The FCA’s individual accountability regime reinforces importance of good corporate culture, writes Ian Peters, CEO of the IIA.
Last week I attended the IIA Global Council in China and we focused on the newly drafted 2015-2020 Global Strategic Plan, writes Ian Peters, CEO of the IIA.
Why internal auditors need to take the lead and start the conversation about big data risk management, writes Ian Peters, CEO of the IIA.
Rules and controls can only go so far to govern an individual’s choices. So, do internal auditors need to become psychologists to make judgments about the effectiveness of controls, asks Ian Peters, chief executive of the IIA.
“Some heads of internal audit fear that, because of the cuts, they will get to a point where they no longer have the resources to carry out the audit work necessary to give a robust overall opinion,” says Ian Peters, CEO of the IIA.
Our Governance and Risk Report 2014 makes it clear that expectations of internal audit are still rising and that crucial relationships with the board and audit committee are improving, says Ian Peters, CEO of the IIA.
“Growth in membership, and the conference’s success, reflect a growing expectation that internal auditors have a key role to play in shaping the long-term success and accountability of organisations,” writes Ian Peters, CEO of the IIA.
“The key question is how best to gather evidence to show the extent to which values are being lived at every level in recruitment, training, performance management and reward arrangements,” writes Ian Peters, CEO of the IIA.
“The majority of respondents to our survey reported that they had undertaken a gap analysis and gauged that they were already complying with much of the code, or would be by the end of 2014,” says Ian Peters, chief executive of the IIA.
“However fast the integrated reporting framework is adopted, it will play to the strengths of a well-resourced, appropriately positioned and influential internal audit function,” says Ian Peters, chief executive of the IIA.