ban follows the announcement in February that the FRC would adopt the revised international auditing standards on the external auditor’s use of work carried out by internal audit. It also announced that it would consider going beyond the international standard by prohibiting the direct use of internal audit staff on the external audit team. Feedback to the consultation suggested that there could be logistical issues for audits that were under way when the prohibition began. The FRC therefore decided to delay implementation until 2014.

Other revisions to the FRC’s auditing and ethical standards to reflect the revised international auditing standards on the external auditor’s use of work carried out by internal audit will also have the same effective date.