04
Internal Audit
Improve processes, strengthen controls and identify opportunities for improvement.
Processes grow with the company and are rarely revisited. Duplicated work, weak controls, information that does not reconcile: things that cost money and time, and are usually visible only from the outside.
We look at how the company actually works, test the controls that matter and show where there is room to improve. The purpose is not to police; it is to give management better information and better processes.
- 01
Process optimisation and improvement
Identifying inefficiencies and opportunities to make processes simpler, more effective, better controlled and focused on results.
- 02
Internal control assessment
Assessing the adequacy and effectiveness of existing controls and identifying the improvements needed to strengthen control.
- 03
Specific internal audits
Independent review of specific areas or processes to identify risks, control weaknesses and opportunities for improvement.
- 04
Design or development of the Internal Audit function
Setting up or developing an Internal Audit function proportionate to the size, complexity and needs of the organisation.
- 05
Chief Audit Executive as a Service
Senior, independent support to the Board on a monthly retainer, taking on the Chief Audit Executive role in the oversight of risks, controls, processes and Internal Audit activity.
01
Understand the process
Establish what the process is for, how it works in practice and what is expected of it.
02
Assess risks and controls
Identify where the process can fail and whether the existing controls genuinely address that risk.
03
Evidence and improve
Gather evidence, ground conclusions in fact and propose improvements that can be applied without added bureaucracy.
An important decision deservesan independent perspective.
Describe the context. The response is shaped from there.
