Auditing Corporate Governance
Corporate Governance is now one of the hottest topics in the business world. It is both a regulatory requirement and a business enabler.
But do you know whether your Corporate Governance activities are extracting maximum value? If not, this is probably because your Internal Audit team have not assessed this key topic.
This audit approach is crucial as the Board and the Audit Committee need comprehensive assurance about this strategic business process.
This Auditing Corporate Governance training course will provide all the tools and techniques essential to audit the complex and wide-ranging field of Corporate Governance. It will help you ensure that you are applying the very best practices and meet all regulatory requirements.
This training course will highlight:
- The techniques for assessing governance risks
- A proven method for analysing governance controls
- The 15 key governance board risks to be reviewed
- The ways to audit IT governance
- The approach to review key issues of Corporate Social Responsibility (CSR) and reputation management
Upon completion of this course, you will be able to understand:
- Audit the risk management process
- Meet stakeholder expectations regarding Corporate Governance (CG)
- Assess the effectiveness of business continuity planning
- Assist the Audit Committee in their Corporate Governance (CG) role
- Assess sustainability and environmental governance
- Audit joint ventures and partnerships
The Corporate Governance Requirements
The Key Aspects of Corporate Governance
- What is Corporate Governance?
- 6 Core Principles of Governance
- The Governance Warning Signs
- Corporate Governance Insights Paper
- Auditing Corporate Governance – New guidance
- Meeting Stakeholder Requirements
- How is an organisation managed on behalf of the stakeholders?
- The Key Parties within Governance
- Audit Committee
- The Board
- Governance and Accountability Tool
- Developing a Terms of Reference for the Assignment
- Audit Programme
- Guide on IA Standard 2120
- Corporate Governance Statements
Governance Assessment Techniques
- COSO Advisory Paper – Improving organizational performance and Governance
- Governance and Strategy
- Governance Models
- Codes of Governance Requirements
- Financial Reporting Implications
- International vs. National Governance Criteria
- The 3 Lines of Defence
- Who should cover what?
The Business Environment
- The Standards, Processes, and Structures
- The Tone at the Top Regarding the Importance of Internal Control
- Expected Standards of Conduct
- Management Reinforcement of Expectations across the Organization
- The Integrity and Ethical Values of the Organization
- The Governance Oversight Responsibilities
- The Assignment of Authority and Responsibility
- The Process for Attracting, Developing, and Retaining Staff
- Establishment of Performance Measures, Incentives, and Rewards
Analysing and Assessing the Effectiveness of Governance Controls
- Business Process Analysis Techniques
- Process Objectives and Risk
- The Need to Understand the Business Objectives
- Developing a Programme to Reflect these Objectives
- Defining and Measuring Strategic Objectives
- Determining Process Components
- The Link between Objectives and Risk
- The Link between Risks and Controls
- Process and Business System Controls
- The Link between Inputs and Outputs
- Trigger Events
Preparing for the Governance Audit
Scoping a Governance Audit
- Governance Structure
- Reporting Lines
- Strategy and Risk Appetite
- Leadership and Culture
- 3 Lines of Defence Process
- Communication with Regulators
- Delegated Authorities
- Data Integrity
- Commitment to Governance
The Need for Governance Audit of the Board
- The Key Role of the Board in Governance
- The Need to Assess the Risks at this Level
- Determining the Key Risks and Causes
- The Audit Approach in this Sensitive Area
- How to gather the evidence?
The 15 Key Governance Board Risks to be Reviewed
- The actions of the Board are taken without due consideration of the impact on the organisation and the stakeholders
- Independent members of the Board are unable to give robust challenge to the executive / senior management
- The Board does not have sufficient, complete or timely information on which to base its decisions
- The Board is not monitoring or taking action on the most significant risks to the organisation
- Evidence of the decisions made by the Board, including the challenge process, is not is not transparent
- Actions agreed by the Board are not implemented on a timely basis
- Committees set up by the Board may not fulfil their obligations or there are too many committees such that the oversight is fragmented
- The Board is not effective in covering the risks relating to remote sites or does not have responsibility / oversight for all parts of the organisation
- Policies, procedures and projects are not aligned to the organisation’s objectives
- The culture of the organisation is not sufficiently defined or does not support the organisation in achieving its objectives
- Risks are accepted or taken which are outside of the organisation’s risk appetite
- The organisation’s risk appetite may conflict with the objectives and values of the organisation
- In the event of a significant incident here is an adverse effect on the wider economy or society
- The governance requirements of any regulatory or legislation requirements are not met leading to increased regulatory sanction, censure or closure of a business
- Communications from the Board are not effective such that parts of the organisation may not be operating in line with board expectations and may not support the organisation in achieving its objectives
Auditing the Overall Risk Management Process
- Establishing the Position Regarding RM in the Business
- Establish Corporate Targets and Monitor Overall Progress
- Risk Management using ISO 31000 Paper from IIA
- Keeping the Board Apprised of the Most Significant Risks
- Assessment of RM Capabilities
- Strategic Risk Assessment
- Review of Risk Evaluations in each Function
- Ensuring Actions to Treat Exposures Implemented
- Ensuring All Functions Evaluate their Risks Consistently
- Evaluating the Results and Challenging where Necessary
- Identification of Exposures
- Reviewing Risk Registers
- Imperatives for Change – RBA Planning
- Basing Audit Programme on Most Significant Risks
- Comparing Perceived vs. Actual Controls
- Risk Management Evaluation Tool
Evaluating Risk Appetite
- Evaluating the Risk Appetite Statement
- Defining Risk Limits
- The Risk Profiling
- Ensuring the Risk Appetite is defined for each type of risk
- Ensuring Target Risk for Each Event
Reviewing the Key Aspects of Governance
Auditing the Audit Committee Process
- The Audit Committee Role
- Structure and Independence
- Does the Committee Approved (but not direct) internal audit strategy, plan and performance?
- Does the Committee review summary IA reports and the main issues arising and seek assurance that action has been taken?
- How does the Committee consider the reports of external audit and other external agencies?
- How are the effectiveness of relationships between IA and EA and other bodies reviewed?
- How are the effectiveness of the risk management environment and anti-fraud arrangements assessed?
- The Audit Committee / IA Relationship
- How the Audit Committee should Assess IA
- Audit Programme
- How does the Committee satisfy itself that assurance statements and the annual statement of accounts properly reflect the risk?
- Audit Committee Checklist
- Audit Committee Report
- The Rise of Reputation as a Key Risk
- The Increasing Importance of a Positive Image – The need to be admired
- Where does reputation come from?
- How do you measure it?
- The Magnifying Effect on Reputation of Business Failures
- Global Brands
- How to judge reputation?
- The Explosion of Regulation and External Assurance
- Identifying Reputational Risks
- Reviewing Reputational Risk
Corporate Social Responsibility
- The Increasing Importance of Corporate Social Responsibility (CSR)
- IIA Standard 2110 Re-auditing of Ethics
- What constitutes CSR?
- The Wider Aspects of CSR and the Implications for IA
- Doing Responsible Things Responsibly
- Auditing Ethics
- Redefining IA Role with CSR in Mind
- An Audit Framework
- How to audit CSR? – Key Steps
- Is communication with main stakeholders taken seriously?
- Are the expectations of these stakeholders accurately understood, and what are the risks that these will not be met?
- Are opportunities taken to develop the ethical reputation of the business?
- How do we ensure that staff have and display the right attitudes?
- Has the business assessed its reputation for social responsibility and its impact on our business prosperity?
- Is the Board, and in particular the Chief Executive, sensitive and responsive to the concerns of customers?
Sustainability and Environment Audit
- The Need for Environmental Auditing
- The Key Requirements for Sustainability of Resources
- Why Environmental Audit is valuable even if you do need to comply with ISO 14001
- Carrying-out an Environmental Site Review
- Reviewing the Audit Trails
- Meeting Regulatory Requirements
- Ensuring Consistency
Auditing Other Key Governance Activities
Auditing IT Governance
- Global Technology Audit Guides (GTAG’s)
- The Need to Determine the Boundaries
- Defining the IT Audit Universe
- Focus on High Risk Areas
- Assess IT Vulnerabilities
- Target Areas Where You are Focusing on Process rather than Technical Aspects
- Use of Audit Frameworks such as CoBIT and ISO 27000
- IIA Standard on IT Governance
- Risk Based Audit of General Controls (GAIT)
- IIA Guidance re GAIT
- ISO 27000 Audit Checklist
Auditing Joint Ventures and Partnerships
- Ensuring that there is a Risk Strategy for JV’s
- What protocol is in place?
- What is the review mechanism?
- Is it effective?
- What frequency is there for review by management?
- What mechanism is there to guide management in attending JV meetings?
- Does anyone know the number of JV’s and partnerships you are involved in and how much money and other resources are invested in them?
- Has each JV been risk reviewed?
Reviewing a Current JV or Partnership
- Added Valu
Auditing Business Continuity Planning
- The Importance of BCP
- The Need to Recognize BCP is not just about IT Recovery
- Reviewing the Different Types of Disaster – Have all been considered?
- Does the organization’s leadership understand the current business continuity risk level and the potential impacts of likely degrees of loss?
- Can the organization prove the business continuity risks are mitigated to an approved acceptable?
- Are they tested effectively?
- Is the Board well set up to respond swiftly and capably in a crisis?
- The Transition from an Emergency to a Disaster and the Questions to Ask at Each Stage
- Is there an appropriate contingency plan ready to be used to manage a crisis?
- Communication Testing
- Alternative Site Testing
- A Paper on BCP Resilience will be shared
Auditing Technology Governance and Regulatory Compliance
Reviewing Key Controls Over Technology
- Risk and Control Matrices to Document Technology Dependencies
- Evaluating End-User Computing
- Implementing or Monitoring Control Activities when Outsourcing IT Functions
- Configuring the IT Infrastructure to Support Restricted Access and Segregation of Duties
- Configuring IT to Support the Complete and Accurate Processing of Transactions and Data
- Administering Security and Access
- Applying a System Development Life Cycle Over Packaged Software
Assessing Management Information Governance
- Inventory of Information Requirements
- Validating Information from External Sources
- Information from Non-Finance Management
- Creating and Maintaining Information Repositories
- Enhancing Information Quality Though a Data Governance Program
- Identifying, Protecting, and Retaining Financial Data and Information
- Adoption of ISO 27000
Communication Internally and Externally
- External Financial Reporting Disciplines
- Responsibilities and Guidelines for Communication to the Board of Directors
- Communicating a Whistle-Blower Program to Company Personnel
- Communicating through Alternative Reporting Channels
- Establishing Cross-Functional and Multi-directional Internal Control Communication
- Surveys for External Parties
Ongoing Evaluations to Ascertain Whether the Components of Internal Control are Present and Functioning
- Develop a Baseline for Effective Internal Control Processes
- Have a Mix of Evaluations from Different Sources
- Use the Most Knowledgeable Personnel
- Adjust Scope and Frequency
- Change the Monitoring Processes as the Business Activities and Risk Profile Changes
- Develop Metrics
- Consider a Continuous Monitoring / Audit Approach
This masterclass runs for 5 days
In-House training: We bring the training to your location. Available with customized features created to meet your requirements. Virtual Training: Delivered totally online, our virtual sessions are designed to keep participants engaged through relevant training, activities for practice, and ongoing reinforcement.
Available on request
This is also suitable to a wide range of professionals but will greatly benefit:
- Lead Auditors
- Senior Auditors
- Audit Managers and those about to be appointed to that role
- Assurance providers that need a greater understanding of Corporate Governance
- Managers needing a broader understanding of how to review Governance maturity
- Asset Management Masterclass
- Environmental & Social Management Systems
- Fraud Prevention & Anti Corruption Masterclass
- Risk Appetite & Strategy Masterclass
- Governance, Risk and Compliance Masterclass
- Risk based combined assurance
- Leadership and structures of corporate governance
- Corporate Governance – Role of the board
- Corporate governance Fundamental
- Principles and practices of corporate responsibility
- Engaging stakeholders to build a sustainable plan
- Advanced enterprise risk management masterclass
- Conducting effective lifestyles audits course
- King IV governance compliance and assurance workshop
- Budgeting Skills for managers.
- Financial Analysis, Planning & Control.
- Government Accounting.
- Government Budgeting Including SCOA.
- Accounting for VAT
- Understanding and analyzing financial statements workshop
- Strategic planning, budgeting and rolling forecast workshop
- Strategic forecasting & projections of financial statements masterclass
- Preparing financial statements and annual reports masterclass
- Project finance and modelling
- Pension fund governance, regulations and best practices.
- Mining TAX and strategy masterclass
- International financial reporting standards (IFRS) &updates
- IFRS 9 International finance reporting standards 9 and expected credit loss
- Business intelligence & analytics for finance professionals
- Advanced Recruitment Analysis & Assessment Workshop.
- Disciplinary Code & Procedure Training.
- Employment Equity Legislation Masterclass.
- HR Processes, Culture & Change Management Training.
- Performance management systems training
- Principles and practices of corporate responsibility
- Union responsibilities in the workplace
- Workplace skills plans & annual training reports
- Mining social & labor planning
- Payrol preparation, analysis and management
- New CCMA rules & latest case law
- Human resources & development personnel management
- Developing & Implementing Electronic Documents & Records Management Systems.
- Pragmatic Approach to Managing Records.
- Basic registry, records & archives management
- Pragmatic approach to managing records
- Records management, library management and inventory
- Principles of records management basic – Level 1
- Records management Intermediate – Level 2
- Advanced records management – Level 3
- Fleet Operations Management Accident Investigation & Report Writing.
- Fundamentals of Stores & Stock Control.
- Logistics & Distribution Management.
- PFMA Supply Chain Management Bid Committees Workshop.
- Stockpile Management Best Practices.
- Strategic Procurement & Supply Chain Management.
- Supply Chain Management Introduction Forecasting & Acquisition Management.
- Tender Advisory Seminar.
- Tendering Procedures & Bid Evaluation.
- Understanding the Amended BBB-EE Codes BEE Fundamentals.
- Advanced Circuit Breaker Operation and Maintenance
- Environmental Engineering for Non-Environmental Engineers
- Contaminated Soil and Groundwater, Assessment and Remediation
- Introduction to Six Sigma
- Lean Leadership
- Lean Maintenance Planning & Scheduling
- Mechanical Engineering for Non-mechanical Engineers
- Mineral Process Plant Optimisation Technology and Continuous Improvement
- Mineral Resource Estimation and Process Control of Mineral Processing Systems
- Solar PV System Design
- Structural Engineering for Non-structural Engineers
- Technical Report Writing & Presentation Skills for Engineers & Technical Professionals
- Total Productive Maintenance
- Wastewater Purification and Treatment Course
- Welding Design and Metal Fatigue for Structural Engineers
- Fundamental Hydraulic Theory and Maintenance
- Fundamentals of Mineral Resource Estimation and Valuation of Mineral Projects
- High Voltage Safety Training