Audit Committees and Auditor Independence Brochure
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The Role of Internal Auditing in Enterprise-Wide Risk Management
IIA POSITION PAPER: THE ROLE OF INTERNAL AUDITING IN ENTERPRISE-WIDE RISK MANAGEMENT Issued: January 2009 ERM PP Revised: Page 1 of 8 Introduction The importance to strong corporate governance of managing risk has been increasingly acknowledged. Organizations are under pressure to identify all the business risks they face; social, ethical and environmental as well as financial and operational, and to explain how they manage them to an acceptable level. Meanwhile, the use of enterprise-wide risk management frameworks has expanded, as organizations recognize their advantages over less coordinated approaches to risk management. Internal auditing, in both its assurance and its consulting roles, contributes to the management of risk in a variety of ways. What is Enterprise-wide Risk Management? People undertake risk management activities to identify, assess, manage, and control all kinds of events or situations. These can range from single projects or narrowly defined types of risk, e.g. market risk, to the threats and opportunities facing the organization as a whole. The principles presented in this paper can be used to guide the involvement of internal auditing in all forms of risk management but we are particularly interested in enterprise-wide risk management because this is likely to improve an organization’s governance processes. Enterprise-wide risk management (ERM) is a structured, consistent and continuous process across the whole organization for identifying, assessing, deciding on responses to and reporting on opportunities and threats that affect the achievement of its objectives. Responsibility for ERM The board has overall responsibility for ensuring that risks are managed. In practice, the board will delegate the operation of the risk management framework to the management team, who will be responsible for completing the activities below. -
Audit Committee Charter & Checklist
Audit Committee Charter & Checklist GP Natural Resource Partners LLC Purpose The Audit Committee (the "Committee") is appointed by the Board of Directors of GP Natural Resource Partners LLC (the "Company") to serve as an independent and objective party to: • oversee the quality and integrity of the financial statements, reports and other financial information of Natural Resource Partners L.P. (the "Partnership") that the Partnership provides to any governmental body or to the public; • oversee the Partnership's compliance with legal and regulatory requirements; • oversee the independent public accountant's qualifications and independence; • oversee the performance of the independent public accountants; • oversee the performance of the internal audit functions of the Partnership and the Company; • oversee the Partnership's systems of internal controls regarding finance, accounting, legal compliance and ethics that management and the Board of Directors have established; • prepare on an annual basis a Report of the Audit Committee for inclusion in the Partnership's annual report on Form 10-K; • provide an open avenue of communication among the independent public accountants, financial and senior management, the personnel responsible for internal audit functions, and the Board of Directors, always emphasizing that the independent public accountants are accountable to the Committee; and • perform such other duties as are directed by the Board of Directors and report regularly to the Board of Directors. Consistent with this purpose, the Committee should encourage continuous improvement of, and should foster adherence to, the Partnership's policies, procedures and practices at all levels. Committee Membership The Committee shall be comprised of three or more Directors, as recommended by the Compensation, Nominating and Governance Committee and approved by the Board of Directors. -
Brookfield Business Partners Limited Audit Committee Charter
BROOKFIELD BUSINESS PARTNERS LIMITED AUDIT COMMITTEE CHARTER A committee of the board of directors (the “Board”) of Brookfield Business Partners Limited (the “BBU General Partner”), the general partner of Brookfield Business Partners LP (the “Partnership”), to be known as the Audit Committee (the “Committee”) shall have the following terms of reference: MEMBERSHIP AND CHAIR Annually the Board shall appoint three or more directors (the “Members” and each a “Member”) to serve on the committee for the upcoming year or until the Member ceases to be a director, resigns or is replaced, whichever occurs first. The Members will be selected by the Board on the recommendation of the Governance and Nominating Committee of the BBU General Partner (the “Governance and Nominating Committee”). Any Member may be removed, with or without cause, from office or replaced at any time by the Board. All Members will be Independent directors (as defined below). In addition, every Member will be Financially Literate (as defined below). Members may not serve on more than two other public company audit committees, except with the prior approval of the Chair of the Board. Not more than fifty percent of the Members may be residents of any one jurisdiction (other than Bermuda and any other jurisdiction designated by the Board from time to time). The Board shall appoint one Member as the chair of the Committee (the “Chair”). If the Board fails to appoint a Chair, the Members of the Committee shall elect a Chair by majority vote to serve at the pleasure of the majority. If the Chair is absent from a meeting, the Members shall select a Member from those in attendance to act as Chair of the meeting. -
Supervisory Insights
Supervisory Insights Devoted to Advancing the Practice of Bank Supervision Vol. 3, Issue 2 Winter 2006 Inside Incident Response Programs Unfair or Deceptive Acts or Practices Understanding BSA Violations Commercial Real Estate Underwriting Practices Auditor Independence Supervisory Insights Supervisory Insights is published by the Division of Supervision and Consumer Protection of the Federal Deposit Insurance Corporation to promote sound principles and best practices for bank supervision. Sheila C. Bair Chairman, FDIC Sandra L. Thompson Director, Division of Supervision and Consumer Protection Journal Executive Board George French, Deputy Director and Executive Editor Christopher J. Spoth, Senior Deputy Director John M. Lane, Deputy Director Robert W. Mooney, Acting Deputy Director William A. Stark, Deputy Director John F. Carter, Regional Director Doreen Eberley, Acting Regional Director Stan R. Ivie, Regional Director James D. LaPierre, Regional Director Sylvia H. Plunkett, Regional Director Mark S. Schmidt, Regional Director Journal Staff Bobbie Jean Norris Managing Editor Christy C. Jacobs Financial Writer Eloy A. Villafranca Financial Writer Supervisory Insights is available online by visiting the FDIC’s website at www.fdic.gov. To provide comments or suggestions for future articles, to request permission to reprint individual articles, or to request print copies, send an e-mail to [email protected]. The views expressed in Supervisory Insights are those of the authors and do not necessarily reflect official positions of the Federal Deposit Insurance Corporation. In particular, articles should not be construed as defini- tive regulatory or supervisory guidance. Some of the information used in the preparation of this publication was obtained from publicly available sources that are considered reliable. -
The Audit Committee's Role in Control and Management of Risk
Mauritius Audit Committee Forum Position Paper 3 The Audit Committee’s Role in Control and Management of Risk December 2015 2 | Mauritius Audit Committee Forum About the Mauritius Audit Committee Forum Recognising the importance of Audit Committees as part of good Corporate Governance, the Mauritius Institute of Directors (MIoD) and KPMG have set up the Mauritius Audit Committee Forum (the Forum) in order to help Audit Committees in Mauritius, in both the public and the private sectors, improve their effectiveness. The Position Paper 3 deals with the Audit Committee's role in control and management of risk. The purpose of the Forum is to serve Audit Committee members and help them adapt to their changing role. Historically, Audit Committees have largely been left on their own to keep pace with rapidly changing information related to governance, risk management, audit issues, accounting, financial reporting, current issues, future changes and international developments. The Forum provides guidance for Audit Committees based on the latest legislative and regulatory requirements. It also highlights best practice guidance to enable Audit Committee members to carry out their responsibilities effectively. To this end, it provides a valuable source of information to Audit Committee members and acts as a resource to which they can turn for information or to share knowledge. The Forum’s primary objective is thus to communicate with Audit Committee members and enhance their awareness and ability to implement effective Audit Committee processes. Position Paper series The Position Papers, produced periodically by the Mauritius Audit Committee Forum, aim to provide Board directors and specifically Audit Committee members with basic best practice guidance notes in running an effective Audit Committee. -
The Role of the Audit Committee Chair
The role of the audit committee chair Audit Committee Institute Part of the KPMG Board Leadership Centre The importance of the audit committee chair’s leadership in setting the committee’s tone, work style, and agenda is vital to the committee’s effectiveness. In our experience, the most effective audit committee chairs are fully engaged – recognising that the position may require their attention at any time, and often beyond regularly scheduled meetings. They understand the culture of the organisation; they set clear expectations for committee members; they understand, and hold to account, both management and auditors; and they ensure that the right resources are being employed to support quality financial reporting. To provide effective leadership, the audit committee Audit committee chairs often set aside “white chair must have a clear understanding of the space” at the beginning of each meeting for the committee’s duties and responsibilities; be able to committee members to have one last look at the commit the necessary time (which will vary depending agenda (including time allocated to each agenda item) on the size, complexity and circumstances of the after they have had the opportunity to review the pre- business); be readily available on urgent matters and in meeting materials. times of crisis; and have the requisite business, financial, communication, and leadership skills. Many audit committee chairs also set aside time at each meeting for the audit committee to take a deep Setting the agenda dive into an important area of risk, accounting policy, judgement estimate or the company’s use of non- The audit committee chair plays a critical role in GAAP measures. -
Factors Affecting Internal Audit Independence: a Case Study of Technical University of Mombasa
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by International Institute for Science, Technology and Education (IISTE): E-Journals European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.6, No.6, 2014 Factors Affecting Internal Audit Independence: A Case Study of Technical University of Mombasa Thuweba Ndunge Kimotho Department of Commerce and Economics, School of Human Resources Development, Jomo Kenyatta University of Agriculture and Technology, P.O Box 81310, Code 80100, Mombasa E-mail: [email protected] Abstract The main objective of the study was to establish the factors affecting internal audit independence at the Technical University of Mombasa and the various variables that compromised it. Literature review has been conducted on the various independent variables that affect the dependent variable. A descriptive technique was used as the research design. The sampling procedure that was used is stratified sampling technique. Primary data was collected by use of self-administered questionnaire and it was purely quantitative. Data collected was analyzed with the aid of Statistical Package for Social Scientist (SPSS) and the findings of the study has been presented in pie charts, bar graphs, diagrams and figures. Tables were used to summarize responses for further analysis and facilitate comparison. The study concluded that internal audit independence is crucial to the institution to help to enhance accountability and performance the institution by its employees. Keywords: Accountability, Audit, Independence, Governance. 1.0 Background Information and purpose Independence has been described as “avoidance of situations which would tend to impair objectivity or permit personal bias to influence delicate judgment” (Carey et al., 1966). -
Recent Auditor Independence Cases Suggest SEC's 'Operation Broken Gate'
Securities Regulation & Law Report™ Reproduced with permission from Securities Regulation & Law Report, 46 SRLR 2415, 12/22/2014. Copyright 2014 by The Bureau of National Affairs, Inc. (800-372-1033) http://www.bna.com ENFORCEMENT Recent Auditor Independence Cases Suggest SEC’s ‘‘Operation Broken Gate’’ Is in Full Swing same time, the Director of the Enforcement Division previewed a renewed ‘‘focus on auditors’’ and, in par- ticular, independence violations.3 And in February, the SEC’s then-Chief Accountant also emphasized that au- ditor independence was a particular concern for the SEC staff.4 The last 18 months of enforcement activity demon- strate that the SEC was not bluffing. As set forth below, the SEC has recently filed multiple auditor indepen- dence cases and released a detailed report with warn- ings for firms that loan staff to their audit clients. Ac- counting firms should note the enforcement activity. BY MATTHEW P. BOSHER s the glut of financial crisis cases approaches the A. Overview of the SEC’s Auditor end of the pipeline, the SEC and other regulators Independence Rules A have inevitably shifted their attention to different targets. At least one of those new targets is an old one: 1 First, a quick refresher on the SEC’s independence accounting firms. rules. Rule 2-01 of Regulation S-X requires auditors to In October 2013, SEC Chair Mary Jo White an- be independent of their SEC audit clients, both in ap- nounced the launch of ‘‘Operation Broken Gate’’—‘‘an initiative to identify auditors who neglect their duties 3 and the required auditing standards.’’2 Around the Ceresny speech, see note 1, supra. -
Sample Audit Committee Charter Center for April 2018 Board Effectiveness Sample Audit Committee Charter
Sample audit committee charter Center for April 2018 Board Effectiveness Sample audit committee charter Sample audit committee charter This sample audit committee charter is based on observations of selected companies and the requirements of the SEC, the NYSE, and NASDAQ. The information presented can and will change; we are under no obligation to update such information.1 This template is designed for US public companies; exceptions to the requirements noted below may apply for certain issuers, including investment companies, small-business issuers, and foreign private issuers. Many of the items presented here are not applicable to voluntary filers. All companies should consult with legal counsel regarding the applicability and implementation of the various requirements identified. Audit committee of the board of directors—charter I. Purpose and authority The audit committee is established by and among the board of directors for the primary purpose of assisting the board in: • Overseeing the integrity of the company’s financial statements [NYSE Corporate Governance Rule 303A.07(b)(i)(A)] and the company’s accounting and financial reporting processes and financial statement audits [NASDAQ Corporate Governance Rule 5605(c)(1)(C)] • Overseeing the company’s compliance with legal and regulatory requirements [NYSE Corporate Governance Rule 303A.07(b)(i)(A)] • Overseeing the registered public accounting firm’s (independent auditor’s) qualifications and independence [NYSE Corporate Governance Rule 303A.07(b)(i)(A) and NASDAQ Corporate Governance Rule 5605(c)(1)(B)] • Overseeing the performance of the company’s independent auditor and internal audit function [NYSE Corporate Governance Rule 303A.07(b)(i)(A)] • Overseeing the company’s systems of disclosure controls and procedures • Overseeing the company’s internal controls over financial reporting • Overseeing the company’s compliance with ethical standards adopted by the company. -
Model Audit Committee Charter
Model Audit Committee Charter PURPOSE To assist the board of directors in fulfilling its oversight responsibilities for the financial reporting process, the system of internal control, the audit process, and the company's process for monitoring compliance with laws and regulations and the code of conduct. AUTHORITY The audit committee has authority to conduct or authorize investigations into any matters within its scope of responsibility. It is empowered to: Appoint, compensate, and oversee the work of any registered public accounting firm employed by the organization. Resolve any disagreements between management and the auditor regarding financial reporting. Pre-approve all auditing and non-audit services. Retain independent counsel, accountants, or others to advise the committee or assist in the conduct of an investigation. Seek any information it requires from employees-all of whom are directed to cooperate with the committee's requests-or external parties. Meet with company officers, external auditors, or outside counsel, as necessary. COMPOSITION The audit committee will consist of at least three and no more than six members of the board of directors. The board or its nominating committee will appoint committee members and the committee chair. Each committee member will be both independent and financially literate. At least one member shall be designated as the "financial expert," as defined by applicable legislation and regulation. MEETINGS The committee will meet at least four times a year, with authority to convene additional meetings, as circumstances require. All committee members are expected to attend each meeting, in person or via tele- or video-conference. The committee will invite members of management, auditors or others to attend meetings and provide pertinent information, as necessary. -
2020 Conversations with Audit Committee Chairs
2020 Conversations with Audit Committee Chairs February 2021 This document represents the views of PCAOB staff and not necessarily those of the Board. It is not a rule, policy, or statement of the Board. The PCAOB does not set standards for, or provide authoritative guidance on, audit committee conduct. 2020 Conversations with Audit Committee Chairs This document summarizes the feedback we OVERVIEW received in each topic area. Please note that the PCAOB does not necessarily endorse what The Public Company Accounting Oversight we heard from audit committee chairs. Rather, Board (PCAOB) views engaged and informed we present this summary in an effort to provide audit committees as effective force multipliers greater transparency into these important in promoting audit quality and believes that conversations. the PCAOB and audit committees jointly benefit from our ongoing dialogue. Continuing with the expanded engagement we launched in 2019, we again reached out to the audit 2020 Inspections committee chairs of most of the U.S. public companies whose audits we inspected during by the Numbers 2020 and offered them the opportunity to speak with our inspection teams. In total, we Number of audit spoke to nearly 300 audit committee chairs. firms reviewed by our inspectors, In addition to the effects of the COVID-19 219 which includes: pandemic on the audit, we discussed three core topics during our conversations: y 11 U.S. firms with more than 100 issuer audit clients; y The auditor and communications with the audit committee; y 103 U.S. firms with 100 or fewer issuer audit clients; y New auditing and accounting standards; and y 66 U.S. -
Independence and Objectivity
IPPF – Practice Guide INDEPENDENCE AND OBJECTIVITY OCTOBER 2011 IPPF – Practice Guide Independence and Objectivity Table of Contents Executive Summary ....................................................................................... 1 Introduction .................................................................................................. 2 Guidance on Independence and Objectivity ................................................... 3 Relationship of Independence and Objectivity ............................................... 3 Independence ................................................................................................ 4 Objectivity ..................................................................................................... 7 Considerations for Assurance and Consulting Engagements ....................... 10 Considerations for Rotational Audit Assignments ........................................ 11 Frameworks for Evaluating Independence and Objectivity ........................... 12 Author, Contributors and Reviewers ............................................................ 18 Appendix .................................................................................................... 19 www.theiia.org/guidance / B IPPF – Practice Guide Independence and Objectivity designed to add value and improve an organization’s op- Executive Summary erations.” Objectivity is also one of the four key principles of The IIA’s Code of Ethics (Code), which defines the The importance of independence and objectivity,