Performer Profiles
The following 130 items are listed by date.
August 2, 2010 Internal audit transformation at UnitedHealth Group UnitedHealth Group (UHG), ranked 21 in the 2007 FORTUNE 500, is the largest single health carrier in the United States, and a recognized leader in the health and well-being industry. In this profile, Christopher Paulison, the general auditor at UHG, describes internal audit’s role in helping the company make substantial improvements to a broad range of corporate controls and governance practices, including risk management. Paulison also notes that, during this process, it became important to bring a more traditional auditing approach to UHG, which aligned to the quarterly risk assessment and calls for increased substantive testing in key operational areas. CONTENT AREA: Performer Profiles TOPICS: Healthcare & Pharmaceuticals Industry, Internal Audit, Audit Committee & Board, Audit Testing, Risk Management & Assessment, Change Management May 24, 2010 Corporate audit at Unilever: Responding to change Unilever is a global consumer goods giant with hundreds of consumer brands spanning 14 categories of home, personal care and food products. In this profile, Alan Johnson, leader of the corporate audit group, discusses how the group responded to change when the company’s corporate structure changed. Johnson also discusses the organization’s “Well-Being Program” that was established for audit managers to make sure they strike the right level of work-life balance. CONTENT AREA: Performer Profiles TOPICS: United Kingdom, Consumer Products & Retail Industry, Internal Audit, Audit Committee & Board, Change Management April 26, 2010 Group-wide Internal Audit team gives Prudential a bird’s-eye view of risk Prudential plc is an international financial services company specializing in insurance, pensions, retail investments, institutional fund management and property investment. In this profile, Marcus Adams, Group-wide Internal Audit Director, discusses how Prudential embraced significant change such as entering a strategic relationship with Capita, the market leader in the life and pensions outsource market in the United Kingdom. This change, and others, has given the Group-wide Internal Audit team a much clearer definition and idea of its mission. CONTENT AREA: Performer Profiles TOPICS: United Kingdom, Financial Services, Risk-management frameworks, Internal Audit, Change Management, Publications March 29, 2010 The integrated auditor at Microsoft Like every other company in the technology industry, Microsoft has evolved over time, and is now a more service-oriented business. This change in focus presents different risks to the business, and the internal audit department is adjusting in order to respond. In this profile, Melvin Flowers, vice president of audit and chief audit executive, and Julie Kwon, professional practice group manager, discuss the importance of the a long-term strategic plan guiding the department’s annual investments and activities, linked with Microsoft’s key imperatives and strategies. CONTENT AREA: Performer Profiles TOPICS: Technology, Internal Audit, Audit Planning, IT Audit, Risk Management & Assessment February 22, 2010 Widening the audit scope at Gemalto Gemalto is the worldwide leader in digital security, with a focus on smart cards and secure personal devices. In this profile, Pierre-Arnaud Cresson, director of internal audit at Gemalto, discusses how his team is addressing its expanded responsibilities. Gemalto’s internal audit team is involved with audit matters, fraud activities, ERM and risk mapping. CONTENT AREA: Performer Profiles TOPICS: France, Internal Audit, Risk Management & Assessment, Change Management, Enterprise Risk Management January 25, 2010 Creating an international audit team at Enel Enel is Italy’s largest power company, producing and selling electricity and gas across Europe, and North and Latin America. In this profile, Francesca Di Carlo, the director of audit for Enel, discusses the team’s greatest challenge over the past 18 months: how to create an international department. This is an important initiative because the business owns operations in numerous countries. CONTENT AREA: Performer Profiles TOPICS: Italy, Energy & Utilities Industry, Internal Audit, Audit Committee & Board, Ethics, Fraud, Project Management November 23, 2009 FEMSA: A time of constant change Headquartered in Monterrey, Mexico, FEMSA is the largest beverage company in Latin America, exporting its products to the United States and to countries in Latin America, Europe and Asia. In this profile, José Gonzalez Ornelas, chief audit executive at FEMSA, discusses key changes that recently occurred within the internal audit function. Due to the company’s complex technological environment, one of these changes involved establishing a new strategy to strengthen IT audit capabilities. CONTENT AREA: Performer Profiles TOPICS: Change Management, Cross Border & Non-US Issues, Internal Audit, IT Audit, Manufacturing & Distribution Industry October 19, 2009 Continental Airlines: “Work Hard. Fly Right.” Based in Houston, Texas, Continental Airlines is the fourth-largest airline in the United States, with major hubs in Houston, Newark and Cleveland. In this profile, Steve Goepfert, staff vice president of internal audit at Continental, discusses the three most significant company changes and how each impacted internal audit. According to Goepfert, “In times of change, your focus has to be on your people, who can help the company navigate through challenges and are able to keep their eyes on the strategic goals of the company.” CONTENT AREA: Performer Profiles TOPICS: Airline Industry, Internal Audit, Audit Committee & Board, Risk Management & Assessment, Change Management, Performance Management/Measurement, GRC August 31, 2009 Internal audit moves in step with Bank Mandiri to be the regional champion Bank Mandiri is the largest bank in Indonesia, and is the result of a 1999 merger of four state-owned banks. In this profile, Ogi Prastomiyono, the former chief audit executive, and Riyani T. Bondan, the current chief audit executive, discuss the key changes this organization has recently experienced. Prastomiyono and Bondan also describe internal audit’s role in the change management process. CONTENT AREA: Performer Profiles TOPICS: Financial Services Industry, Internal Audit, Audit Committee & Board, Risk Management & Assessment, Best Practices, Project Management, GRC July 20, 2009 Audit, Compliance and Privacy at the University of Pennsylvania Benjamin Franklin founded The University of Pennsylvania (Penn) in the 1700’s when a trust was formed to establish the Charity School of Philadelphia. Today, Penn educates approximately 10,300 undergraduates and consistently ranks among the top 10 universities. Mary Lee Brown joined Penn in 1997, and is the institution’s associate vice president for the Office of Audit, Compliance and Privacy (OACP). In this profile, Brown discusses factors contributing to the success of her group, such as: the investment in technology; taking a risk-based audit approach; and successful collaboration among privacy, IT audit, and information security professionals. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Education, Internal Audit, Risk Management & Assessment, Privacy, GRC June 29, 2009 Veritas – Risk management and audit services at Harvard University Founded in 1636, Harvard University is one of the most venerable institutions of higher learning in the U.S. In this profile, Gail McDermott, chief audit executive of the Risk Management and Audit Services function at Harvard, discusses three key team initiatives. These include developing an internal control structure that supports globalization efforts, application of SAS 112, and promoting ethics and accountability across the University. CONTENT AREA: Performer Profiles TOPICS: Education, Internal Audit, Audit Committee & Board, Risk Management & Assessment, Ethics, Internal Controls, Training & Development, GRC May 18, 2009 Northwestern University: Seeing the Vision and Achieving the Goals Northwestern is a private institution that combines innovative teaching and pioneering research in a collaborative environment. In this profile, Betty McPhilimy, associate vice president for audit and advisory services, describes how the internal audit team measures its performance by complying with the standards set forth by The IIA, undergoing a quality assurance review every five years. McPhilimy says the team takes reviews seriously and conducts their own self-assessments in advance of them. CONTENT AREA: Performer Profiles TOPICS: Education, Internal Audit, Audit Committee & Board, Quality Assessment Review, Risk Management & Assessment, Self-Assessment, Performance Management/Measurement, GRC April 20, 2009 Barrick Gold Corporation: The mining company of the future Barrick, headquartered in Toronto, Canada, is a gold producer with a portfolio of mines located across five continents. In this profile, Ted Szpargala, the senior director, global internal audit at Barrick, discusses his team’s involvement in a major recent change: acquisition integration. Szpargala reports that this change brought greater stability to the internal audit function. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Canada, Energy & Utilities Industry, Internal Audit, Audit Planning, Change Management April 6, 2009 Risk and assurance at Salmat, Australia’s leading communications company Salmat is organised under four main divisions: Salmat MediaForce; Salmat MediaForce; Salmat BusinessForce; and Salmat DigitalForce. In this profile, David Gunn, group manager of risk and assurance at Salmat, discusses how his team facilitates the organisation’s risk management and risk assessment framework. Gunn’s view is that “…we should make sure the risk framework is simple and that the principles and the basics are right.” Read this profile to learn why Salmat is Australia’s leading communications company. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Communications Industry, Internal Audit, Risk Management & Assessment, Performance Management/Measurement, GRC March 2, 2009 Delivering risk and compliance management for Stanford University Founded in 1891 and located in Palo Alto, California, Stanford University is one of the leading research and teaching institutions in the United States. In this profile, Rick Moyer, the executive director of internal audit and institutional compliance, explains the leading role Stanford University takes in terms of corporate governance initiatives. Moyer describes the university as “leading-edge” in this area – the institution often adheres to governance standards “even when they don’t fully apply,” which is an expectation set by its board of directors. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Education, Internal Audit, Risk Management & Assessment, Fraud, GRC February 23, 2009 Control, Compliance and Risk Management at Duke University Duke University was founded in 1924 when the Duke family of Durham, North Carolina provided a substantial endowment to Trinity College. In this profile, Mike Somich, Duke University’s executive director of internal audit, discusses the importance of recruiting auditors with a variety of audit skills to cover the three groups he oversees – the University, Duke University Health System (including the School of Medicine) and information technology. His audit team is responsible for three auditing components at Duke – controls, compliance and risk. CONTENT AREA: Performer Profiles TOPICS: Education, Internal Audit, Audit Committee & Board, IT Audit, Risk Management & Assessment, Compliance, Enterprise Risk Management, GRC February 9, 2009 Delivering high-quality audit services for Singapore Press Holdings Singapore Press Holdings Ltd. (SPH) is a media group in Singapore, offering high-quality news and “infotainment” across multiple delivery platforms to a growing regional and international audience. In this profile, Quek Khin Geok, vice president of the internal audit function, discusses the importance of using a risk assessment methodology to formulate the annual audit plan. Quek also describes internal audit’s main challenge: maintaining a strong, risk identification and planning process while ensuring proper audit coverage. CONTENT AREA: Performer Profiles TOPICS: Media Industry, Internal Audit, Audit Committee & Board, Audit Testing, Risk Management & Assessment, Performance Management/Measurement, GRC January 26, 2009 A small internal audit team with big plans for Endurance Group Endurance Group is a global leader in casting, suspension, transmission and braking products. In this profile, Shripad S. Limaye, the internal audit head at Endurance Group, shares the challenges and benefits of overseeing a team of three internal auditors. In addition, Limaye describes the importance of enterprise risk management to the organization, internal audit’s role in this effort, and how it complements the team’s risk-based audit approach. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Audit Planning, Enterprise Risk Management, GRC, Internal Audit, Manufacturing & Distribution Industry, Risk Management & Assessment November 24, 2008 Integrating and improving the audit culture at Antalis Antalis is a leading European distributor of communications support materials, serving more than 180,000 customers – from printers and resellers to large companies and communication agencies. In this profile, Alexandre Danjou, director of internal audit for Antalis, describes how decentralization impacts audit planning and execution. With a small team, Danjou must prioritize fieldwork and country visits in order to effectively address company risks. CONTENT AREA: Performer Profiles TOPICS: European Union, France November 10, 2008 Electronic Arts: Innovative audit for a creative world Electronic Arts (EA) is a leading interactive entertainment software company. In this profile, Olivier Colcombet, vice president of global audit, shares his philosophy on how “auditors should be considered a source of key talent for the rest of the business.” Colcombet considers it part of his job to advertise the global audit function through internal marketing, which encourages people to notify him when they are launching a process-driven or business-driven project. CONTENT AREA: Performer Profiles TOPICS: Software, Technology, Internal Audit, Audit Testing, Performance Management/Measurement, Training & Development November 3, 2008 Smart auditing at Harvard University Harvard University is the oldest institution of higher learning in the United States, and one of the most complex. In this profile, Deloris Pettis, former director of Risk Management and Audit Services (RMAS) and current Associate Vice President of Sponsored Programs Administration, describes RMAS as a risk management organization rather than purely an internal audit team. According to Pettis, the team looks at risk very broadly, and recognizes its role as an independent assessment function. RMAS also considers ways to support management through training, consulting and risk management tools, in addition to auditing. CONTENT AREA: Performer Profiles TOPICS: Nonprofit Industry, Internal Audit, Audit Committee & Board, Audit Planning, Risk Management & Assessment, Enterprise Risk Management, GRC October 13, 2008 Developing a Comprehensive Audit Approach at Robeco Robeco specializes in mutual funds and creating investment solutions for private and professional investors. In this profile, John Bendermacher, director of internal audit at Robeco, explains why his auditors do not make recommendations; instead, they outline “measures of improvement” that contain action items, deadlines and owners. To further gauge improvement, the internal audit team conducts a “SWOT” analysis, which Bendermacher considers the “naked truth” for his group. CONTENT AREA: Performer Profiles TOPICS: Financial Services Industry, Internal Audit, Audit Committee & Board, Quality Assessment Review, COSO, Performance Management/Measurement September 29, 2008 Providing assurance in the midst of tremendous change SPI (Australia) Assets (SPIAA/Alinta East), or simply, Alinta East, is a subsidiary of Singapore Power. In this profile, Geoff Henry, group manager of risk and assurance at Alinta East, describes how “change” is the word that best describes Alinta. Henry emphasizes the importance for his group to understand a complex business structure and build relationships in the midst of change. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Energy & Utilities Industry, Internal Audit, Audit Committee & Board, COSO, Performance Management/Measurement September 22, 2008 National Australia Bank’s diverse audit team has a four-part vision for the future As an organisation, National Australia Bank Group has a statement of corporate principles, which outline the way the group conducts business with both external customers and colleagues. In this profile, Alastair Pearce, chief audit officer, discusses the audit team’s four-part vision – trust, connecting, provoking, and famous. Pearce also describes the “three lines of defence” model, which is used by many organisations in Australia, the United Kingdom and New Zealand for corporate governance compliance. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Cross Border & Non-US Issues, Australia, Financial Services Industry, Internal Audit, Audit Planning, Sarbanes-Oxley Act, Section 404 - Internal Control Reporting, GRC September 1, 2008 A combined assurance framework at Rio Tinto Group Rio Tinto Group locates mines and processes the earth’s mineral resources – metals and minerals essential for making thousands of products. In this profile, Stephen Helberg, head of Corporate Assurance for Rio Tinto Group, discusses the importance of providing a combined assurance framework to the organisation, driven by top-down, risk-based analysis. In addition, Helberg describes the method used to assess the maturity of nine key building blocks of the internal audit function and how Rio Tinto successfully complies with multiple country-specific corporate governance regulations. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Cross Border & Non-US Issues, Australia, Energy & Utilities Industry, Internal Audit, Audit Planning, Risk Management & Assessment, GRC August 18, 2008 Mirvac, Gearing for Growth Mirvac’s development division is responsible for some of Australia’s best residential projects and currently has approximately 30,000 lots under its control that will be developed over the next eight to 10 years. In this profile, Grant Katz, Mirvac’s head of internal audit, discusses the tools and technology his group uses to effectively execute internal audit and risk management projects. Katz’s team uses KnowRisk to conduct risk management workshops and undertake controls testing; it enables detailed analysis and helps the internal audit team identify and focus on key risks and controls. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Financial Services Industry, Real Estate Industry, Internal Audit, Audit Planning, Risk Management & Assessment, Compliance, GRC July 28, 2008 Corporate Governance at ComSuper ComSuper has two primary areas of operation – one area serves the Australian Government public servants past and present, while the other focuses on current and former members of the Australian military. In this profile, Richard Bridge, chief governance officer for ComSuper, discusses the four components of their audit and assurance framework and how each component provides unique insight into the organization. The framework’s components include: external auditors, an internal audit program, a quality assurance program, and management assurance. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Government, Internal Audit, Audit Committee & Board, Audit Testing, Quality Assessment Review, Performance Management/Measurement July 21, 2008 Building an internal audit function at Cadence Design Systems Cadence Design Systems, Inc. is the world's leading electronic design automation technologies and engineering services company. In this profile, John Springer, director of internal audit and compliance at Cadence, discusses how the internal audit group was formed in response to the emergence of Sarbanes-Oxley regulations, and how it was internal audit’s role to program Sarbanes-Oxley compliance processes throughout the business. Springer also describes the cultural shift within the organization around accepting and understanding the presence of an internal audit function. CONTENT AREA: Performer Profiles TOPICS: Technology, Internal Audit, Audit Committee & Board, Audit Planning, Sarbanes-Oxley Act, Internal Controls, Section 404 - Internal Control Reporting July 14, 2008 Two great cities, one great bank – One leading-class audit team A retailer of banking and wealth management services to households and small to medium businesses, Bendigo Bank has a major presence across Victoria and Queensland and is growing its networks throughout Australia. In this profile, Michael Wilson, senior manager of Group Audit at Bendigo Bank, discusses how the organization continues to review the in-house and outsourced audit strategies as a result of a recent merger. Wilson’s team is looking to strike a balance of in-house and outsourced talent. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Financial Services Industry, Internal Audit, Audit Committee & Board, Internal Audit Administration, Internal Controls, Outsourcing/Co-sourcing/Shared Services June 16, 2008 Sadia: Developing and maintaining a healthy internal audit function Sadia is one of the world’s leading producers of chilled and frozen foods and Brazil’s main exporter of meat-based products. In this profile, Roberto Ciardella, Sadia’s internal audit manager, describes internal audit’s role as a major business partner. In this role, the group is responsible for overseeing the “Call Integrity” hotline – a toll-free number for Sadia’s employees to anonymously report facts to internal audit. Ciardella’s team is also tasked with introducing the concept of risk management while fostering a strong internal control infrastructure. CONTENT AREA: Performer Profiles TOPICS: Consumer Products & Retail Industry, Internal Audit, Audit Committee & Board, Audit Planning, Audit Reporting, Risk Management & Assessment, GRC June 9, 2008 Evaluating, promoting and influencing change at
Cirque du Soleil Cirque du Soleil (French for “Circus of the Sun”) is an entertainment organization based in Montréal, Québec, Canada with more than 1,000 artists performing in 15 different shows worldwide. In this profile, Louise Rémillard, Cirque du Soleil’s senior director of internal audit and corporate security, talks about staffing an organic and diverse audit team. Rémillard describes the importance for auditors to be ‘people-oriented,’ having the ability to adjust to different cultural situations and working environments – the more than 40 different nationalities in this company requires a great breadth of communication and negotiating skills. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Canada, Media Industry, Internal Audit, Risk Management & Assessment, Audit Reporting, Sarbanes-Oxley Act, Internal Controls, GRC May 26, 2008 Audit and Assurance at Airservices Australia Airservices Australia is government-owned organization that provides critical safety services such as air traffic control, aviation rescue, and fire fighting services at 19 of the nation’s busiest airports. In this profile, Michelle Bennetts, general manager of audit and assurance at Airservices Australia, discusses how operating in an extremely complex regulatory environment impacts the audit function. Bennetts’s group must ensure compliance with Australian government laws, International Civil Aviation Organization regulations, and Civil Aviation Safety Authority safety regulations, to name a few. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Airline Industry, Government, Internal Audit, Audit Committee & Board, Risk Management & Assessment, Compliance, Performance Management/Measurement, Training & Development, GRC May 12, 2008 For the Océ Audit Team, Small is Beautiful Océ is a global leader in digital document management and delivery technology providing its customers software solutions, digital printers, copiers, plotters and scanners. In this profile, Rob H. van Nie, the vice president of the internal audit department at Océ, describes how the company established an internal audit department in response to its complex organizational and financial structure. Van Nie also discusses how the internal audit department implements best audit and control practices and how governance impacts the group’s role. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Cross Border & Non-US Issues, European Union, Technology, Internal Audit, Audit Reporting, Compliance, GRC April 28, 2008 Making a Positive Impact at Reed Elsevier Reed Elsevier is a global publisher of information and solutions for professional users in three core markets – science and medical, legal and business. In this profile, Arnout van de Veer, director of corporate audit services, describes the internal audit team’s two primary roles: ensuring a consistent and effective approach to global risk management and executing an audit or assurance plan. According to van de Veer, the two roles are intrinsically related as the team must provide assurance to the board of directors that from a risk and control point of view, the company is well-managed. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, European Union, United Kingdom, Media Industry, Internal Audit, Audit Committee & Board, Risk Management & Assessment, Sarbanes-Oxley Act, Internal Controls, Compliance, GRC April 14, 2008 Making Henkel Safer, Better and More Efficient For more than 130 years, Henkel has focused on brands and technologies that make people’s lives easier, better and more beautiful. Henkel operates in three business areas: home care, personal care, and adhesives technologies. In this profile, Frank Tenbrock, North America corporate internal auditor, discusses how internal audit shares audit findings with Henkel’s corporate management through its Corporate Audit Alert Letters. Tenbrock also emphasizes the importance of considering the following factors during the annual audit planning process: audit history, audit cycles, business management requests, and business updates. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, European Union, Germany, Consumer Products & Retail Industry, Internal Audit, Audit Committee & Board, Audit Planning March 31, 2008 Continued change on the horizon for the internal audit team at Alitalia Alitalia, an international airline and private company, is 49 percent owned by the Italian Treasury Ministry. In this profile, Antonio Perno, head of Alitalia’s internal audit department, outlines two long-term strategic goals: move to a risk-based audit approach and improve the perception of internal audit as internal consultants to the organization. Perno also details the importance of “three-level sharing” to understand key audit issues. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, European Union, Airline Industry, Internal Audit, Audit Committee & Board, Audit Planning, Audit Reporting, Risk Management & Assessment, GRC March 13, 2008 Reader’s Digest: Auditing the most popular magazine in the world The most widely sold magazine in the world, Reader's Digest appears in 50 editions and 21 languages and is sold in more than 70 countries. In profile, vice president of internal audit Susan Rudolph describes how she and her team of six auditors support the goals of the new CEO within the recently privatized company. She also discusses measuring IA performance, developing talent, working effectively with management, and IA’s role in Sarbanes-Oxley. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Audit Reporting, Audit Planning, Internal Controls, Sarbanes-Oxley Act, Enterprise Risk Management, Consumer Products & Retail Industry, Entity-Level Control, GRC March 3, 2008 Investing in Change: Audit Services at the Ontario Teachers’ Pension Plan Ontario Teachers’ Pension Plan works as an independent corporation investing assets and administering the pensions of 271,000 active and retired teachers in Ontario, Canada. In this profile, Peter Maher, vice president of audit services, describes the company as leading-edge in both investment strategy as well as risk management. Maher also details how his smaller audit shop developed innovative ways of assessing and auditing risks, while also meeting standards established by The Institute of Internal Auditors. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Canada, Financial Services Industry, Internal Audit, Audit Planning, Audit Reporting, Audit Testing February 18, 2008 Moving forward to build a world-class IA team at Peñoles Peñoles is the world’s top producer of refined silver, metallic bismuth and sodium sulfate, and among the leading Latin American producers of refined gold, lead and zinc. In this profile, Rodolfo Gomez, internal audit vice president at Peñoles, describes the importance of using technological tools to improve internal audit work and reduce manual effort. To capitalize and enhance value for Peñoles, the internal audit function developed a software system that leverages computer assisted audit techniques called SPA. The company also finds value in identifying and documenting primary risks and controls throughout Peñoles, based on the COSO framework. CONTENT AREA: Performer Profiles TOPICS: Energy & Utilities Industry, Internal Audit, Audit Testing, IT Audit, Sarbanes-Oxley Act, Internal Controls, Compliance, COSO, Performance Management/Measurement, GRC February 4, 2008 Olympic Delivery Authority: Auditing Venues, Infrastructure for the 2012 Games The Olympic Delivery Authority (ODA) was established in 2006, working closely with the London Organizing Committee for the Olympic Games to deliver the venues and infrastructure for the London 2012 Olympic and Paralympic Games. In this profile, David Law, head of risk and audit, encourages ODA internal auditors to share experiences and knowledge so that similar audit projects, and the ODA as a whole, can benefit from lessons learned. Law points out that one of the challenges still facing most IA teams is the lack of board-level communication skills. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, United Kingdom, Nonprofit Industry, Government, Internal Audit, Audit Committee & Board, Audit Reporting, Risk Management & Assessment, Knowledge Management, GRC January 21, 2008 The Vision of Group Audit at SEB: To be the Best in Europe The Skandinaviska Enskilda Banken (SEB) Group is a North European financial company with services structured along four main divisions: merchant banking, wealth, life and retail. In this profile, Agneta Brevenhag, group audit manager and head of internal audit at SEB Group, describes a recently launched methodology that embarks on a process-oriented approach for conducting risk assessments. This methodology incorporates COSO philosophies, helps evaluate the bank’s governance structure, and includes six key phases: Audit and Assurance Needs Assessment, Planning and Resource Scheduling, Execution Planning, Execution, Reporting, and Follow-Up and Tracking. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, European Union, Financial Services Industry, Internal Audit, Audit Reporting, Audit Testing, Risk Management & Assessment, COSO, Performance Management/Measurement, GRC January 7, 2008 Great business growth and a more focused IA team at McDermott McDermott is an engineering and construction company that specializes in global energy infrastructure, operates in 23 countries, and is composed of three distinct business units. In this profile, Gary Brauchle, director of internal audit, discusses the internal audit department's staffing and technology advancements, short- and long-term goals and performance measurement, particularly how the internal audit department adopted The IIA’s requirement for an external quality assessment review of the function. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Energy & Utilities Industry, Internal Audit, Internal Audit Administration, Manufacturing & Distribution Industry, Quality Assessment Review December 24, 2007 Group Audit’s “Passion to Succeed” at Commonwealth Bank of Australia The Commonwealth Bank of Australia is a leading provider of integrated financial services and one of the largest listed companies on the Australian Stock Exchange. In this profile, Grant Lowen, executive general manager of group audit, describes the “Passion to Succeed” program as the most significant aspect of group audit’s success. This program allows auditors to work on a number of “pillars”—customers, people, operational excellence, or leadership & innovation. Lowen also details the key change derived from this program: the “three layers of defense” model for risk and control governance. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Cross Border & Non-US Issues, Australia, Financial Services Industry, Internal Audit, IT Audit, Risk Management & Assessment, GRC December 3, 2007 The IA Team at Bunge Serves Diverse Locations, Cultures Bunge Limited is one of the world’s leading oil seed and grain trading and refining companies. In this profile, Jose Francisco Moraes, the director of global internal auditing, discusses how the internal audit group mirrors Bunge’s decentralized but integrated structure. Moraes further explains why the internal audit group mirrors this structure: the company conducts business in various ways around the world and strives to incorporate cultural differences in audit scope. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Corporate Governance, GRC, Internal Audit, Internal Controls, Manufacturing & Distribution Industry, Performance Management/Measurement, Risk Management & Assessment November 5, 2007 RBS Auditing: “First-Class Team, First-Class Product, First-Class Service.” The Royal Bank of Scotland Group (RBS Group) is one of the world’s leading financial services companies, operating in Europe, the United States and Asia Pacific. In this profile, Sally Wharton, head of audit for corporate markets, discusses the senior leadership team’s long-term vision for the audit function: “First-class team, first-class product, first-class service.” Wharton describes how the audit function works towards this vision. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Cross Border & Non-US Issues, United Kingdom, Financial Services Industry, Internal Audit, Quality Assessment Review, Sarbanes-Oxley Act, Section 404 - Internal Control Reporting, Training & Development, GRC October 15, 2007 In a Time of Change at Coles Group Limited, a Renewed Focus on Risk Coles Group Limited specialises in retail grocery, liquor and fuel products. Coles operates stores in Australia and New Zealand and maintains a presence in well-known retail outlets such as Kmart, Target and Officeworks. In this profile, Fiona Bennett, the group general manager of Assurance Services, describes the impact deregistering will have on the company’s internal control environment. With this process, Bennett admits that the company faces a challenge to make sure the organisation is committed to implementing a sustainable control monitoring framework. CONTENT AREA: Performer Profiles TOPICS: Australia, Consumer Products & Retail Industry, Cross Border & Non-US Issues, Internal Audit, Risk Management & Assessment, Sarbanes-Oxley Act, GRC October 8, 2007 Sigma-Aldrich: A Collaborative Approach to Internal Auditing Sigma-Aldrich is a global life science and technology company based in St. Louis, Missouri. Dana Plonka, the director of internal audit (IA), was hired to reinvigorate and refocus the IA function on strategic risk initiatives. In this profile, Plonka describes how IA keeps abreast of strategic initiatives to ensure that it is aligned with the company’s three-year strategic plan. Plonka also details the IA team’s effort to rebalance its focus on internal auditing and Sarbanes-Oxley compliance. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Healthcare & Pharmaceuticals Industry, Internal Audit, Performance Management/Measurement, Risk Management & Assessment, Sarbanes-Oxley Act, Section 404 - Internal Control Reporting, GRC September 24, 2007 FortisAlberta: A small audit shop holds its own in a hot labor market FortisAlberta distributes electricity to more than 437,000 customers in the Canadian province of Alberta. Murray Wolfe, the director of internal audit (IA), operates an IA department consisting of four audit professionals. In this profile, Wolfe describes his approach to operating an effective, yet lean, IA organization, and the importance of choosing a software package the helps manage Sarbanes-Oxley type documentation while containing ERM and IA capabilities. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Canada, Energy & Utilities Industry, Internal Audit, Audit Committee & Board, Risk Management & Assessment, Sarbanes-Oxley Act, Internal Controls, Enterprise Risk Management, Training & Development, GRC September 17, 2007 Seeing possibilities: The journey of ERM at Panasonic Panasonic was founded by Konosuke Matsushita as Matsushita Electric Industrial Co., Ltd in 1918. Today, Panasonic is one of the largest electronic product manufacturers in the world. In this profile, Yuki Miyazaki, general manager of Panasonic’s corporate risk management office, attributes the company’s ERM success to the founder’s philosophy. Miyazaki also describes the four primary benefits to Panasonic’s ERM approach. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Enterprise Risk Management, GRC, Internal Audit, Japan, Manufacturing & Distribution Industry, Risk Management & Assessment, Training & Development September 10, 2007 Partnering for Business Excellence: Internal Audit Services at RBC Royal Bank of Canada and its subsidiaries operate under the master brand name, RBC Financial Group (RBC). RBC is Canada’s largest bank and one of North America’s leading diversified financial services companies. Francine Blackburn has been the bank’s executive vice president and chief internal auditor for seven years. Laura Simeoni, who has been a professional development consultant for approximately 20 years, has been director of professional audit standards at the bank for two years. In this profile Blackburn and Simeoni discuss the internal audit group’s mission and purpose, corporate governance compliance, performance measurement, and their continuous auditing approach. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Financial Services Industry, Internal Audit, Internal Audit Administration, Compliance, Performance Management/Measurement, GRC August 27, 2007 Internal Auditing at One of Australia’s Fastest Growing Financial Institutions Macquarie Bank has six operating groups that specialise in investment banking, equity markets, treasury and commodities, funds management, banking and property, and financial services. In this profile, Brent Green, the head of Internal Audit (IA), describes his people strategy, the IA strategy of realistic risk assessment based on the likelihood and business impact, accountability based on the completion of the audit plan, and adapting as the business environment changes. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Financial Services Industry, Internal Audit, Audit Committee & Board, Risk Management & Assessment, Training & Development, GRC August 20, 2007 Partnering for Success: Internal Audit at Wells Fargo Wells Fargo & Company is a diversified financial services company providing banking, insurance, investments, mortgage and consumer finance to customers through 6,000 stores, the Internet and other distribution channels across North America and internationally. Kevin McCabe, the executive vice president and chief auditor, oversees the Wells Fargo Audit and Security (WFAS) group, which comprises an audit services team of 300 full-time employees and a corporate security team of 300 professionals. In this profile, McCabe discusses the importance of his reporting relationship to the CEO and audit committee and implementing an Enterprisewide Risk and Control Self-Assessment (RCSA) tool to promote using the same risk-loss language. CONTENT AREA: Performer Profiles TOPICS: Financial Services Industry, Internal Audit, Audit Committee & Board, Quality Assessment Review, Risk Management & Assessment, Self-Assessment, GRC August 13, 2007 The Internal Audit Team at CA Helps the Company Achieve its Vision CA, one of the world’s largest information technology (IT) management software providers, creates products that help unify and simplify complex IT environments across organizations. Marc Loupé joined CA as a senior vice president and general auditor in August 2005. In this profile, Loupé describes the dramatic evolution and improvement of the internal audit function over the last two years. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Internal Audit, Internal Audit Administration, Risk Management & Assessment, Software, Training & Development, GRC July 30, 2007 Foster’s Group: An International Brand with a Strategically Aligned Internal Audit Approach Foster’s Group is a premium global multi-beverage company that produces and distributes beer, wine, spirits, cider and non-alcohol beverages around the world. In this profile, Dr. Craig Nisbet, group audit manager at Foster’s, describes how his group assists the board in determining the effectiveness of financial reporting and helps management meet the principles-based requirements set by the Australia Securities Exchange (ASX). Additionally, Nisbet discusses the outsourcing, performance measurement, corporate governance recommendations, and the independent and objective vision for the internal audit function. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Audit Committee & Board, Cross Border & Non-US Issues, Australia, Consumer Products & Retail Industry, Internal Audit, Audit Testing, Internal Audit Administration, Compliance, GRC July 16, 2007 Laying tracks for effective controls – Canadian Pacific’s IA team Canadian Pacific (CP) is a Class 1 North American railway providing freight transportation services across a 13,500-mile network in Canada and the United States. In this profile, Bill Hewson, CP chief internal auditor, discusses the mandate, based on a quality assurance review performed for the company, to develop and execute an annual audit plan designed to assess and mitigate risk through effective controls. Hewson continues on to describe IA performance measurement, 2006 SOX compliance as a foreign private issuer, and his vision for what lies ahead. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Canada, Enterprise Risk Management, GRC, Internal Audit, Manufacturing & Distribution Industry, Risk Management & Assessment, Self-Assessment July 2, 2007 Managing Risk and the Gaming Industry: MGM Internal Audit MGM MIRAGE, one of the world’s leading hotel and gaming companies, is a holding company for numerous operating properties. Bob Rudloff, vice president of internal audit at MGM, oversees a team of 90 professionals. In this profile, Rudloff shares his risk management vision for MGM: an inverted pyramid model, with risk assessment as the bottom layer, risk management as the middle layer, and enterprise risk management as the top layer. CONTENT AREA: Performer Profiles TOPICS: Hospitality/Gaming Industry, Internal Audit, Internal Audit Administration, Risk Management & Assessment, Enterprise Risk Management, GRC June 25, 2007 A Renewed Focus: Comprehensive Risk Management at Metcash Metcash demonstrates a clear commitment to its employees by developing strong communication channels and establishing thorough training programs that reinforce the organisation’s core values and support its growth and evolution. In this article, John Gilpin, chief internal auditor at Metcash, discusses how internal audit demonstrates a similar level of commitment through the team’s constitution, written by Glen Laslett, group audit manager. The internal audit team’s constitution states: “A team is more than the sum of its parts. Working together, our individual skills and strengths can combine to create a powerful and effective instrument for positive change.” CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Australia, Cross Border & Non-US Issues, GRC, Internal Audit, Internal Audit Administration, Manufacturing & Distribution Industry, Risk Management & Assessment, Training & Development June 11, 2007 Refurbishing internal audit’s image at Shinsei Bank Shinsei Bank – which translates as "Reborn Bank" – is headquartered in Chiyoda, Tokyo, Japan, and focuses on three primary lines of business: institutional banking, retail banking, and consumer and commercial finance. In this profile, Naohiro Mouri, group manager of internal audit, describes the changing internal audit environment in his company and in Japan. Mouri attributes his group’s success to receiving support from the bank’s CEO, who is a strong believer in internal audit. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Japan, Financial Services Industry, Internal Audit, Internal Audit Administration, IT Audit, Training & Development May 28, 2007 Delivering Audit Services Across the Organisation at Australia Post The three core business areas of Australia Post are letters; retail and agency services; and parcels and logistics. Services are delivered by three key operational divisions, support functions, and other subsidiaries and joint venture companies. Dave Mallard, the group manager for corporate audit services for Australia Post for the past eight years, oversees a team of 18 auditors who are supplemented by outsource providers. In this profile Mallard discusses the corporate audit mission, audit scope, finding the right people for the team, strategic goals, and team performance measures. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Australia, Internal Audit, Audit Committee & Board, Audit Reporting, Audit Testing, Internal Audit Administration May 14, 2007 Business advisors and control experts: Group audit at ABN AMRO ABN AMRO is an international bank, active in personal, private, business, and institutional banking segments. Peter Diekman, global head of group audit, leads a team of nearly 1000 auditors in 60 countries. In this profile, Diekman describes the technology tools that support this dispersed team and that facilitate continuous monitoring and tracking of audit issues. He also discusses the group’s goals, the global audit plan, how the team addresses corporate governance, and the fact that internal audit is a stepping stone for future careers within the bank. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, European Union, Financial Services Industry, Technology, Software, Internal Audit, Audit Testing, Internal Audit Administration, Sarbanes-Oxley Act, Internal Controls April 30, 2007 Internal and external forces shape risk management at Akzo Nobel Akzo Nobel, based in the Netherlands, is a global Fortune 500 company serving customers through its three business segments − human and animal healthcare, coatings and chemicals. In this profile, Dick Oude Alink, corporate risk manager, discusses how the company’s diverse and decentralized business landscape lends itself to risk management. Oude Alink also describes the company’s risk management Knowledge Center, which ensures risk-related information is timely, accurate, and readily available at all levels of the organization. CONTENT AREA: Performer Profiles TOPICS: COSO, Cross Border & Non-US Issues, Enterprise Risk Management, European Union, Healthcare & Pharmaceuticals Industry, Knowledge Management, Risk Management & Assessment, Sarbanes-Oxley Act, GRC April 16, 2007 Grupo Bimbo – A world-class baker building a world-class audit team A leader in the international baking industry, Grupo Bimbo distributes and markets products throughout the world. In this profile, Guillermo Sánchez, director of corporate auditing, discusses the importance of building an understanding between the auditor and audit customer. To cultivate this relationship and help management better understand internal audit, Sánchez invites all vice presidents, managers and directors in the company to participate on at least one audit annually. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Internal Audit, Audit Testing, Internal Audit Administration, Compliance, COSO, GRC April 2, 2007 Keeping the lights burning: The IA team at Philips, caretaker of a strong risk management and control environment Headquartered in the Netherlands, leading multinational electronics company Royal Philips is currently transforming its portfolio and positioning in the market place. Luvic Janssen, the executive vice president and head of internal audit, positions internal audit as the eyes and the ears of the company and as a talent pool for the organization. In this profile he describes the roles of IA within Philips, including providing strategic risk-based workshops and other risk services that are not directly related to audit opinions. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Cross Border & Non-US Issues, European Union, Internal Audit, Internal Audit Administration, Internal Controls, Risk Management & Assessment, Sarbanes-Oxley Act, Training & Development, GRC March 16, 2007 An emphasis on assurance: internal auditing at NASD Under federal law, virtually every securities firm conducting business within the United States is a member of NASD, a private, not-for-profit organization. In this profile, Daniel Shook, senior vice president of internal audit, and Mike Hourigan, vice president and assistant general auditor, discuss the organization’s in-house audit management system, NAMIS, and the group’s risk-based audit approach. In addition, Shook and Hourigan explain NASD’s voluntary implementation of SOX compliance, one of the first non-profits to do so. CONTENT AREA: Performer Profiles TOPICS: Audit Testing, Technology, Internal Audit, Internal Audit Administration, Internal Controls, Nonprofit Industry, Risk Management & Assessment, Sarbanes-Oxley Act, Software, GRC January 29, 2007 Transforming the Group Audit function at Lloyds TSB Lloyds TSB is a leading UK-based financial services group formed in 1995 with the merger of the TSB Group and the Lloyds Bank Group. Business operations at the company are structured along three primary operating divisions: UK Retail Banking, Insurance and Investments, and Wholesale and International Banking. In this profile, Martyn Scrivens, director of Group Audit for Lloyds TSB, discusses how the department has the goal to be best-in-breed. To achieve this, Scrivens and his group have established metrics such as using a risk-based audit methodology, obtaining the support of business unit management, and monitoring the group turnover rate. CONTENT AREA: Performer Profiles TOPICS: Audit Testing, Cross Border & Non-US Issues, Financial Services Industry, Internal Audit, Internal Audit Administration, Risk Management & Assessment, United Kingdom, Financial and Credit Risk, GRC November 27, 2006 Group Risk and Audit at Telecom Limited Telecom Limited provides connectivity to millions of people daily in New Zealand and Australia through telephone networks and voice, mobile, Internet, and data services. In 2005, the company merged its internal audit and group risk function to create greater synergy between the two groups and ensure that enterprise-wide exposures are effectively managed, without redundancy. In this profile, Phil O’Connell, manager of the Group Risk and Audit team, discusses the benefits of this group merger, how he measures performance in meeting strategic objectives, and the role of internal audit in Sarbanes-Oxley compliance. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Technology, Internal Audit, Internal Audit Administration, Risk Management & Assessment, Sarbanes-Oxley Act, Telecommunications, Communications Industry, GRC November 13, 2006 Changing the landscape of internal audit at Fairfax John Fairfax Holdings Limited is Australasia's largest newspaper publishing group. It is a media company with an entrepreneurial spirit and a dynamic culture that needed an ambitious change agent to lead its first-ever internal audit function. Todd Davies, group audit manager, was hired as a catalyst for this change. In this profile, Davies discusses building an internal audit function with a three-year plan; using process workshops as an audit technique, and staffing the internal audit function with in-house and outsourced talent. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Audit Reporting, Enterprise Risk Management, Internal Audit, Internal Audit Administration, Media Industry, GRC October 19, 2006 DSM adopts Vision 2010, True Blue and ERM DSM is an international organization that develops industrial chemicals, nutritional and pharmaceutical components, and performance materials. Rene Van Beekum has been the manager of corporate risk management and internal controls for DSM since 1991. In the late 80’s, DSM leadership made the decision to decentralize the company and empower the business groups to be responsible for their own results. Van Beekum became involved with automation projects that supported the evolution to a decentralized business group system. In this article Van Beekum discusses publishing an internal control manual to standardize processes, the three layers of risk assessment at DSM, and the 2004 advent of “True Blue” -- a compliance program – the beginning of ERM at DSM. CONTENT AREA: Performer Profiles TOPICS: Enterprise Risk Management, Healthcare & Pharmaceuticals Industry, GRC October 16, 2006 Regional collaborative internal auditing at Brisbane City Council The Brisbane City Council is one of the largest local authorities in the world, and participates in a regional collaborative strategy to aid other regional councils with comprehensive internal audit and risk management. Andrew MacLeod, manager of Assurance and Audit Services for the Council, discusses the efficiencies created through this strategy. In addition, MacLeod highlights the importance of using performance measurement tools to monitor team results and the use of a Corporate Risk Management Framework since 1996. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Audit Reporting, Cross Border & Non-US Issues, Internal Audit, Internal Audit Administration, IT Audit October 2, 2006 The evolution of ERM at Mirant The energy company, Mirant, emerged from bankruptcy with the help of its established risk management practices and went forward to evolve those practices into a comprehensive ERM initiative, creating a culture of risk awareness and positive change. In this profile the VP of Internal Audit, Paul Sobel and the VP and Chief Risk Officer, Anne Cleary discuss the evolution. CONTENT AREA: Performer Profiles TOPICS: Enterprise Risk Management, Internal Audit, Internal Audit Administration, GRC September 13, 2006 Risk management and assurance at Telstra Telstra is Australia's leading telecommunications and information services company, offering a full range of services in telecommunications markets throughout Australia. As Telstra continues to expand, the company’s risk management and assurance group pushes its proactive, risk-based audit approach. In this profile, Andrew Dix, director of risk management and assurance, discusses technology’s important role in audit work at Telstra including work paper and resource management tools and a control self-assessment program. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Sarbanes-Oxley Act, Cross Border & Non-US Issues, Internal Audit, Audit Testing, Audit Reporting, Internal Audit Administration, Telecommunications, Self-Assessment, Risk Management & Assessment, Communications Industry, GRC September 4, 2006 Raising the bar on audit performance at Eircom Eircom is Ireland's leading provider of telecommunications, providing a comprehensive range of advanced voice, data and Internet services. In this profile, Brenden Darcy, group head of Eircom’s internal audit, discusses how his team has moved away from firefighting to a strategic approach, looking at end-to-end processes, and using a themed integrated audit approach. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, Sarbanes-Oxley Act, Internal Controls, Benchmarking, Cross Border & Non-US Issues August 28, 2006 Centrelink’s Audit & Risk function implements risk-based auditing at the federal government level Centrelink, a federal government agency in Australia charged with streamlining processes and improving communication, is reducing gaps and avoiding redundancies by applying risk-based auditing across the organization. Bob McDonald, the general manager of Audit & Risk, oversees a team responsible for coordinating risk management and providing assurance regarding information systems. In this profile, McDonald shares his long-term strategies for making a difference through a risk-based audit approach. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, Audit Testing, Cross Border & Non-US Issues, Risk Management & Assessment, Australia, GRC July 31, 2006 Expanding the role of audit in AA The Automobile Association Limited (AA), an organization in the UK, provides a wide range of services to millions of customers. These include breakdown rescue and repair; insurance, finance and travel services; motoring advice; and driving instruction. Linda Chan, head of business assurance, describes how the internal audit group works to protect company assets by focusing on a comprehensive array of operational details. Chan also describes her use of key performance indicators to meet a certain level of productivity. CONTENT AREA: Performer Profiles TOPICS: United Kingdom, Cross Border & Non-US Issues, Internal Audit, Internal Audit Administration, Sarbanes-Oxley Act, Audit Committee & Board, Audit Reporting July 24, 2006 The ERM culture at First Energy First Energy Corp. is a diversified energy company headquartered in Akron, Ohio. Its subsidiaries and affiliates are involved in the generation, transmission and distribution of electricity and other energy-related services. Kitty Dindo, chief risk officer, describers how a crisis associated with the commodity market drove the company to create an ERM initiative. Within this ERM initiative, Dido describes First Energy’s integrated business planning process (IBPP) and how risks can be measured. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Corporate Governance, Enterprise Risk Management, Risk Management & Assessment, Energy & Utilities Industry, GRC July 3, 2006 Influencing change at ANZ ANZ is one of the five largest companies in Australia and the largest bank in New Zealand. In this profile, Richard Moore, Group General Manager – Audit at ANZ, discusses creating a new audit methodology while retaining the original risk-based approach. In addition, Moore introduced the balanced scorecard for performance measurement that includes five critical components. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Internal Audit, Sarbanes-Oxley Act, Audit Reporting, Audit Testing, Financial Services Industry, Performance Management/Measurement, Australia June 12, 2006 Establishing an audit function at Wolseley Wolseley is an international distributor of heating, plumbing and building materials -- the largest of its kind in the world. The company’s strength is operating strong national businesses in home markets and retaining local brand superiority. In this profile, Steven Humphries, Wolseley’s head of IA, offers a perspective in maintaining effective communication between senior management, the IA team, and audit clients. In addition, Humphries describes the performance management process in place to ensure IA performance is adding value to the company. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Internal Audit, Audit Committee & Board, Audit Reporting, United Kingdom May 22, 2006 Group Internal Audit at Amcor Amcor is one of the world's largest packaging companies with substantial packaging businesses in five geographic areas - Australia, North America, Latin America, Europe and Asia. Amcor offers a wide range of packaging and packaging-related services, including corrugated boxes, flexible plastic packaging, and tobacco packaging and specialty folding cartons. In this profile, Peter Black, general manager of the company’s Group Internal Audit function, describes his team’s mission as providing independent assurance to the Amcor board of directors through the Audit and Compliance Committee. This is achieved by focusing on five key strategic areas: organization, people, working practices, communication, and measurement. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Audit Reporting, Australia, Cross Border & Non-US Issues, GRC, Internal Audit, Manufacturing & Distribution Industry, Risk Management & Assessment May 8, 2006 ERM at Harrah’s: A marathon, not a sprint Harrah's Entertainment Inc. is the world's largest provider of branded casino entertainment. Since its beginning in Reno, Nevada 68 years ago, Harrah's has grown significantly through the development of new properties, expansions and acquisitions. In this article, Lance J. Ewing, vice president of risk management, discusses how ERM became a critical preparation for the challenges and opportunities unique to expansion. This ERM foresight has helped to rid the organization of silo mentality and to analyze risk on a holistic basis. CONTENT AREA: Performer Profiles TOPICS: Hospitality/Gaming Industry, Corporate Governance, Enterprise Risk Management, Risk Management & Assessment, GRC May 1, 2006 Courage and Wisdom: The Bywords of Auditing at Japan Tobacco Inc. Japan Tobacco is one of the world’s largest tobacco manufacturers with internal audit teams in Tokyo and the Netherlands. In this profile, Internal Audit chief Nobuhiro Hayamichi discusses JT’s audit goals and methods, and the challenge of grooming auditors to display the courage and wisdom to do the job well, with the clarity and open mindedness that enables them to truly perceive the total business landscape. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Audit Reporting, Corporate Governance, Cross Border & Non-US Issues, Healthcare & Pharmaceuticals Industry, Internal Audit, Internal Audit Administration, Sarbanes-Oxley Act, GRC April 17, 2006 Integrating ERM with strategy at Tomkins Tomkins plc is world-class global engineering group with market and technical leadership across two business segments: Industrial & Automotive and Building Products. In this profile, Shawn Tebben, vice president of Tomkins’ Risk & Assurance Services, discusses how the company began its enterprise risk management (ERM) effort in 2000 to meet UK-issued corporate governance guidelines. These compliance requirements led to ERM becoming a cornerstone of Tomkins’ Performance Management Framework. Tebben also highlights how Tomkins strengthened ERM through a Risk Response Assessment rating process. CONTENT AREA: Performer Profiles TOPICS: Compliance, Corporate Governance, Cross Border & Non-US Issues, Enterprise Risk Management, Risk Management & Assessment, Audit Committee & Board, Sarbanes-Oxley Act, United Kingdom, Automotive Industry, GRC April 3, 2006 Internal Auditing with CRSA at Telecom Italia Group The Telecom Italia Group is a leader in the Italian information and communications technology market spanning the entire communications services chain. Alberto Ragazzini’s organization, Telecom Italia (TI) Audit, is a separate legal entity within the Telecom Italia Group, a solution that allows a centralized internal audit function in the multi-listed group within the Italian regulatory environment. In this article, Ragazzini discusses the audit function’s role in implementing a control self-assessment methodology and building an effective monitoring process using an Action Plan Monitoring system. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Internal Audit, Sarbanes-Oxley Act, Internal Audit Administration, Internal Controls, Italy March 13, 2006 Communicating the reward of risk management at Newell Rubbermaid Newell Rubbermaid is a global marketer of consumer and commercial products. As a decentralized organization, Newell Rubbermaid’s decision to embark on a risk management initiative, designed to span the organization, relied on two key components: education and communication. Bob Busch, vice president of internal audit, discusses the company’s vision for risk management and how risk management is different from good management. CONTENT AREA: Performer Profiles TOPICS: Audit Committee & Board, Corporate Governance, Enterprise Risk Management, Internal Audit, Consumer Products & Retail Industry, GRC February 20, 2006 Internal auditing and operational efficiency at National Bank of Canada National Bank of Canada is the sixth largest chartered bank in Canada. National Bank provides comprehensive full-service financial services to consumers, small- to medium-sized companies and large corporations in the province of Quebec. In this profile, Olivier Lecat, the senior vice president of internal audit, discusses the primary objectives of the audit team. These include providing annual assurance to the audit committee regarding the efficacy of controls, delivering value to the organization by facilitating operational improvement and promoting best practices across the enterprise, and measuring team performance quarterly. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Benchmarking, Cross Border & Non-US Issues, Audit Reporting, Audit Committee & Board, Internal Audit Administration, Canada January 23, 2006 An evolution of business risk management at Holcim Ltd Holcim Ltd is one of the world's leading suppliers of cement, as well as concrete and aggregates and construction-related services. Headquartered in Switzerland, Holcim has a strong presence in more than 70 countries around the world, both in industrialized and in emerging global markets. Clemens Mann, the risk manager in the Department for Corporate Strategy and Risk Management, discusses how the company’s business risk management (BRM) process has evolved over the last six years. Mann also describes the importance of two tools in the BRM process: Risk Map and Risk Driver Map. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Cross Border & Non-US Issues, Enterprise Risk Management, Internal Audit, Risk Management & Assessment, Internal Audit Administration, GRC January 9, 2006 Building an enterprise risk strategy at Ameritrade The year 2001 was one of explosive growth for Ameritrade, at this crucial juncture, the executive team recognized the need to identify risk and capture opportunity as part of its successful evolution. The result: Ameritrade’s enterprise risk management (ERM) initiative. This profile discusses building the ERM initiative, strategic tools, benefits of the program, and performance metrics used at Ameritrade. CONTENT AREA: Performer Profiles TOPICS: Enterprise Risk Management, Risk Management & Assessment, Internal Audit, Internal Audit Administration, GRC December 19, 2005 Enterprise risk assessment is the basis for risk management at Stanford Ten years ago, the Stanford University Hospitals adopted an enterprise risk management (ERM) strategy based on comprehensive enterprise wide risk assessment (ERA). Steve Jung, director of internal audit and institutional compliance, will retire in December 2006 having worked for Stanford for 20 years. In this article, Jung discusses his vision to implement, prior to retiring, a successful ERM process that is recognized, supported by management, and institutionalized by a standing committee. CONTENT AREA: Performer Profiles TOPICS: Audit Testing, Corporate Governance, Education, Enterprise Risk Management, Healthcare & Pharmaceuticals Industry, Internal Audit, Internal Audit Administration, GRC December 12, 2005 Embracing change at ConAgra Foods ConAgra Foods is the name behind some of America’s favorite foods. In this profile, Mark Warner, vice president for internal audit, and Allen Cooper, internal audit director, share the internal audit group’s objectives, goals, initiatives, and challenges. In addition, Warner and Cooper discuss how they saw Sarbanes-Oxley as an opportunity to demonstrate where the company was already doing the right things. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Sarbanes-Oxley Act, IT Audit, Audit Testing, Internal Controls, Consumer Products & Retail Industry November 28, 2005 Alliant Energy: Risk assessment, communication are the foundation of ERM Alliant Energy, a Wisconsin-based energy holding company, started their global ERM initiative three years ago in response to several factors, including corporate governance scandals and under-performing non-regulated business units. In this profile, Joel Schmidt the company’s chief audit and risk officer, in charge of overseeing the administration of the ERM initiative, describes the foundation of the initiative, risk assessment and reporting, and the benefits and challenges of ERM at Alliant. CONTENT AREA: Performer Profiles TOPICS: Enterprise Risk Management, Corporate Governance, Energy & Utilities Industry, GRC November 14, 2005 Time Warner’s strategy: A global brand with local presence In this profile, Steve Fiedler, vice president of internal audit, and Rodney Hawkins, executive director of internal audit, discuss the mission of internal audit at Time Warner Inc. and share details about how they have built a global brand for internal audit and applied a Business Risk Model across the company’s seven business divisions. CONTENT AREA: Performer Profiles TOPICS: Audit Reporting, Cross Border & Non-US Issues, Internal Audit, Internal Audit Administration, Internal Controls, Media Industry, Risk Management & Assessment, Sarbanes-Oxley Act, GRC October 17, 2005 T-Mobile’s Business Risk Measurement Framework T-Mobile is one of the fastest growing wireless service providers in the USA, offering digital voice, messaging, and high-speed wireless data services to customers worldwide. In this profile, Michael Rimkus, Director of Internal Audit for T-Mobile, describes how his team organized to mirror the company structure. Additionally, Rimkus discusses creating the Business Risk Measurement Framework, a system used to identify, rate, compare, and track outstanding exposures throughout the organization. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Risk Management & Assessment, Internal Audit Administration, Audit Reporting, IT Audit, GRC September 19, 2005 Raytheon - Creating positive change with a sense of urgency The internal audit team at Raytheon Company uses a co-sourcing approach to maximize value for the company and to further develop Raytheon employees. In this profile, vice president of internal audit Larry Harrington shares his strategies for attracting talent, for identifying the root cause of control issues, and for creating a sense of urgency that drives positive change. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Outsourcing/Co-sourcing/Shared Services, Enterprise Risk Management, Human Resources, Internal Audit Administration, Aerospace & Defense Industry, GRC August 22, 2005 Integrity and control: Internal auditing at DaimlerChrysler With headquarters in Germany and Michigan, DaimlerChrysler produces vehicles ranging from small cars to sports cars and luxury sedans, as well as vans, heavy-duty trucks and coaches. In this profile, Hubertus M. Buderath, the vice president of corporate audit for DaimlerChrysler AG, describes his strategy for heading up a global internal audit organization. Additionally, Buderath discusses the unique structure of the DaimlerChrysler board of directors, the importance of audit skill sets mirroring the company, and the audit department's vision, mission and risk-oriented methodology. CONTENT AREA: Performer Profiles TOPICS: Corporate Governance, Internal Audit, Cross Border & Non-US Issues, Internal Controls, Internal Audit Administration, Audit Committee & Board, Germany, GRC August 1, 2005 Driving Change at GM Audit Services General Motors Corporation (GM), the world's largest automaker, has led global industry sales since 1931. In this profile, General Auditor Chet Watson shares the vision and mission of GM Audit Services and discusses his techniques for achieving results by focusing on internal communication and measuring performance. He describes how they use a risk model to develop the annual audit plan, how internal audit contributes to compliance with SOX 404, and the use of GoFast! workshops at GM to expedite decision-making. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Sarbanes-Oxley Act, Compliance, Risk Management & Assessment, Internal Controls, Internal Audit Administration, Automotive Industry, GRC July 11, 2005 France Telecom: Audit Competencies and Communication are Key France Telecom operates in a wide range of telecom activities, including wire line, wireless, business solutions, and Internet. In this profile, Marc Chambault, director of France Telecom’s internal audit and risk management department (DACR) describes his hands-on management style in leading this organization. Chambault also discusses the vision of DACR, the strengths of his multidisciplinary team, and critical upcoming goals. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Sarbanes-Oxley Act, Cross Border & Non-US Issues, Risk Management & Assessment, Internal Audit Administration, Internal Controls, France, GRC July 4, 2005 Integrated risk management and assurance at the UK Royal Mail Royal Mail is transitioning from its historical position as the UK’s monopoly provider of mail services to operating in a liberalized market. Derek Foster, Director of Internal Audit & Risk Management, uses Internal Audit, Business Risk Solutions, and Risk Management as building blocks for his internal audit strategy to addressing changing market needs. In this profile, Foster discusses the organization of his internal audit department, market challenges faced by Royal Mail, and the development of their people. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Cross Border & Non-US Issues, Training & Development, Risk Management & Assessment, Internal Audit Administration, United Kingdom, GRC June 20, 2005 Harley-Davidson and Internal Audit:
"We Ride With You" Harley-Davidson is the leading manufacturer of heavy weight motorcycles in the U.S. Guided by its informal motto of Freedom with Fences, it is a culturally unusual fit for Harley-Davidson to have an internal audit department. In this profile, Harley-Davidson’s director of internal audit, Rob Gould, details how he created an internal audit department to fit company culture. Gould also discusses how performance measurements are important to his department and the rebalancing of internal audit’s focus in SOX Year 2. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Sarbanes-Oxley Act, Internal Audit Administration, Internal Controls, Automotive Industry June 6, 2005 Edison prepares for the open market In 2008, Italy’s energy market will shift from nationalization to liberalization, creating great opportunities – and risks – for Edison, the country’s second largest energy company. In this profile Gian Michele Mirabelli, the Senior Audit Executive at Edison, discusses the audit team’s risk-based audit approach, corporate governance, and the challenges they face moving into a deregulated market. CONTENT AREA: Performer Profiles TOPICS: Cross Border & Non-US Issues, Energy & Utilities Industry, Internal Audit, Internal Audit Administration, Italy May 30, 2005 Qantas: A leading Australian airline develops a new face of internal audit Qantas Airlines is Australia's largest domestic and international airline. The Internal Audit mandate at Qantas has always been to improve the effectiveness of the company’s risk management, internal control and compliance systems. In this profile, Qantas’ head of internal audit, Rob Kella describes how his department is organized and aligned to meet these objectives. Kella also discusses how corporate governance requirements have impacted his organization and the challenges that lie ahead. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Cross Border & Non-US Issues, Internal Audit Administration, Australia, Airline Industry May 9, 2005 Reshaping audit at Poste Italiane Poste Italiane is a financial services and postal organization that provides customers with integrated products, communication, logistic and financial services throughout Italy. The organization includes 14,000 post offices, creating a challenge to implement proactive internal auditing. Carolyn Dittmeier, director of internal audit, was asked to reengineer the internal audit function, which included approximately 600 auditors. In this profile Dittmeier discusses transforming the Poste Italiane internal audit function from its traditional ‘inspector’ role to a role that encompasses a modern audit approach, capable of continuous improvement. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Cross Border & Non-US Issues, Internal Audit Administration, Italy April 25, 2005 Immediate impact and enduring effect: Komatsu’s internal audit goal Komatsu America Corp, a subsidiary of Japan-based Komatsu Limited, is involved in manufacturing construction and mining equipment. Phil Bertram, Director of Internal Audit, was hired to establish an audit program that covered the business risks of Komatsu America Corp. and its subsidiaries. In this profile, Bertram discusses the cultural understanding required in this multinational company, how to make a difference with a small audit team, and his plans to grow the team to make business better for the company. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Cross Border & Non-US Issues, Outsourcing/Co-sourcing/Shared Services, Internal Audit Administration, Japan April 11, 2005 Managing dramatic growth: Manulife’s internal audit group For the past nine years Richard Gourlay has been the Senior Vice President and Chief Auditor for Manulife -- a leading Canadian-based financial services company. In this profile, Gourlay discusses the audit group’s evolution as they have merged with other companies. Manulife applies a risk framework and audits whole business functions rather than individual processes. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, Canada March 14, 2005 BP: A spirit of change BP’s internal audit function has helped usher one of the world’s largest energy companies through tremendous change, growth and evolution. In this profile Vice President and Group Internal Auditor, Ian Rushby, discusses the purpose of internal audit, the challenge of corporate governance, the tone at the top, and the question of risk management. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, Energy & Utilities Industry February 14, 2005 Fiat REVI: Fiat Group’s internal audit and compliance experts The Fiat Group manufactures and markets high-quality cars, trucks, tractors, agricultural machinery, and other equipment. Since January 2004, Mauro Di Gennaro has been Fiat’s chief audit executive and compliance officer. His team, Fiat REVI, is Fiat’s internal audit. Function. In this article, Di Gennaro discusses the organization of the Fiat REVI team, its recent transformation, the use of a comprehensive risk assessment process, and the company’s efforts to comply with both Italian and US corporate governance rules. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Enterprise Risk Management, Compliance, Cross Border & Non-US Issues, Internal Audit Administration, Audit Testing, Italy, Automotive Industry, GRC January 10, 2005 Creating an Internal Audit Function at TransUnion TransUnion is a leading global provider of business intelligence services, including innovative credit decision-making and fraud prevention tools, advanced target marketing products, risk and profitability models and portfolio management. In this article, TransUnion’s Director of Internal Audit discusses the challenges faced while building an internal audit department in a private company and how leveraging internal company experts contribute to the success of the department. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Corporate Governance, Sarbanes-Oxley Act, Internal Audit Administration, Audit Testing, Internal Controls, GRC December 13, 2004 Food for Thought: Corporate Review at Brinker International Chili’s Bar and Grill, Romano’s Macaroni Grill, On The Border, Maggiano's, Corner Bakery, Big Bowl Asian Kitchen – Brinker International is the organization behind these well-known, highly successful restaurant concepts. Brinker, like many other accelerated filers, has been heavily focused on Sarbanes-Oxley during 2004. In this article, Brinker’s vice president of Corporate Review discusses the strategies the company has implemented to work towards Sarbanes-Oxley compliance while also developing a healthy control environment comprised of a balance between people and results. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Sarbanes-Oxley Act, Internal Audit Administration, Hospitality/Gaming Industry, Project Management November 15, 2004 Thirty-four years of healthcare internal auditing: An interview with Ken Spence After 34 years as the director of compliance and audit services at Dartmouth Hitchcock Medical Center, Ken Spence retired in June 2004. His distinguished career includes several milestones, such as helping to build an internal audit and regulatory compliance function, breaking new ground in healthcare auditing, taking a leadership role in the board of directors for the Association of Healthcare Internal Auditors and watching the role of the internal auditor evolve dramatically over time. Shaped by the long lens of experience, Spence shares his unique perspective on internal auditing best practices; approaches, tools and methodologies that have stood the test of time; and how changes in the internal auditing profession require a transformation in the way we recruit, train and retain the internal auditors of the future. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Healthcare & Pharmaceuticals Industry, Compliance, Internal Audit Administration, GRC October 18, 2004 Aquila’s auditing triad: SOX, ERM and entity-level internal controls In the midst of the company’s financial and strategic restructuring, Aquila Inc.’s audit team has a full range of responsibilities, including conducting annual audits, improving the internal control environment, facilitating Sarbanes-Oxley reporting and helping to enhance enterprise risk management throughout the organization. In this profile, Lynn Fountain, vice president of risk assessment and audit services, describes their facilitated ERM approach based on the COSO model. CONTENT AREA: Performer Profiles TOPICS: COSO, Internal Audit, Internal Audit Administration, Energy & Utilities Industry, Entity-Level Control September 20, 2004 Starwood: Auditing in an era of increased security The hotel and leisure industry has its own inherent risk and control challenges, particularly in an era of increased global terrorism and demands for transparency in financial reporting. This profile describes how the internal audit team at Starwood meets the challenge of providing enterprise wide risk management across the world. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, Hospitality/Gaming Industry August 23, 2004 Starbucks: Control, Compliance, Teamwork As an internationally renowned brand, Starbucks facilitates a corporate culture that is centered on excellence through teamwork. The internal audit function at Starbucks uses the same model by focusing on risk, financial controls and compliance through collaboration with a variety of risk monitoring functions. In this profile, Vice President of Internal Audit Kiko Harvey shares their approach to risk management and some of the lessons learned from their experiences in preparing for Sarbanes-Oxley compliance. CONTENT AREA: Performer Profiles TOPICS: Consumer Products & Retail Industry, Internal Audit, Internal Audit Administration July 26, 2004 From outsourcing to insourcing – the evolution of auditing at The Clorox Company This multinational cleaning products giant learned to grow its auditing team along with its revenues. Robin Evitts, vice president of internal audit, describes how the team helps their organization comply with corporate governance standards, implement internal controls reporting and address effective enterprise risk management activities. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration June 28, 2004 Open Auditing: Transparency and Accountability at Zions Bancorporation Zions Bancorporation, operating out of the Western United States, is one of the OCC’s top 25 banks. In this profile, Dean Marotta, Senior Vice President – Director of Internal Audit, discusses Zion’s audit risk assessment and self assessment processes, and their open and transparent auditing approach. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration May 31, 2004 Barclays’ internal audit function raises the bar on international performance As the eighth largest financial services organization in the world, Barclays serves clients across the globe with a multitude of products, services and expertise. Its internal audit department mission has three components: To audit the governance around the risk management and system of internal controls, to audit the system of internal controls itself and to audit the risk management of the organization. In this profile, Internal Audit Director Mark Carawan describes how his team of 222 auditors approach the complex task of managing risk at Barclays. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Cross Border & Non-US Issues, Internal Audit Administration, United Kingdom March 22, 2004 Tribune Company: Continuously working toward best practice The goal of Tribune Company’s audit team is to achieve best practices and strategic objectives across its many risk and control initiatives. In this profile Thomas Caputo, the Vice President of Audit, discusses audit plannin, the impact of Sarbanes-Oxley, and plans for increasing audit efficiency and effectiveness. CONTENT AREA: Performer Profiles TOPICS: Best Practices, Internal Audit, Internal Audit Administration, Media Industry February 23, 2004 The Right Price: Covering Risk and Building Value at Staples Inc. The Internal Audit team at Staples consists of only 11 auditors. In order to provide risk coverage for a global, growing company, each of those 11 team members must bring tremendous value to the job. In this profile the Vice President of Internal Audit, Larry Harrington, discusses the IA team, building relations throughout the company, the impact of SOA, and enterprise risk management. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration January 26, 2004 Meeting Challenges, Managing Risk and Developing Strategy The year 2003 was one of unprecedented change in risk management and internal auditing, change that promises to have an impact on the strategies of 2004 and beyond. During the course of 2003, internal audit leaders from 11 premier corporations participated in KnowledgeLeader Performer Profiles, sharing knowledge and insights on internal auditing best practices and risk management strategies, methodologies and lessons learned. These Performer Profiles illustrate a wide range of obstacles and opportunities, successes and challenges experienced by internal audit over the course of the past year. Here are some highlights. CONTENT AREA: Performer Profiles TOPICS: Best Practices, Internal Audit, Internal Audit Administration, Automotive Industry December 22, 2003 The wide world of audit at Wells Fargo Of the 540 team members who work under Wells Fargo's Chief Auditor, Kevin McCabe, approximately 260 are internal auditors, 110 are investigators, and 170 are security professionals. In this profile, McCabe shares how these three integrated corporate functions – audit, investigations and security – provide comprehensive risk management for one of the world’s largest banks. CONTENT AREA: Performer Profiles TOPICS: COSO, Internal Audit, Security, Internal Audit Administration, Security Management Practices November 10, 2003 Driving change: Dollar Thrifty Automotive Group navigates its own internal auditing evolution From a small group of auditors who counted cars in rental locations, to a respected corporate function asked to help the company implement Sarbanes-Oxley driven governance guidelines, the internal audit function at Dollar Thrifty Automotive Group has steered itself through six years of change and continues on its path of growth. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration October 13, 2003 Reaching higher: The future of internal auditing services at Unisys The internal audit function at Unisys has set its goals high: to become world-class by communicating effectively throughout its four worldwide business units and by establishing an operational perspective that will move beyond compliance toward a comprehensive strategy for success. In this profile, Blake Eisenhart, VP and Chief Audit Executive, discusses his long term goals and the five recommendations for change that his audit team has tackled over the past two years as they strive toward pre-eminence. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration September 15, 2003 Adapting to change: Internal auditing at Nortel Networks Enormous change requires an adaptive infrastructure. The internal audit department at Nortel dedicates itself to targeting its resources in the most appropriate places, and helps the company respond to changes in the economy, the government and the industry with speed and confidence. In this profile, Internal Audit Services Director, Randy Earley, describes the risk and control self assessment process that gives his group an enterprise risk view. CONTENT AREA: Performer Profiles TOPICS: Enterprise Risk Management, Internal Audit, Internal Audit Administration, Self-Assessment, Canada, GRC August 11, 2003 Vision: The success behind the Ameritrade Corporate Audit Team The newly formed corporate audit team at Ameritrade has the endorsement of top management, a belief in COSO and a forward-looking approach to enterprise risk management. The secret to its success can be summed up in one word: Vision. CONTENT AREA: Performer Profiles TOPICS: COSO, Enterprise Risk Management, Internal Audit, Internal Audit Administration, GRC July 14, 2003 Continental Airlines and its value-adding internal audit department The Continental Internal Audit Department is a reflection of how every department at Continental works together to add value. The team is built on a foundation of what Steve Goepfert, Continental’s Chief Auditor, considers best practices and which have shown results throughout the enterprise in a wide range of business units. In this profile, Steve discusses how the internal audit department has adapted to the current environment and how they remain aligned with corporate strategic goals. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, Airline Industry June 16, 2003 A risk management evolution: Internal auditing at Coca-Cola Enterprises The internal auditing function at Coca-Cola Enterprises has transformed from a risk assessment operation to becoming the driver of enterprise risk management. In this profile, Carol Benton, Vice President of Internal Audit, discusses the evolution of the CCE audit team, their audit objectives, methodologies and how the Sarbanes-Oxley legislation has transformed their role. CONTENT AREA: Performer Profiles TOPICS: COSO, Internal Audit, Internal Audit Administration May 19, 2003 Risk facilitation at Marshall & Ilsley Corporation At Marshall & Ilsley Corporation (M&I), the internal audit function integrates its efforts with three other functions - compliance, loan review and risk management - to create enterprise risk management. For M&I’s Audit Director, Tom Root, this means that auditors are just one piece of the puzzle, as much risk facilitators as they are risk managers. CONTENT AREA: Performer Profiles TOPICS: COSO, Internal Audit, Internal Audit Administration April 14, 2003 SC Johnson: Strong culture, firm controls SC Johnson, the consumer products company, has been an American icon for five generations. This family-owned business has a strong culture of integrity and responsibility, which has lead to an equally strong, and influential, internal audit team focused on risk identification and risk mitigation. In this profile, director of corporate audit Bill Streicher describes how his audit group seeks to proactively influence the control environment and to share best practices and control knowledge throughout the organization by actively engaging their business partners. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration March 3, 2003 Proactive Auditing at First Data Corporation The audit committee members at First Data expect Walter Coleman, Senior Vice President of Corporate Audit, to manage the company’s compliance with Sarbanes-Oxley, specifically sections 302 and 404, and to establish a clear process to accomplish this effectively and efficiently. Coleman shares his vision of a five-phased approach to compliance with the requirements for corporate governance reporting. CONTENT AREA: Performer Profiles TOPICS: COSO, Internal Audit, Internal Audit Administration January 13, 2003 High expectations: Internal audit and Johnson Controls Inc. While Johnson Controls moves into its 57th consecutive year of sales increases, the bar of performance continues to rise for the company’s internal audit function, which must support the company’s mission by identifying financial, operational and strategic risk across all of its 700 locations worldwide. Director Dave Sobczak discusses his approach to risk-based audit planning and how it is facilitated by their Global Audit Organizer system. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, Automotive Industry, Consumer Products & Retail Industry December 16, 2002 Oracle Corporation: Still breaking new ground after 25 years Oracle Corporation’s quest for a world-class audit function had led to the leveraging of relational databases, shared service centers and other strategies which help internal auditors provide risk management, increase controls and enhance the company’s corporate governance profile. Director Annica Magnusson describes the tools and processes they use for a consistent global audit approach. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration, IT Audit November 18, 2002 Kimberly-Clark’s state-of-the-art audit function The internal audit function at Kimberly-Clark dedicates itself to continual improvement in order to maintain audit presence throughout the organization, enhance audit tools and techniques, and attract new talent to the organization. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration October 14, 2002 The risk stops here: Integrity and audit at Northwestern Memorial Hospital When Northwestern Memorial Hospital combined its audit and integrity competencies it created a partnership of these two functions, resulting in greater risk management efficiency for the organization and more pronounced management ownership of regulatory risk. CONTENT AREA: Performer Profiles TOPICS: Internal Audit, Internal Audit Administration
|