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Presented By:
Abdelmonem Hany CIA, CRMA, CFSA, CICA Feb. 05, 2015
Internal Audit Manager
Ahli United Bank, Egypt
What is internal audit charter
Components of Internal audit charter
Why charter is important
Approvals and authorizations
 Internal audit charter is a formal
document that defines the internal
audit activity’s purpose, authority,
and responsibilities.
 The internal audit charter establishes
the internal audit activity’s position
within the organization.
 The chief audit
executive must
periodically review the
internal audit charter
and present it to senior
management and the
board for approval.
 The nature of assurance and
consulting services provided to the
organization must be defined in the
internal audit charter
 Definition of Internal Auditing.
 Code of Ethics.
 Independence and Objectivity.
 Mission
 Scope
 Responsibilities ( IA, Management & BOD).
 Relationship with external auditors.
 Reporting Structure & Conclusion.
 Authorize access to records, personnel, and
physical properties relevant to the
performance of engagements.
 Define the scope of internal audit activities.
 Facilitates a periodic assessment of the
adequacy of the internal audit activities.
 Informing audit clients of internal audit
activity’s purpose, authority, & responsibility.
 The final approval of
the internal audit
charter resides with
the board of
directors.
 Review and
approval of the
management (CEO)
is required to
empower the charter
in order to avoid any
scope limitation may
occur.
Presentation

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Presentation

  • 1. Presented By: Abdelmonem Hany CIA, CRMA, CFSA, CICA Feb. 05, 2015 Internal Audit Manager Ahli United Bank, Egypt
  • 2. What is internal audit charter Components of Internal audit charter Why charter is important Approvals and authorizations
  • 3.  Internal audit charter is a formal document that defines the internal audit activity’s purpose, authority, and responsibilities.  The internal audit charter establishes the internal audit activity’s position within the organization.
  • 4.  The chief audit executive must periodically review the internal audit charter and present it to senior management and the board for approval.  The nature of assurance and consulting services provided to the organization must be defined in the internal audit charter
  • 5.  Definition of Internal Auditing.  Code of Ethics.  Independence and Objectivity.  Mission  Scope  Responsibilities ( IA, Management & BOD).  Relationship with external auditors.  Reporting Structure & Conclusion.
  • 6.  Authorize access to records, personnel, and physical properties relevant to the performance of engagements.  Define the scope of internal audit activities.  Facilitates a periodic assessment of the adequacy of the internal audit activities.  Informing audit clients of internal audit activity’s purpose, authority, & responsibility.
  • 7.  The final approval of the internal audit charter resides with the board of directors.  Review and approval of the management (CEO) is required to empower the charter in order to avoid any scope limitation may occur.

Editor's Notes

  1. Value is created by informed and inspired management decisions in all spheres of an entity’s activities, from strategy setting to operations. Entities failing to recognize the risks they face, from external or internal sources, and to manage them effectively can destroy value – in absolute or relative terms – for shareholders and other stakeholders, including the community and society at large. For companies, shareholders realize value when they recognize value creation and benefit from share-value growth. For governmental entities, value is realized when constituents recognize receipt of valued services at acceptable cost. Enterprise risk management: Facilitates management’s ability deal effectively with potential future events that create uncertainty. Provides the mechanisms to respond in a manner that reduces the likelihood of downside outcomes and increases the upside Enhances the ability to communicate value creation and preservation programs and goals, communicate with stakeholders, and deliver as planned, with few surprises.
  2. Value is created by informed and inspired management decisions in all spheres of an entity’s activities, from strategy setting to operations. Entities failing to recognize the risks they face, from external or internal sources, and to manage them effectively can destroy value – in absolute or relative terms – for shareholders and other stakeholders, including the community and society at large. For companies, shareholders realize value when they recognize value creation and benefit from share-value growth. For governmental entities, value is realized when constituents recognize receipt of valued services at acceptable cost. Enterprise risk management: Facilitates management’s ability deal effectively with potential future events that create uncertainty. Provides the mechanisms to respond in a manner that reduces the likelihood of downside outcomes and increases the upside Enhances the ability to communicate value creation and preservation programs and goals, communicate with stakeholders, and deliver as planned, with few surprises.
  3. Value is created by informed and inspired management decisions in all spheres of an entity’s activities, from strategy setting to operations. Entities failing to recognize the risks they face, from external or internal sources, and to manage them effectively can destroy value – in absolute or relative terms – for shareholders and other stakeholders, including the community and society at large. For companies, shareholders realize value when they recognize value creation and benefit from share-value growth. For governmental entities, value is realized when constituents recognize receipt of valued services at acceptable cost. Enterprise risk management: Facilitates management’s ability deal effectively with potential future events that create uncertainty. Provides the mechanisms to respond in a manner that reduces the likelihood of downside outcomes and increases the upside Enhances the ability to communicate value creation and preservation programs and goals, communicate with stakeholders, and deliver as planned, with few surprises.