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Rabu, 14 Januari 2009
SK BAPEPAM tentang Pembentukan dan Pedoman Penyusunan Piagam Audit Internal
Dibawah adalah SK BAPEPAM tentang Pembentukan dan Pedoman Piagam Audit Internal.
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Minggu, 11 Januari 2009
The Internal Audit Committee: Empowerment and Expectations
Empowerment and Expectations
In some organizations, internal auditing is not widely recognized for its invaluable role. It is critical that audit customers throughout the organization understand the value that internal auditors can bring to their operations by identifying opportunities for enhancing efficiencies and effectiveness. The audit committee, in concert with executive management, can play a critical role in empowering and elevating the image of the internal audit activity, ensuring that it is not misunderstood. By routinely communicating its value throughout the organization, those at the top can and should promote the importance of the internal audit activity. They can position the function as fully empowered to provide a critical check for management, to be a knowledgeable provider of assurance and a revered consultant,
and to add value to the organization’s governance, risk management, and internal control processes.
10-point Oversight Checklist
To provide adequate oversight of internal auditing, an audit committee should ensure the following:
1. The audit committee engages in an open, transparent relationship with the chief audit executive (CAE).
2. The audit committee reviews and approves the internal audit charter annually.
3. A s a result of discussions with the CAE , the audit committee has a clear understanding of the strengths and weaknesses of the organization’s internal control and risk management systems.
4. The internal audit activity is sufficiently resourced with competent, objective internal audit professionals to carry out the internal audit plan, which has been reviewed and approved by the audit committee.
5. The internal audit activity is empowered to be independent by its appropriate reporting relationships to executive management and the audit committee.
6. The audit committee addresses with the CAE all issues related to internal audit independence and objectivity.
7. The internal audit activity is quality oriented, and has in place a Quality Assurance and Improvement Program.
8. The audit committee regularly communicates with the chief audit executive about the performance and improvement of the CAE and the internal audit activity.
9. Internal audit reports are actionable, and audit recommendations and/or other improvements are satisfactorily implemented by management.
10.The audit committee meets periodically with the CAE without the presence of management.
In some organizations, internal auditing is not widely recognized for its invaluable role. It is critical that audit customers throughout the organization understand the value that internal auditors can bring to their operations by identifying opportunities for enhancing efficiencies and effectiveness. The audit committee, in concert with executive management, can play a critical role in empowering and elevating the image of the internal audit activity, ensuring that it is not misunderstood. By routinely communicating its value throughout the organization, those at the top can and should promote the importance of the internal audit activity. They can position the function as fully empowered to provide a critical check for management, to be a knowledgeable provider of assurance and a revered consultant,
and to add value to the organization’s governance, risk management, and internal control processes.
10-point Oversight Checklist
To provide adequate oversight of internal auditing, an audit committee should ensure the following:
1. The audit committee engages in an open, transparent relationship with the chief audit executive (CAE).
2. The audit committee reviews and approves the internal audit charter annually.
3. A s a result of discussions with the CAE , the audit committee has a clear understanding of the strengths and weaknesses of the organization’s internal control and risk management systems.
4. The internal audit activity is sufficiently resourced with competent, objective internal audit professionals to carry out the internal audit plan, which has been reviewed and approved by the audit committee.
5. The internal audit activity is empowered to be independent by its appropriate reporting relationships to executive management and the audit committee.
6. The audit committee addresses with the CAE all issues related to internal audit independence and objectivity.
7. The internal audit activity is quality oriented, and has in place a Quality Assurance and Improvement Program.
8. The audit committee regularly communicates with the chief audit executive about the performance and improvement of the CAE and the internal audit activity.
9. Internal audit reports are actionable, and audit recommendations and/or other improvements are satisfactorily implemented by management.
10.The audit committee meets periodically with the CAE without the presence of management.
The Internal Audit Committee: Internal Audit Oversight
The Internal Audit Committee:
Internal Audit Oversight
Roles and Responsibilities
Over the years, the roles and responsibilities of boards of directors — specifically, of the board’s audit committee, if in existence — have become increasingly demanding and scrutinized. While today’s audit committee must encompass a level of financial literacy, independence, and knowledge about risk management and internal control; individual audit committee members must be deeply committed, highly experienced, and fully qualified in order to effectively carry out their varied responsibilities.
Among the many important roles the audit committee plays within an organization, is to provide Internal audit oversight. While — at first glance — this role might not appear to be terribly complex or time-consuming, further consideration reveals that the reality is the antithesis of simplicity. And as internal auditing’s contribution to effective organizational governance has evolved and become increasingly acknowledged and revered, the audit committee’s understanding of internal audit value, processes and procedures, strengths and weaknesses, and potential has escalated exponentially. As such, best practice indicates that the audit committee should define in its charter the scope of its relationship with the internal auditors, and should work to enhance
its oversight ability — subsequently strengthening the internal audit activity.
Quality-oriented audit committees beget quality-oriented internal audit activities. But the return on investment goes both ways. The internal auditors also can be an important resource for audit committee enhancement. They do this by reviewing the audit committee charter, providing timely information on new legislation and regulations, and fulfilling the role of educator to audit committee members.
Internal Audit Oversight
Roles and Responsibilities
Over the years, the roles and responsibilities of boards of directors — specifically, of the board’s audit committee, if in existence — have become increasingly demanding and scrutinized. While today’s audit committee must encompass a level of financial literacy, independence, and knowledge about risk management and internal control; individual audit committee members must be deeply committed, highly experienced, and fully qualified in order to effectively carry out their varied responsibilities.
Among the many important roles the audit committee plays within an organization, is to provide Internal audit oversight. While — at first glance — this role might not appear to be terribly complex or time-consuming, further consideration reveals that the reality is the antithesis of simplicity. And as internal auditing’s contribution to effective organizational governance has evolved and become increasingly acknowledged and revered, the audit committee’s understanding of internal audit value, processes and procedures, strengths and weaknesses, and potential has escalated exponentially. As such, best practice indicates that the audit committee should define in its charter the scope of its relationship with the internal auditors, and should work to enhance
its oversight ability — subsequently strengthening the internal audit activity.
Quality-oriented audit committees beget quality-oriented internal audit activities. But the return on investment goes both ways. The internal auditors also can be an important resource for audit committee enhancement. They do this by reviewing the audit committee charter, providing timely information on new legislation and regulations, and fulfilling the role of educator to audit committee members.
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