ADAA - Internal Audit Manual

Internal Audit Manual
June 2010 Better Practice Guide
2 | Internal Audit Manual - An Initiative by ADAA Center of Excellence
An Initiative by ADAA Center of Excellence - Internal Audit Manual | 3
Contents
1 2 2.1 2.2 2.3 2.4 3 4 4.1 5 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 Introduction Mission, Objectives, Values & Scope Mission Objectives Values Scope Internal Audit Operating Model Internal Audit Function Organization Job Descriptions Risk Management Introduction Subject Entity Level Risk Assessment The Risk Management Process Overview Establish The Overall Risk Management Context Identify Inherent Risk Analyze Risk Qualitative Analysis Inherent Risk Assessment Identication & Assessment Of Mitigating Practices & Controls 29 30 31 33 10 12 12 12 12 12 14 15 15 17 17 17 19 21 22 24 28 28
5.10 Residual Risk 5.11 Risk Management Assurance & Monitoring 6 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 Risk Assessment And Annual Audit Plan
Develop Detailed Understanding Of The Key Processes 33 Risk Categories Inherent Risk Description Inherent Risk Rating Perform Evaluation Of Controls Over Risks Documentation Of Controls Perform Walkthrough Assessing Residual Risk Gap Analysis Annual Audit Plan 36 37 39 40 40 44 46 47 47 49
6.10 Develop High Level Testing Strategy & 6.11 Resource Allocation
7 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 8 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 9 9.1 9.2 9.3 9.4 9.5 9.6 9.7 9.8
Planning Phase Introduction Validate High-Level Scope With Management Develop A Preliminary Work Program For The Audit Validate/Document Understanding Of
53 53 54 55
The Process/Initiative/Function/Activity Being Audited 56 Develop Detailed Work Program Budgets Travel Arrangements Execution (Fieldwork) Phase Introduction Detailed Work Program Sampling Techniques Audit Techniques Identifying Information Raising Internal Audit Issues Co-Develop Action Plans With Management Audit Supervision Reporting Phase Introduction Prepare The Draft Internal Audit Report Review Draft Internal Audit Report Conduct Formal Closing Meeting Issue Draft Report Receiving Managements Feedback & Action Plans Issue Final Internal Audit Report & Present Results Internal Audit Reports Summary & Guidance 57 58 58 59 59 59 63 67 68 69 71 72 74 74 75 76 77 78 78 78 79 Validate That The Work Program Is Aligned With Scope 57
10
Internal Audit Monitoring And Follow-Up
84 84 84 84 85 85 86 86 88 89 89 89 90 91 91 91 91 91 92 93 93 93 93 95
10.1 Introduction 10.2 Timing Of Internal Audit Monitoring & Follow-Up 10.3 Internal Audit Monitoring 10.4 Internal Audit Follow-Up 10.5 Implementation Schedule 11 Internal Audit Management Reporting
11.1 Reports By The Head Of Internal Audit 12 13 Internal Audit Key Performance Indicators Corporate Governance
13.1 Objectives 13.2 Approach 14 15 Quality Assurance Personnel Development/Training & Performance Reviews
15.1 Staff Proles/Qualications 15.2 Career Development & Counselling 15.3 Professional Development Requirements 15.4 Induction Program 15.5 Personnel Performance Review 16 Audit Administration And Other Matters
16.1 Delegations (Financial & Human Resources) 16.2 File Naming Convention 16.3 Electronic Communication & Email 17 Internal Audit Manual Update
Appendices
Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6 Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11
Introduction to the IT Assurance Methodology Audit Committee Charter Internal Audit Charter Job Descriptions Gap Analysis Report Template Strategic Internal Audit Plan Template Audit Planning Letter Template Data Request Form Detailed Scope Letter Template Internal Audit Report Template Follow- Up Report Template
Glossary
The Government The Executive Council Subject Entity Senior Management The Audit Committee Departments ADAA Internal Auditors External Auditors Stakeholders Internal Audit
Government of the Emirate of Abu Dhabi The Executive Council of the Emirate of Abu Dhabi Any Government department, agency, State Owned Entity or State Owned Subsidiaries Is the highest administrative authority found in the Subject Entity (Chairman/Board of Directors, etc.) The Committee established by the Senior Management of the Subject Entity to oversee audit operations and circumstances Government Departments Abu Dhabi Accountability Authority (ADAA) Employees of the Subject Entitys Internal Audit Function Audit rms who are assigned to provide external or internal audit services Every person and / or party with an interest in the Subject Entity, e.g. staff, creditors and clients Is an independent, objective assurance and consulting activity designed to add value and improve organizations operations. It helps organizations to evaluate and improve the effectiveness of risk management, control, and governance processes
The Internal Audit Charter
The Charter that describes the mission, independence and objectivity, scope and responsibilities, authority, accountability and standards of the Internal Audit function at the Subject Entity
The Audit Committee Charter
The Charter that describes the mission, authority, responsibilities and scope of the Audit Committee
Audit Committee report
A report prepared by the Internal Audit Function of the Subject Entity and submitted to the Audit Committee. It includes a summary of the Internal Audit Functions operations during a period of time
Risk based Audit
Risk-based audit is an audit approach that sets materiality thresholds based on risk analysis and develops audit programs that allocate a larger portion of audit resources to high-risk areas
Governance
The set of regulations, criteria and procedures that ensure institutional discipline in managing a Subject Entity with international criteria and practices by determining responsibilities and obligations of the directors and executive management, taking into consideration the protection of shareholders rights and other stakeholders interests
Internal control
Systems designed by the management of the Subject Entity in order to achieve objectives, safeguard assets, control and review accounting information, ensure accuracy and reliability of this information, increase the effectiveness, economy, and efciency of operations and functions, and ensure compliance with the relevant laws and regulations
Code of Business Conduct Operational processes Risks
Set of rules outlining the responsibilities or proper practices to be applied through the Subject Entitys employees. Those operations that constitute the Subject Entitys core business The uncertainty of an event occurring that could have a negative impact on the achievement of the objectives of the Subject Entity
Risk management
Processes to identify, assess, and manage potential events or situations, to provide reasonable assurance regarding the achievements of the Subject Entitys objectives
Consulting services Independence Key Performance Indicators Best practices Fraud IIA Standards Information Technology
Specialized tasks and missions, other than audit, to be performed by the Internal Audit Function of the Subject Entity The freedom from conditions that threaten objectivity or the appearance of objectivity of the internal auditor Indicators used by the Subject Entity to measure and evaluate the performance of various operational and nancial operations. Those practices that have produced outstanding results in another situation and that could be used by the Subject Entity Any illegal acts characterized by deceit, concealment or violation of trust to achieve personal benets Standards for the professional implementation of Internal Audit issued by the Institute of Internal Auditors Computer-based information systems, particularly software applications and computer hardware applied within the Subject Entity
Conict of interests
Inconsistency between the interests of the Subject Entity and the interests of any of its employee which arises in connection with the performance of his/her duties
Recovery plans
The process, policies and procedures of restoring operations critical to the resumption of business after a natural or humaninduced disaster
Introduction
The purpose of this Internal Audit manual is to provide a standardized framework for Internal Audit operations and activities within the Government of Abu Dhabi, with the aim of assisting Internal Audit Functions within all Subject Entities, in addition to supporting internal auditors in executing their work by adhering to best practices such as the IIA Standards. This manual is not designed to be an all-inclusive outline for performing audits, but rather, has the following purposes: To establish policies and standards for the planning, performance, and reporting of audit work To establish high level procedures intended to assist staff members in the discharge of their duties To formalize administrative and organizational policies for Internal Audit Functions within Subject Entities To dene responsibility, authority, and accountability To help achieve consistency in Internal Auditing activities To standardize the internal audit and risk assessment approach within the Abu Dhabi Government in a manner to ensure the consistency in the application of internal audit standards To expedite the training of Internal Audit staff
When developing this Internal Audit manual, the Abu Dhabi Accountability Authority structured the document to include all the necessary phases for maintaining an effective audit and risk assessment activity based on a professional Internal Audit Methodology. Thus, to ensure the proper use and the complete understanding of this manual, users should refer consistently to each of the related chapters depending on the operation or procedure intended for execution.
This manual observes the International Standards for the Professional Practice of Internal Auditing as prescribed by international bodies such as the Institute of Internal Auditors (IIA), while taking into consideration the specic features of governance within the Government of Abu Dhabi. In adopting this Internal Audit manual, the Abu Dhabi Accountability Authority has ensured that the Internal Audit Functions within Subject Entities will adopt the IIA denitions and standards in the performance of Internal Audit work. Internal Auditors at Subject Entities are required to know and understand the contents of this manual before the commencement of any internal audit engagement. This Manual includes all policies and procedures related to all Internal Audit activities. Note: for a full edged recap of the various screens and a more comprehensive understanding of the e-Governance portal, kindly refer to the System User Manual uploaded to the portal server.
Mission, Objectives, Values & Scope
2.1 Mission
The mission of Internal Audit is to provide independent and objective assurance and consulting services designed to assist the Subject Entity in achieving its objectives by striving to provide a positive impact on the efciency and effectiveness of operations. Internal Audit helps the Subject Entity accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, internal controls, and governance processes.
2.2 Objectives
The overall objectives of Internal Audit are to provide assurance to Senior Management of the Subject Entity regarding the management of key risks and to provide independent and objective advice and counsel to Senior Management to assist them in discharging their duties and responsibilities.
2.3 Values
Integrity Internal Auditors are honest, ethical, equitable and respectful with stakeholders. Accountability Internal Auditors are responsive and open in dealing with the needs and expectations of stakeholders. Independence Internal Auditors provide assurance and governance services in an objective and fair manner. Learning and Innovation Internal Auditors continually develop organizational capability through the development of individual and team knowledge and skills.
2.4 Scope
Internal Audit coverage includes all aspects of the Subject Entitys activities in accordance with the Internal Audit Charter approved by the Audit Committee. The extent and frequency of internal audits will depend upon varying circumstances such as the results of previous audits, relative risk associated with activities, materiality, the adequacy of the system of internal controls and resources available at the Internal Audit Function. Internal Audit Functions perform various types of audits such as: 2.4.1 Compliance Audits Compliance audit is concerned with the review of nancial and/or operating activities of the Subject Entity for the purpose of determining whether they conform to specied conditions, rules, codes, laws or regulations. Internal Audit thus determines whether
the systems of internal control are adequate and effective, and whether audited activities comply with the legislative requirements and relevant regulations. 2.4.2 Performance Audits These audits involve a systematic review of the Subject Entitys operating activities in relation to specied objectives. They can be referred to as value for money or management audits. They assess performance, identify opportunities for improvement and develop recommendations. 2.4.3 Information Technology Audits IT Audits are designed to identify strengths and weaknesses in current IT policies, delivery methods, skills and knowledge gaps between corporate strategists and IT project managers to provide advice at all management levels on internal control, but more important, to provide assurance to balance risk and control investment in an often unpredictable IT environment. The use of specialists and/or outsource of IT Audits would be recommended due to the relative skill set required and the low frequency of such reviews in an organization. The Introduction to the IT Assurance Methodology is set out in detail in Appendix 1.
Internal Audit Operating Mode
The Internal Audit Function should operate under the guidance of, and report directly to the Audit Committee established by the Subject Entity, whereas the Committee plays a consultant role regarding audit and corporate governance issues to the Board of Directors of the Subject Entity. The Committee should review and approve the Annual Audit Plan and involve the Chairman/Board of Directors/Executives in the discussion of the audit ndings. From an administrative perspective, the Internal Audit Function should report to the Chairman at Government Departments and the CEO/General Manager with respect to all other Subject Entities. Please refer to Audit Committee Charter in Appendix 2 for more details. The role of the Internal Audit Function is to provide recommendations and advice in an objective manner independently of the inuence of Executive Management to assist them in performing their duties and responsibilities. A full copy of the Internal Audit Charter is outlined in Appendix 3.
Internal Audit Function Organization
The proposal of an appropriate Internal Audit structure designed to perform the tasks efciently and effectively rests with the Head of the Internal Audit Function. The approval of the Committee should be however sought prior to implementation. The Head of the Internal Audit identies the Functions requirements in human resources including required qualications and skills needed to execute the work, in addition to the identication of the need to use experts from outside parties. It is mandated to obtain the approval of the Committee for all these needs and requirements. The Internal Audit Function stafng model needs to be exible to ensure the required skills are available to perform the work.
Subject Entity Chairman/BOD
Audit Committee Internal Audit Function
4.1 Job Descriptions

Job descriptions (JD) outline the roles and key responsibilities for each position. Every employee of the Internal Audit Function should have a current JD including the knowledge, skills and abilities required to perform the duties of the position. It should also reect all the activities and expectations for that particular position. Appendix 4 presents sample job descriptions which can be used by Subject Entities as guidance to develop JDs for the various positions of the Internal Audit Function. JDs should be approved by the Head of Internal Audit, while the latters is approved by the Audit Committee. Ultimately, all job descriptions should be approved by the Human Resources Division within the Subject Entity.
Below is a summary of the key responsibilities for each position: 4.1.1 Head of Internal Audit The role of the Head of Internal Audit is to direct a comprehensive program of internal audit for the Subject Entity to ensure that internal control systems to support the reliability and integrity of nancial, operational and information technology are reviewed at appropriate intervals and effective recommendations are made for corrective actions as required. Additionally, the role of the Head of Internal Audit is to develop, update and execute the implementation of the Internal Audit Charter as approved by the Committee and in line with the IIA Standards. The Head of Internal Audit establishes goals, performance standards and objectives for subordinates. The goals, performance standards, objectives and remuneration of the Head of Internal Audit are established by the Committee and/or the Board of Directors. 4.1.2 Senior Internal Auditor The role of the Senior Internal Auditor is to plan, supervise and oversee the various audit activities being carried out by assigned Auditors. The Senior Internal Auditor identies and evaluates risks associated with the Subject Entitys processes and prepares audit plans, including audit programs and budgets. Also, the Senior Internal Auditor performs detailed reviews of the working papers and drafts the internal audit report. The Senior Internal Auditor ensures that duties are performed efciently and professionally and in accordance with the Internal Audit Manual and the IIA Standards. He also performs ad hoc duties as and when requested by the Head of Internal Audit. 4.1.3 Internal Auditor The role of the Internal Auditor is to conduct Internal Audit assignments as per the approved Annual Audit Plan. 4.1.4 Information Systems Auditor The Information Systems Auditor facilitates the development of the IT components of the Annual Audit Plan to provide for the effective coverage of the Subject Entitys operations and processes. The Information Systems Auditor leads, conducts and manages complex Information System Audits and System Development Reviews. 4.1.5 Internal Audit Support Ofcer The role of the Internal Audit Support Ofcer is to provide administrative support to the Internal Audit Function. He/she will act as the central point for logistical coordination of Internal Audit activities.
Risk Managment
5.1 Introduction
This section provides an introduction to the theory of Risk Management. This section should be read in conjunction with Section 6, Risk Assessment & Annual Audit Plan, which describes how to perform the Risk Assessment and develop the Annual Audit Plan (AAP). Risk Management is a critical function of the Subject Entitys management. It is central to the rational allocation of resources and the choice of action in the achievement of objectives. Executive Management is responsible for the risk assessment process, control systems and risk mitigation strategies adopted by the Subject Entity. The Internal Audit Function is accountable for conducting risk assessments and ensuring that the internal controls in place are effective. When risk assessments are not explicit or not documented, the Internal Audit team may work with management to document them. The Internal Audit Function can also assist the Subject Entity by providing advice on the design and improvement of control systems and mitigation strategies, yet management remains accountable for the selection and implementation of controls and strategies. The Internal Audit Function has the principal responsibility for assuring that the AAP is based on reliable, complete and accurate information about the Subject Entitys operations, activities and its risk prole. Integral to this is having adequate knowledge of the risks to which the Subject Entity is exposed.
How do we identify and assess risks in our organization?
Business Objectives
Key Industry Risks
Processes
How do we enhance risk coverage in our organisation?
Strategy
nit Mo ess Ass
or
Risks
Process Enhance
Issue/GAP Closure Alignment/ Leverage Verication Activity
5.2 Subject Entity Level Risk Assessment

Subject Entities should constantly assess their risks. A formal, strategy-based, entity-level risk assessment can help to signicantly advance the Subject Entitys ability to understand its key business risks and provides a structured process that becomes the cornerstone for prioritizing risks and focusing attention on areas meriting management review and monitoring. Moreover, this process builds knowledge and condence as management becomes more adept at understanding the risks it takes and what it should be doing to manage these risks effectively.
How do we monitor risk in our organisation?

Responsible Party Control Self Assessment Continuous Monitoring
Periodic Testing
Loss Event Tracking
The risk assessment process involves: Understanding the Subject Entitys strategies and objectives Developing a preliminary understanding of the Subject Entitys key business risks and processes, and aligning them to strategies and objectives Understanding the effectiveness of entity-level controls such as the Corporate Governance framework, code of conduct, segregation of duties, business continuity, disaster recovery plans, period end nancial reporting processes, fraud prevention/ detection programs, etc. Understanding the effectiveness of the controls over key processes that are documented in the Subject Entitys policies and procedures Scoping the risk assessment by obtaining input from all key stakeholders Assessing, prioritizing, and validating key business risks with the key stakeholders Reporting the results of the risk assessment in order to identify the high risk issues and processes within the Subject Entity
Key business risks result from signicant events, conditions, actions, or inactions that can adversely affect the Subject Entitys ability to achieve its objectives. The following chart depicts the relationships between a Subject Entitys business objectives, the strategies designed to help achieve those objectives, the key business risks that may affect the execution of those strategies, and the business processes that support the implementation of the strategies.
Strategies !b#ec&ves DriveTop LineGrowth
Deliver Superior Customer Service Enhance Product Offering
KeyBusinessRisks
Risk ! Risk Risk
KeyBusiness Processes
Expand into New Markets
Maximize Return on Capital
AchieveSuperior Performance
Maximize Benefits from Technology Investments Optimize Operating Efficiency
Reward for Results
DeveloptheBest Talent
Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk Risk
Retain Top Performers
Subject Entities deploy strategies and objectives to meet stakeholder demands, to respond to environmental conditions and to capitalize on market opportunities. The multiple objectives and strategies together with the changing environment generate
EstablishLinkageofRiskstoProcesses FGen&fyHri&calHontrols
Risk Risk Risk Risk Risk Risk
risks and a continually evolving risk prole. Subject Entities should identify the processes which mitigate the key business risks identied. The Subject Entity Level Risk Assessment should be updated once a year and/or when the Subject Entity goes through major restructuring, engages in one or multiple major projects, and in the context of other similar activities.
5.3 The Risk Management Process Overview

This section provides a brief view of the risk management process. Risk management is a fundamental aspect of successful management where it is an ongoing process integrated in the practices and processes of the Subject Entity. The risk management process includes the steps outlined in the following diagram. The risk methodology applied to maintain a register of risks is consistent with the risk management standard AS/NZS 4360:2004.
EstablishContext Strate;ic&<=era)onal >den)?yRisks Bazards&<==ortuni)es
Communicate &Consult
AnalyzeRisks Likelihood&Consequence
EvaluateRisks Ranked&Griori)zed
TreatRisks >den)?yAc)onGlans
AS/NZS4360:2004
Monitor&Review
Step 1 Establish Context (SWOT analysis, strategic risk assessment, business planning) Establishing the context requires analyzing the external and organizational environment and risk management environment, by which risks can be identied, analyzed and minimized. This analysis may cover the Subject Entity as a whole or the individual processes. The context should be agreed upon before initiating the risk management process, so as to assist in the development of the assessment standards and the risk analysis framework. Step 2 Identify Risks Identify what, why and how events can arise, within the Subject Entity, and which can prevent, minimize, or delay achieving objectives. Step 3 Analyze Risks Once risks have been identied, they will be analyzed in terms of consequence and likelihood, in the context of the existing controls. The analysis considers the range of potential consequences and how those consequences might occur (i.e. scenarios). Consequence and likelihood is combined to produce an estimate of the level of potential risk to the Subject Entity. Step 4 Evaluate Risks Compare estimated levels of risk against risk criteria to provide basis for management to identify risk management priorities. If the levels of risk are assessed as low, then risks may fall into acceptable tolerance levels and no further treatment may be required. Step 5 Treat Risks Accept and monitor low priority risks. For other risks identied, develop and implement specic management plans including the resource allocated to mitigate the risks to an acceptable level. There are several forms of risk treatment such as avoidance, transfer, or reduction to an acceptable level after taking into consideration the cost versus benet of the risk treatment. Step 6 Monitor & Review Risks Monitor and review the performance of the risk management system and changes to business initiatives and other internal processes, which may affect it. This step is carried out throughout the risk management process. Step 7 Communicate & Consult Provide regular reports to Senior Management and the Audit Committee at each phase of the risk management process and also on the effectiveness of the processes as a whole. The key elements of the Risk Management process are detailed in the following sections.
5.4 Establish the overall Risk Management Context

5.4.1 Establish the External Context This step denes the external environment in which the Subject Entity operates. It also denes the relationship between the Subject Entity and its external environment. This may for example include: The business, social, regulatory, cultural, competitive, nancial and political environment The Subject Entitys strengths, weaknesses, opportunities and threats External stakeholders Key business drivers
It is particularly important to take into account the perceptions and values of external stakeholders and to establish policies for communication with these parties. Establishing the external context is important to ensure that stakeholders and their objectives are considered when developing risk assessment criteria and that externally generated threats and opportunities are taken into account. 5.4.2 Establish the Internal Context Before a risk management activity at any level is commenced, it is necessary to understand the Subject Entity. Key areas include: Culture Internal stakeholders Structure Capabilities in terms of resources such as people, systems, processes, capital Goals and objectives and the strategies that are in place to achieve them
Establishing the internal context is important because: Risk management takes place in the context of the goals and objectives of the Subject Entity The major risk for most organizations is the failure to achieve strategic, business or project objectives, or to be perceived by stakeholders to have failed Organizational policy, goals and interests help rene the Subject Entitys risk policy Specic objectives and criteria of a project or activity must be considered in light of the objectives of the Subject Entity
5.5 Identify Inherent Risk

5.5.1 Dening Risk Risk may be identied in the following terms: Examples include:
A fraud instance damages the Subject Entitys reputation with stakeholders and the community The absence of policies and procedures increases the likelihood of inconsistent transactions and process ows Ineffective segregation of duties within accounts payable increases the likelihood of error and fraud a source of risk the thing which has the potential to harm or assist (e.g. a chemical spill, a fraud) an event or incident something that occurs or not a consequence, outcome or impact across a range of stakeholders, assets or resources a cause (what and why) for the presence of the hazard or the event controls and their levels of effectiveness (i.e. policies, training, systems) when the risk could occur and where it could occur
A risk is associated with:
5.5.2 Information For Identifying Risk Good quality information is important in identifying risks. The starting point for risk identication may be historical information about the Subject Entity (or the Government of Abu Dhabi in general), followed by discussions with a wide range of stakeholders about historical, current and evolving issues. Examples include: local or overseas experience expert judgement structured interviews focus group discussions strategic business plans including SWOT analysis insurance claims reports
post event reports personal experience or past organizational experience results and reports from audits and inspections surveys and questionnaires checklists historical records, incident databases and analysis of previous failures and previous risks registers if they exist.
5.5.3 Approaches To Identifying Risks The approach used for risk identication depends on the risk management context. In selecting an approach to risk identication, the following considerations apply: Team-based brainstorming, for example, where facilitated workshops are a preferred approach as they build commitment, consider different perspectives and incorporate differing experiences; Structured techniques such as ow charting, system design review, systems analysis, hazard and operability (HAZOP) studies and operational modelling should be used where the potential consequences are catastrophic and the use of such intensive techniques are cost effective; For less clearly dened situations, such as the identication of strategic risks, processes with a more general structure such as what-if and scenario analysis could be used; Where resources available for risk identication and analysis are constrained, the structure and approach may have to be adapted to achieve efcient outcomes within budget limitations. For example, where less time is available, a smaller number of key elements may be considered at a higher level, or a checklist may be used.
In many circumstances, multi-level risk identication is useful and efcient. In a rst or preliminary scoping stage, risks may be identied at a high level and initial priorities assigned, with a detailed level identication and analysis applied to a subset of high priority areas. The identied risks should be documented in a Risk Register (Section 6.3)
5.6 Analyze Risk

5.6.1 Introduction Risk analysis revolves around developing an understanding of the risk. It provides input into decisions on whether risks need to be treated and subsequently the most appropriate and cost-effective treatment strategies. Risk analysis involves the consideration of the sources of risk, their positive and negative consequences and the likelihood that those consequences may occur. Factors that affect consequences and likelihood may be identied. Risk is analyzed by combining consequences/impacts and their likelihood. A preliminary analysis should be carried out so that similar risks are combined or lowimpact risks are excluded from the assessment. Excluded risks should, where possible, be listed to demonstrate the completeness of the risk analysis. 5.6.2 Consequence/Impact Ratings The performance of the Subject Entity must be measured in a comprehensive manner, in a way where operational activities are correlated and linked to the objectives derived from its strategy. Balanced Scorecards (BSC) can be used to measure the performance of the Subject Entity in various aspects, where Consequences / Impacts can be described in a number of ways. Risks can have Consequences / Impacts in terms of, amongst others, Financial Performance & Results, Business Continuity, Regulatory / Legal, Reputation and Image, and Human Resources. Each consequence can be rated, in terms of its severity, from 1 to 5, whereas 1 is notable, 2 is minor, 3 is moderate, 4 is major and 5 is catastrophic. Balanced Scorecards can be used by the Subject Entity to manage the negative outcome of possible events that could be faced. A sample Consequence/Impact Criteria table based on the BSC approach is presented right:
Perspective
Denition Objective / Driver

Delay in submitting complete budget Government Department Acquisition of nancial resources Budgets are approved and funds are received within the rst quarter
KPI
Delay in submitting complete budget Date funds are received Expenditure adherence to plan throughout the year Increase in
Target
Less than 1 month
Rating
For example: Moderate: delay is between 1 to 2 months For example: Moderate: funds received by mid 2nd Quarter For example: Moderate: Variance with the plan is less than 10% For example:
Before the end of the rst quarter Variance with the plan is less than X%
Financial*
Dependence on Other Subject Entities Achievement of nancial objectives Maintain shareholder value Government subsidies
dependence on Government subsidies Reduction in return on shareholder equity
Less than 0% increase
Moderate: 10% increase in dependence on Government subsidies For example:
0% reduction
Moderate: 5% reduction in return on shareholder equity For example: Moderate: SLA template developed but not completed For example: Moderate: 70% customer satisfaction For example: Moderate: processes exist within the entity but have not been grouped into one approved manual For example: Moderate: individual
Learning and Customers / Internal Operations Stakeholders Growth
SLAs have been Cooperation and coordination with stakeholders Meet stakeholder expectations Comprehensive SLAs exist completed and communicated to stakeholders Customer satisfaction Maintain and improve customer satisfaction % Customer Satisfaction 80% minimum satisfaction
Dened processes are in use
Ensure compliance with approved procedures
A Process Manual has been approved Yes and is in use A Business
Proper BCM
A BCM exists and has been tested
Continuity plan has been implemented and is regularly updated Turnover rate is less than X% where X is the industry X% Yes
business continuity initiatives exist at the functional level. For example: Moderate: turnover rate is between X% and (X+0.1X)% For example:
Turnover rates are Work force stability maintained within industry levels
average To provide a link between Personal Dened employee performance expectations the Subject Entitys strategy and personal objectives of employees Development Plans are completed and communicated 100%
Moderate: the PDPs are under development
*The Financial perspective in the table above was developed with examples for both departments and State Owned Entities
There are other approaches to measure the Consequences / Impacts which can be described in a number of ways where each consequence can be rated, in terms of its severity, from low to catastrophic. A sample Consequence / Impact Criteria table is set out below. Rating
Catastrophic 5
Financial
Business Continuity
capacity for more than X days
Regulatory / Legal
Signicant legal, regulatory or internal policy failure (e.g. resulting in substantial criminal penalties
Reputation & Image

Extended national adverse media coverage, and/ or signicant loss of condence by stakeholders/ 3rd parties Adverse national media coverage, of condence by stakeholders/ 3rd parties Extended local adverse media coverage and/or adverse stakeholders/ 3rd parties
Human Resources
Unplanned loss of a senior executive, or several key staff. Loss of life or permanent incapacitation
Financial impact in Loss of service excess of AED XX
Major
Financial impact between AED xx and AED xx
Loss of service capacity between x and xx days
Major legal, regulatory or internal policy failure regulators in relation to non-compliance)
Unexpected loss of a key staff member with specialist knowledge without which the business is signicantly affected Serious injury or incident Unexpected loss of a key staff member who is integral to the business with specialist knowledge. Injury or incident requiring medical attention Unexpected loss of a senior staff member Minor injury or incident
(e.g. resulting in a visit by and/or some loss
Moderate
Financial impact between AED xxx and AED xxx
Loss of service capacity between xx and xxx days
Limited legal, regulatory and internal policy failure (e.g. resulting in reportable incident(s) to regulators)
Minor
Financial impact between AED XX and AED XX
Loss of service capacity between X day and X day
Minor legal, regulatory (able to be resolved without material penalty) or internal policy failure Isolated incident
Isolated adverse local media coverage and/ or adverse client or stakeholder comments or complaints Minor injury or incident. No impact or minimal impact
Notable
Financial impact up to AED XX
Loss of service capacity for up to X day
Insignicant legal, regulatory or internal policy failure
Unexpected loss of a single staff member Near miss incident
Note: The criteria and weights listed in the table above are not based on any assessment of the Subject Entities risk appetite or risk tolerance levels. Before performing the risk assessment exercise, the criteria and any associated weights must be tailored to reect the risk tolerance levels of the concerned Subject Entity. It is recommended to amend and/or add different areas of impact which may be more relevant and applicable to the Subject Entity. These areas and weights should be reviewed and approved by the Audit Committee and the Board of Directors.
5.6.3 Likelihood Rating Analyzing risks requires an assessment of their frequency of occurrence. The following table provides broad descriptions used to support likelihood ratings.
Rating Almost Certain Likely Possible Unlikely Rare 5 4 3 2 1 Likelihood Of Occurrence The event will occur in most circumstances The event will probably occur in most circumstances The event should occur in some circumstances The event could occur in some circumstances The event may occur in some exceptional circumstances
Guidance: To make an assessment of the likelihood or probability of a risk event occurring, it may be useful to consider the factors listed below. They have been expressed in the form of questions about the risk environment in order to facilitate the assessment. Complexity How complex is the process in terms of multiple tasks or technology? consider the complexity of the underlying processes or environment in which the Subject Entity and / or the assessed process, function, or project operates.
History
Complexity
Likelihood
Susceptibility
Susceptibility How susceptible or vulnerable is the Subject Entity and/or the assessed process, function, or project to the risk? consider how new people or processes impact, the number of stakeholders involved, high level of change etc. History To what extent is the risk known to have occurred previously? consider the history of error within the Subject Entity and/or across the assessed process, function, or project.
5.7 Qualitative Analysis

Qualitative Analysis is any method of analysis that uses descriptions rather than numerical means to dene a level of risk. Using qualitative analysis, risk is a function of both likelihood and a measure of consequence. In its simplest form, risk can be shown as: Risk = A function of (Consequence and Likelihood) For example, using the risk matrix below, if a Consequence / Impact was assessed as Major (4) and the likelihood of that Consequence / Impact occurring was Likely (4), the risk would be rated as extreme based on its position on the matrix. Each risk identied is assessed in the same manner to produce a Risk Register. It is important to note that the risks are initially assessed without any consideration for controls. The Subject Entitys Consequence / Impact criteria table should be documented in the Understanding the Business Memorandum.
5.8 Inherent Risk Assessment

Inherent risk is the risk that exists in the absence of controls. Inherent risk is important to the Internal Audit process because it represents the potential impact of a breakdown in the control environment within the Subject Entity. The combined ratings for likelihood and consequence for each risk are combined in the matrix below to determine the overall risk ranking. The legend to the right of the matrix denes each level of risk.
ExtremeRisk
5 4
Consequence
6 5 4 3 2 1
7 6 5 4 3 2
8 7 6 5 4 3
Likelihood
9 8 7 6 5 4
10 9 8 7 6 5
Extremerisk:Mustcompletecontrol evalua1on.SeniorManagementreview
Signicantrisk:Mustcompletecontrol evalua1on.Execu1veManagementreview
3 2 1
Moderatereview:Managementresponsibility mustbedened.Controlevalua1onwhere appropriate.Managementreview
Lowrisk:Monitor.Examina1onofcontrolsis notspecicallyrequired
LowRisk
The Subject Entitys Inherent Risk Assessment should be documented in the Risk Register (Section 6.4). All inherent risks ranked as Extreme, Signicant and Moderate require detailed analysis of controls to determine the residual risk rating. Low risks may be excluded from further analysis; however the rationale for excluding these risks (and managements on-going responsibilities) should be documented to demonstrate the completeness of the analysis undertaken. The controls existing to mitigate the risk are then considered for existence and effectiveness using the criteria shown in the controls rating table. By rating each control as set out below, the control rating is combined with the inherent risk rating to arrive at a residual risk rating.
5.9 Identification & Assessment Of Mitigating Practices And Controls

Mitigating practices and controls include all the policies, procedures, practices and processes in place to provide reasonable assurance of the management of the Subject Entitys risks. Where mitigating practices/controls exist but are not being followed and monitored, then adequate control does not exist, as in order for mitigating practices/controls to be effective they also must be communicated, actioned and monitored. Therefore a rating of 5 or above should be applied.
Control rating* Excellent 1 or 2 Systems and processes exist to manage the risks and management accountability is assigned. The systems are well documented and regular monitoring/management review indicates high compliance to the process and that the system is effective in mitigating the risk. Good Fair 3 or 4 5 or 6 Systems and processes exist which manage the risk. Minor improvement opportunities have been identied but not yet actioned. Some systems and processes exist to manage the risk. Recent changes in operations require conrmation that accountabilities are in place and understood and that the risk is being actively managed. Systems and processes for managing the risk have been subject to major change or are in the process of being implemented and their Unsatisfactory 9 or 10 effectiveness cannot be conrmed. No systems and processes exist to manage the risk.
Inadequate
Adequate
Poor
7 or 8
* Range of rating allows for strength of the statement to be varied.
The mitigating practices/controls relating to each risk should be documented in the risk register (Section 6.6.3) and rated according to their effectiveness in mitigating the risk from a design perspective, as the operating effectiveness of the controls will be tested during the Execution Phase.
5.10 Residual Risk

Residual risk is the level of risk that remains within the Subject Entity after consideration of all existing controls. The residual risk table below provides the Subject Entity with the required level of management attention along with the time frame when treatment plans should be developed. The Residual Risk Rating is calculated by adding the Inherent Risk measures of Consequence/Impact and Likelihood (5.8) and combining the control rating (5.9). The management response required in relation to the Residual Risk is determined by the position of the latter on the matrix.
Active Management Continuous Review Periodic Monitoring No Major Concern
Risks where current treatment options require active review and management. Control is adequate, continued monitoring of controls over time (e.g. at least quarterly) is required to conrm this. Control is not strong but risk impact is not high. Options to improve control or monitor risk impact to ensure it does not increase over time. Risks where systems and processes managing the risks are adequate and subject to minimal monitoring
The grid (left) clearly demonstrates the relevance of inherent and residual risk to the Internal Audit Process. Any breakdown in the mitigating practices/controls relating to risks in the Continuous Review area could have an immediate, signicant impact on the Subject Entity. Risks in the Periodic Review area of the matrix have been assessed as having controls with a fair rating or worse; thus an increase in the level of risk could have an immediate, signicant impact on the Subject Entity. Risks in the Active Management area of the matrix will be brought to the attention of management (for management) and monitored closely by the Internal Audit Function during the Active Management period. The Subject Entitys Residual Risk Assessment should be documented in the Risk Register (Section 6.7). In order to create the Residual Risk heat map in the e-Governance Portal, please follow these steps: 1. Go to Navigation -> Search -> Risk Matrices 2. Click on Saved Searches for the search called Core Search 3. Click the play icon next to Residual Risk Ratings Report 4. Save the Excel le to your hard disk 5. Open the le
5.11 Risk Management Assurance & Monitoring

Systems to monitor and review risks and the risk management process require careful selection, targeting and planning as they absorb scarce resources. Priority should be given to monitoring: (a) High risks (b) Credible failure of treatment strategies, especially where this would result in high or frequent consequences (c) Risk-related activities that feature high incidence of change (d) Risk tolerance criteria especially where these result in high levels of residual risk (e) Technological advances that may offer more effective or lower cost alternatives to current risk treatment
In general terms, monitoring and review practices will be one of three types: Continuous (or at least frequent) monitoring through routinely measuring or checking particular parameters Line management reviews of risks and their treatments (sometimes called control self assessments) which are often selective in scope but typically routine, regular and selected based on risk-weighted criteria Auditing using both internal and external audit staff. As much as possible, these audits should test systems rather than conditions. They will be more selective in scope and of a lower frequency than the above measures
Risk Assessment & Annual Audit Plan
6.1 Develop Detailed Understanding Of The Key Processes

This section provides more detailed guidance on how the key risks identied at the department/function/process Level Risk Assessment (Section 5) should be documented. The objectives of the documentation are to: Gain detailed understanding of the mega and major processes, and when necessary, the associated sub-processes Analyze the process for effectiveness Gain an understanding of the signicant ow of transactions Promote a comprehensive understanding of the process from beginning to end Identify the risks and associated controls (or lack thereof) Identify problem areas and improvement opportunities
For further details about using the e-Governance Portal, please refer to the Manual uploaded to your Server. (Please take into account the changes made to this Manual). In order to create the Process Classication Scheme in the e-Governance Portal, please follow these steps: 1. Click on the link 1. Process Classication on the homepage dashboard 2. Click to create a new placeholder for Processes
3. Enter a Name (e.g. ABC Company) and Description for your PCS and click 4. Click to create a process in the PCS
5. Enter the name of the Process (if necessary, select the Parent Process)
DidyouKnow? PCS(ProcessClassificationScheme):Createonly1PCSwhichincludesalltheprocesseswithinyour organization. These processes can be grouped by Function/Process/Department. For example: createtheprocessFinance.ThencreateAccountsPayableandAccountsReceivableaschild processesfortheprocessFinance
6. Click In order to create the Organization Model in the e-Governance Portal, please follow these steps: 1. Click on the link 2. Organization and Process Structure from the homepage dashboard 2. Click to create a new Organization
3. Enter the required elds on the Organization form 4. Click
5. To create subsidiaries/branches, click on the tab Child Org Units 6. Repeat the steps from 2 to 4 to complete the creation process.
DidyouKnow? OrganizationModel:Create a simple organization model structure that consists of only physicallocations (branches/subsidiaries)ofyourorganization.Ifyouonlyhave1location,justcreate1organizationwiththe name of your entity. Then link the PCS (Process model), which consists of the Functions/Processes/Departments, to these organization(s). This prevents duplication between the OrganizationandProcessmodel.
In order to link the PCS with the Organization Model in the e-Governance Portal, please follow these steps: 1. Click on the link Organization and Process Structure from the homepage dashboard 2. Click on the name of the organization to which you want to link processes 3. Click
4. Select the PCS that you want to link from the dropdown menu
5. Click 6. Click (as in step 3)
7. Select the processes that you want to link to the organization 8. Click
DidyouKnow? Reporting Entity: Create Reporting Entities via the homepage dashboard and tag your organizationsintheorganizationmodeltothesereportingentities.Thiscanbedonebyclickingon the name of the organization, editing the page, and selecting the field reporting entity. This will allowyoutogroupyoursubsidiariesandsubsequentlyenableconsolidatedreporting.
6.2 Risk Categories

Risks are categorized at 3 levels.
People Physical Assets ValueChain
Knowledge 1nforma6on Technology
0pera1onal
Legal
Market
Compliance
Regulatory
Financial
Liquidity& Credit
Standardsof Business Conduct Market Dynamics
Strategic
Accoun6ng &Repor6ng
Capital Structure Governance Stakeholders Planning& Resource Alloca6on
Level 1: Risks at level 1 are categorized as Strategic, Operational, Financial and Compliance risks. Strategic Risks include risks from: - Subject Entity objectives and Business Strategy - Stakeholders - Governance - Market Structure Operational Risks include risks from: -- People -- Physical Assets -- Information Technology -- Process -- Knowledge Financial Risks include risks from: - liquidity (e.g. cash ow) - Accounting & Reporting - Capital Structure
Compliance Risks include risks from: - Legal and Regulatory - Industry Standards - Code of Conduct - Business Interruption
Once the risks at level 2 (mega processes) or level 3 (major processes) are documented in the Risk Register, the related category of Level 1 risks is documented for each. Level 2: Risks at level 2 are categorised at the mega process level, i.e. Procurement, Human Resources etc. Level 3: Risks at level 3 are categorised at the major-process level, i.e. Select and manage suppliers, Purchase materials and supplies (within Procurement) etc.
6.3 Inherent Risk Description

Section 5.5 provides detailed guidance on how to identify risks. A description of the inherent risk should be documented in the Risk Register. The description should be clear and concise. The existence of each risk should be conrmed with management through a direct discussion or an arranged review. Management may disagree that a risk exists because controls are in place to prevent the risk from arising. At the current stage, the basis of the risk assessment process is to rst identify the risks without consideration of controls (i.e. inherent risks). In order to add Risks in the Subject Entity Portal, please follow these steps: 1. On the homepage dashboard, click on Organization and Process Structure 2. Click on the name of the Organization for whom you want to perform a Risk Assessment 3. Click on the link in the Risk Matrix Status column
4. Click 5. Click
to create the risk register in the Risks section to create a risk
6. Enter a Risk name 7. Click Save
6.4 Inherent Risk Rating

Risk is assessed by determining the potential consequence/ impact for the risk and the likelihood of the risk arising. To remove a degree of subjectivity and to drive consistency, the assessment is performed against the criteria highlighted in Section 5.6 above. Inherent risks are then rated on the consequence/ impact and likelihood as highlighted in Section 5.7 above. Ratings will be either: Low Risk, Moderate Risk, Signicant Risk or Extreme Risk as highlighted in Section 5.8 above. It is important to note that this assessment is made before the consideration of the extent that these risks are mitigated by controls. In order to rate and categorize the risks in the e-Governance Portal, please follow these steps: 1. Create a risk as described above and select the values for the Risk Category, Inherent Risk Impact and the Inherent Risk Likelihood from the drop-down menu.
2. Enter the reasoning behind the ratings in the Risk Rating Rationalization eld. (Describe the impact from the Financial, Business Continuity, Regulatory / Legal, Reputation & Image, and Human Resources perspectives) 3. Click Save or
Note: The value for the Inherent Risk Rating will be automatically calculated by the system 4. Create all Risks for the Entity, then move on to adding Controls
Didyouknow? BestPracticeLibrary:ImportrisksandcontrolsfromtheLibrarycreatedandpopulatedduringthe riskassessmentphase. Gototheriskregisterwhereyouwanttoimportthelibrarycontentsthen: - ClickTemplateLibrary - Clickonthelibraryrepository,followedbytheRiskMatrixname - SelecttheRisksandControlsthatyouwanttoimport - ClickImportatthetopofthescreentoimportthecontent
6.5 Perform Evaluation of Controls Over Risks

Management typically establishes and maintains a system of internal controls to help identify, monitor, and mitigate risks, and to support the achievement of the Subject Entitys objectives. We evaluate how effective the design of a particular control is in mitigating the identied risk within a process. In order to perform this, the Internal Audit Function needs to identify and evaluate the controls in place and assess their design effectiveness in preventing or mitigating risks. As stated above, where Inherent Risks are rated as Low Risk, it is acceptable to focus scarce resources on higher inherent risk ratings; still, where resource availability is not a problem, the identication and evaluation of one control is sufcient. When identifying controls, the Internal Audit team should link them directly to the risk in question. More often than not, there will be more than one control in place to mitigate a risk. The task of the Internal Audit team is to evaluate the combination of controls to determine if they are effective or, alternatively, if there may be inefciencies created by redundant controls over less important process activities (e.g., non-value added activities). It should be noted that not all controls will be signicant controls that directly mitigate a risk. A diligent approach to link the controls to the risk is by preparing a owchart documenting the process and the controls that are part of the process. The section below provides further details on the documentation and different types of control.
6.6 Documentation of Controls

6.6.1 Documenting Controls Interviews or workshops are held with process owners and staff to document and conrm the understanding of the process(es). The understanding is documented in the form of structured notes or process diagrams (ow charts). When documenting controls, the following should be clearly stated: Policy / procedure reference where the control is described (if applicable) Who performs the control, who reviews and conrms that the control is performing effectively (usually a designation is stated and not the name of the individual performing the control (documented in the Control Description eld)) Who is the control owner i.e. responsible for ensuring that the control is effective (again state designation) What is the frequency of the control i.e. transaction based, daily, weekly, monthly, quarterly, annually etc. Is the control a prevent or detect control Is the control a manual or IT control
6.6.2 Preventive & Detective Controls Both preventive and detective controls are important. A preventive control is a control designed to prevent an error from occurring. Preventive controls are usually applied to each transaction during the normal ow of the process and are designed to prevent a risk from arising (e.g. re retardant carpeting). Detective controls are devices, techniques, and procedures designed to identify and expose undesirable events that elude preventive controls. Detective controls reveal specic types of errors by comparing actual occurrences to pre-established standards. When a detective control identies a departure from a standard, it sounds an alarm to attract attention to the problem. In reality, a Subject Entity will implement a combination of preventive and detective controls to mitigate risk. This is good practice, as an excessive number of preventive controls can make a process overly bureaucratic and unwieldy. There is no optimal mix of preventive and detective controls within a process to mitigate risks. Certain risks will lend themselves more to one form of control than another. For example: In a retail environment, the risk of inappropriate cash refunds is prevented by the requirement for management to approve all refunds prior to the actual release of funds. A detective control would be too late whereas the customer would have left with the cash In a bank, it would not be practical to implement controls to prevent the risk of theft of cash by a bank teller during normal bank telling operations. This risk is more appropriately controlled by a detective control (i.e. reconciliation). Knowledge of the performance of such reconciliation may also deter tellers from theft, therefore helping to mitigate the risk
6.6.3 Manual & IT Controls Manual controls operate outside the IT platform, such as manual approval of transactions. IT controls on the other hand are controls that are hard-coded into IT systems and will operate as designed until the program is changed. Simply because a control is IT supported does not necessarily mean it is effective. If however it is deemed effective, we can feel greater comfort that it will continue to operate effectively. This assumption is however subject to the adequacy of program change controls and security within the IT production environment. In order to create controls for a certain risk in the e-Governance Portal, please follow these steps: 1. Click on the Risk Name to document the Controls for that Risk 2. Click Add in the Controls section to create a control
3. Enter the Control Name and Description and select the Control Type, Control Automation, and Control Frequency
4. Click
to link the controls to the risk
5. Repeat the steps above until all relevant controls have been created
Didyouknow? DependentControls:UsedependentcontrolsifariskismitigatedbyacontrolinanotherProcess (riskregister).
To link controls to risks in the e-Governance Portal, please follow these steps: 1. Click on the Name of the Risk to which you want to link existing controls 2. Click in the Control section of the Risk form. The pop-up screen shows the Controls that are documented within the entity
3. Select the check box next to the control that mitigates the given risk 4. Click to link the controls to the risk.
At this stage, it may be possible to identify ineffective, duplicate or redundant controls which do not enhance the control environment. Any such controls should be brought to the attention of the Head of Internal Audit by the team conducting the assessment and to the attention of management in the Risk Assessment report.
Didyouknow? Custom Library: Create your own library to prevent duplicating efforts of identifying risks and controls.Alibrarycanbecreatedbyfollowingthesesteps: - GotoNavigation(leftsidepane) - ClickonLibrary - ClickonRiskMatrixTemplates - ClickAddforanewLibrary/Repository
6.7 Perform Walkthrough

The objective of the walk-through is to determine whether policies, procedures and other controls are complied with and are functioning as designed. The appropriateness of the control at mitigating the identied risk will be evaluated by: Conrming the understanding of the design of the controls and whether they have been put into operation or activated Assessing, based on a very limited sample, if the key controls are operating as designed.
Walk-through tests are achieved by: Observing the process in operation and / or Tracing one or two transactions through the process from beginning to end
If the walkthrough conrms that the understanding of the controls was correct, then the Internal Auditor should rate them as adequate. If as a result of the walkthrough however, it is noted that the controls do not perform as designed or are not applied or activated, then the Internal Auditor should rate them as inadequate.
In order to perform the walkthrough in the e-Governance Portal, please follow these steps:
1. Go to the Evaluation section on the Risk form and click 2. Based on the controls that are linked to the risk, rate the Controls Rating eld on a level from 1 to 10. See section 5.9 for more information about this rating 3. Click Note: Although the value for the Residual Risk Rating will be automatically calculated by the system based on both the inherent risk and controls ratings, the control rating comment eld should be used to clarify the selected controls rating. Where the control(s) applied by the Subject Entity is (are) different from the formally approved policies and procedures, the Internal Auditor should consider if the control(s) applied are more effective than the documented procedures. If yes, these control(s) should be documented in the Risk Register and a note included in the Audit Report to indicate that the procedures should be amended and updated to align with the current applied procedures. If the actual control(s) applied are less effective than the documented procedures, the approved procedures should be included in the Risk register and the matter raised in the Audit Report in terms of non compliance with the approved policies and procedures. Further testing may thus be required to be performed to assess the extent of the non compliance.
Walkthrough details should be recorded in the Risk Register or on a separate document uploaded to the portal.
At this stage, the Internal Audit team will be able to draw conclusions about the key risks which are either not managed (as no effective controls have been identied) or are only partially managed. These reportable items can then be taken directly to either the Gap Analysis report or the Internal Audit report and recommendations developed as detailed in Section 9 below.
6.8 Assessing Residual Risk

Once the walkthrough and the controls rating stages have been successfully completed, the residual risk rating is automatically calculated by the system. Residual risk rating will be on a scale of 1 (No Major Concern) to 4 (Active Management) as highlighted in Section 5.10 above with 1 being the lowest risk and 4 being the maximum risk.
Didyouknow? SavingSearches:Saveyourownsearchestoretrieveinformationinaformatspecifiedbyyourself. Aftercreatingthesearch,clickthedropdownarrow(nexttotheEditSearchbutton). ThenclickSaveasnewsearch
6.9 Gap Analysis

Once residual risks have been assessed, a Risk Assessment and Gap Analysis Report may be prepared and issued highlighting to Senior Management high risk areas requiring immediate action. A copy of the standard Gap Analysis Report template is presented in Appendix 5. Note: The Gap Analysis Report can be run from the e-Governance Portal from the searches dashboard.
6.10 Develop High Level Testing Strategy & Annual Audit Plan
Based on the risk rating and the nature of the area being reviewed, a high level testing strategy should be developed. The objectives of the review should be clearly established. The purpose of an AAP is to provide details on the testing to be performed, timing to begin and complete the testing, and assignment of audit teams with the requisite skill sets. The selection of those risks which should be tested and the frequency of tests require considerable skill and judgement. An AAP should cover all key risks and yet should not be excessive or inefcient in terms of the amount of effort required. The Head of Internal Audit should set out criteria for the basis of selection and discuss this with the Audit Committee. It would be normal practice that all high residual risks be selected for testing on an annual basis, it would also be usual practice that all controls be tested at least once every three years. A time estimate to perform the AAP should be developed detailing the different grades and skill sets and presented to the Audit Committee for their review and approval. A sample AAP is attached in Appendix 6.
Didyouknow? Favourites:Createfavouritesforthesearchesyoucreatedtoallowquickaccesstovaluableinformation.
6.10.1 Scheduling Audits The audit schedule determines the timing, template, and individuals who will be involved in the audit. Additional attributes such as estimated effort (time and budget) and actual effort will be recorded. Scheduling can be done in advance (e.g. 6 months or annual schedule) or just in time. In order to schedule an audit assignment in the e-Governance Portal, please follow these steps: 1. From the home page, select the Audit Schedule link 2. Click to create a new Audit
3. Complete as many elds as possible including the Start Date and End Date The elds that will show in the Audit Report are: -- Audit Name -- Scope and Objectives -- Summary of Audit Results 4. In the Template Name eld, select General Audit for a Compliance or Performance audit, or select IT Audit for an IT Audit 5. After completing the relevant elds, click
6.11 Resource Allocation

Senior Internal Auditors should consider resource planning including human, technology and travel requirements (if applicable) for all audits they lead. Personnel assigned to an audit should have the skills to perform the work allocated to them. During the audit, opportunities exist for both Senior Internal Auditors and Internal Auditors to identify skill gaps; such instances can then be included in the training plan, and engagement related training can be organized if considered appropriate. When assigned to an audit requiring travel to other work locations, the Senior Internal Auditor should identify the teams hardware and software needs; for example, access to the Subject Entitys servers should be pre-arranged with the IT Functions. It is incumbent upon the Senior Internal Auditor to advise the Internal Audit Support Ofcer to undertake the necessary travel arrangements, where applicable. In determining the resources necessary to perform the audit, it is important to evaluate the following: The number and experience level of Internal Audit staff required should be based on an evaluation of the nature and complexity of the audit assignment, time constraints, and available resources The knowledge, skills, and other competencies of Internal Audit staff should be considered in selecting the right team for the review The training needs of Internal Audit staff should be considered, since each audit assignment also serves as a basis for meeting developmental needs The use of external resources in instances where specic unavailable knowledge, skills, and other competencies are needed.
In order to establish the scope of the audit in the e-Governance Portal, please follow these steps: 1. After step 5 in Schedule an Audit (6.10.1), you will see the screen where you can establish the audit scope. Most likely, you will have risks and controls documented at a process level. In this case, you need to pull a process into scope. If you have
risks and controls documented at the organizational level, you need to pull an organization into scope 2. Click in the Organizations or Processes section
3. Select the processes that you want to pull into scope for the audit (see Search Functionality for details on using the search) 4. Click In order to assign auditors to the audit in the e-Governance Portal, please follow these steps: 5. Click in the top right corner
6. Click on link Auditor
7. Click on the audit
and click Link Users, to open the list of auditors that can be linked to
8. Select the auditors that you want to link to the audit and click
Planning Phase
7.1 Introduction
The Internal Audit Function must ensure that its planning for an audit is sufciently detailed. The key steps to be undertaken as part of the planning process include: Contact the concerned management to agree on matters pertaining to the audit Send an Audit Planning Letter (refer to Audit Planning Letter template in Appendix 7) Conduct initial consultation with management to receive data (refer to the Data Request Form in Appendix 8) Validate high-level scope with management Develop a preliminary work program for the audit Validate and agree on a detailed approach for the audit with the Internal Audit team Develop a budget Develop detailed work program Validate that the work program is aligned with scope Business objectives Internal audit approach Stakeholder expectations Contractual requirements Service delivery requirements Key performance indicators
The Internal Audit Function should also seek to dene and understand expectations in terms of:
7.2 Validate High-Level Scope With Management

The Internal Audit Function will develop the high-level scope for the audit based on the risks identied within the auditable area during the Risk Assessment Phase. The scope should consider: the nature of the audit (i.e. high-level, process-wide review, or a detailed risk and control analysis in a particular phase of the process) which sub processes, initiatives, functions, and / or activities are to be the focus of the audit particular areas of the process to be included or excluded the key risks that impact the process/initiative, functions and / or activity being audited the characteristics relevant to the process, initiative, function, and / mor activity any analytical procedures to be performed third party (i.e. Abu Dhabi Accountability Authority, Department of Finance) expectations from the audit
7.2.1 Output from the high-level scope Using the high-level understanding gained to date and the results of the Risk Assessment, the Internal Audit Function should validate with management the high-level scope and draft an Audit Scope Letter that details: Processes, initiatives, functions, and / or activities to be included in the Audit The inclusion of key considerations from the high-level understanding and the approach to be adopted for example, if the audit approach anticipates using analytics, make reference to the strategy to facilitate discussion on data availability, integrity, and accessibility The nature, timing, and extent of audit procedures the Internal Audit Function should determine the nature of the different procedures they may carry out, including process review, control testing, transaction testing, etc Stakeholder-prepared documentation - during the development of the project scope, the Internal Audit team may identify certain analyses or documentation that the stakeholder needs to develop or prepare. These requirements should be discussed with the stakeholder to reach an agreement on the format and timing Expected outputs and/or reports from the audit - specic report expectations should be validated with management and adjusted as necessary Timelines, communication, and reporting protocols - for example, include the protocols to follow if management action plans are not received in a timely manner for inclusion in the monitoring and follow-up
Internal Audit team members - this information should identify and present the Internal Audit team members. Only those team members who have the appropriate skills and competencies to perform the work should be assigned to the audit.
In order to assign access the built-in audit document templates in the e-Governance Portal, please follow these steps: 1. On the homepage dashboard, click on Audit Plan 2. Click on the name of the audit you want to work on a. Click on the status link for the activity Send Audit Planning Letter b. Click on the link Audit Document Template and then the Audit Planning Templates c. You can download the templates for the Planning Letter, Data Request Form and Detailed Scope Letter here A sample Audit Scope Letter is presented in Appendix 9.
The engagement team should meet during this planning phase to address: stakeholder expectations of the engagement and the specific audit project audit objectives and scope Internal Audit team goals and objectives
Didyouknow? Audit Templates: Upload all the audit document templates (Audit Planning Letter, Data Request Form,etc)tothePortaltopromptlyaccessthemduringtheaudit.Uploadingthedocumentscanbe donefrom:Navigation>Library>InternalAudit>DocumentTemplates
7.3 Develop A Preliminary Work Program For The Audit

An Internal Audit planning meeting will be held with the Internal Audit team members to plan the audit, agree on milestones and assign roles and responsibilities. Based on the proposed testing strategy, the discussions held during the meeting, and the scope agreed with the stakeholder, the Internal Audit team should develop a high-level preliminary work program which reects the areas that its work will focus on. The detail(s) of the specic work steps will be added as further understanding of the process, initiative, function, and / or activity is gained / validated in meetings between the Internal Audit team and auditee personnel. The testing strategy for each risk should be documented in the Risk Register. In order to create a preliminary test plan in the e-Governance Portal, follow the steps below: 1. Click on the status link of the activity Develop Preliminary Work Program
2. Click on the status link in the column Audit Fieldwork 3. Click in the Test section to create a test
4. Enter all the information about the test. 5. Click 7.3.1 Output From Develop A Preliminary Work Program Internal audit documentation should contain: A copy of the audit scope letter and any revisions necessary to align the initially planned scope with the actual scope of the audit The preliminary work program.
7.4 Validate/Document Understanding Of The Process/ Initiative/Function/Activity Being Audited

In order to facilitate the development of the appropriate work program to execute the audit, the Internal Audit team should validate the understanding of the process, initiative, function, and/or activity with stakeholder personnel and management as appropriate. This may be done by sending the documentation of the teams understanding of business to concerned management for review and feedback, or by holding meetings.
7.5 Develop Detailed Work Program

Based on the proposed testing strategy, as detailed in the Risk Assessment Strategy (Refer to Section 6.10), the Internal Audit teams understanding of the process, initiative, function, and/or activity, and the agreed approach for the audit, the Internal Audit team will develop a detailed work program of procedures to be performed in executing the audit. Efcient execution of the detailed work program is achieved only if the description of steps is explicit with respect to the nature, timing, and extent of procedures.
7.6 Validate That The Work Program Is Aligned With Scope

Before executing the detailed work program, the Internal Audit team should revisit the Audit scope letter and consider whether: the detailed work program is consistent with the scope of the Audit Scope Letter all expectations and coverage issues noted during the planning and risk assessment activities (or other risk assessment activities performed by management) are appropriately considered in the detailed work program
The Internal Audit team should then discuss, with the process owner, any signicant changes in the scope of the audit reected in the detailed work program and either adjust the work program to t the original agreed-upon scope or obtain an updated Audit Scope Letter for the revised scope. To validate that the work program is aligned with the audit scope in the e-Governance Portal, follow the steps below: 1. Click on the name of the audit 2. Click on the link of the activity Complete Planning Checklist 3. Click in order to complete the checklist
7.7 Budgets
Each audit is allocated a time budget in hours. It is the responsibility of the Head of Internal Audit and/or the Auditor InCharge to allocate a budget for each auditor involved in the audit, including time allocated for Internal Audit managements review or quality assurance. The Auditor In-Charge is responsible for managing the budget and for providing reasons for variations between actual and budgeted hours. Therefore it is important to note circumstances that may cause budget variations.
7.8 Travel Arrangements

This should be determined by each Subject Entity depending on their assessed requirements for travel.
Execution (Fieldwork) Phase

8.1 Introduction
Audit procedures, including the testing and sampling techniques to be employed, should be selected in advance where practical, and expanded or altered if circumstances warrant. The process of collecting, analyzing, interpreting, and documenting information should be supervised to provide reasonable assurance that the internal auditors objectivity is maintained and that audit goals are met. The Head of Internal Audit should review the composition of the Internal Audit team to ensure that the assigned team members have the appropriate skills and competencies to perform the work. He may also conduct an opening meeting with management in the area being audited to clarify the scope and approve the nal protocols for the audit. Work papers are prepared during the execution phase of the Internal Audit and generally: provide the principal support for the audit report aid in the planning, performance, and review of audit document whether the audit objectives were achieved facilitate third-party / peer review provide a basis for evaluating the audit activitys quality program demonstrate the audit compliance with professional standards.
8.2 Detailed Work Program

The Internal Audit team should execute the procedures in accordance with the detailed work program. When performing audit procedures, supporting documentation must be maintained and reviewed. In order to execute the audit program in the e-Governance Portal, please perform the following steps. 8.2.1 Evaluate the Audit Risk Register The Audit Risk Register allows the Internal Auditor to evaluate controls and risks from the perspective of the specic audit he/she is working on. In this context, the steps to follow are to rst evaluate the tests that are created for the controls, then update the control effectiveness and nally update the Risk Rating based on the effectiveness of the related Control. 8.2.1.1 Perform Tests In the execution phase of the Audit, the detailed Test plans are created and evaluated. Test plans have to be created to cover all (in scope) controls in the Risk Register.
To create and evaluate the detailed Test plans, complete the following steps: 1. Select the Audit Plan link from the home page 2. Select the appropriate Audit Name 3. Click on the status link for the activity Perform Fieldwork
4. Click on the status link in the Audit Fieldwork column of the auditable unit (e.g. organization, process, IT application or project/event)
5. Click on any of the tests created during the phase Develop Preliminary Audit Program or create new tests as described in section 7.3 6. Click on the Name of the test 7. Click in the Controls Section
8. Select the Controls to which the Test should be linked and click The detailed work program should be reviewed with all team members and signed off by the Head of Internal Audit. To perform the tests in the e-Governance Portal, follow the steps below: 1. Go to the Audit Risk register 2. Click on the name of the test that you performed 3. Click in the Test Results section
4. Enter the testing period and results 5. Click
Note: Attachments related to the test can be uploaded under the Attachments tab on the Test form 8.2.1.2 Evaluate Controls 1. Based on the test evaluation, update the control effectiveness by clicking Edit next to the control that you wish to evaluate (or click to evaluate all controls at once)
Note: To see what tests were performed for the control, click on the control name and scroll down to the Tests section in the pop-up window) 2. Select Effective, Ineffective, or Not Tested from the dropdown list. 3. Click
8.2.1.3 Evaluate Risks 1. Based on the Control evaluation, update the Risk eld Operating Effectiveness by clicking Edit next to the Risk that you wish to evaluate 2. Select one of the Operating Effectiveness values from the dropdown menu
3. Click Note: To see the effectiveness of the controls that are linked to the risk, click on the risk name and scroll down to the controls section in the pop-up window.
Didyouknow? Controlovertheauditwork:byclickingontheHistorytabofauditworkingpapers,risks,controls or tests, you can track the changes made to the work documents with all the relevant details (names,dates,previousfieldvalues,etc).
The screen shot below presents the layout of a completed Audit eld work phase:
8.3 Sampling Techniques

During the eldwork, the Internal Audit Function may rely on sampling to arrive at meaningful inferences about the population under examination. The question that must always be answered prior to commencing eldwork is one of scope and, more specically, how much evidence should be gathered to satisfy a particular audit objective or support a conclusion. Both judgmental and statistical sampling methods are based on the premise that all evidence in support of a particular assertion need not be examined to conrm the assertions validity. The type of sampling methodology used is a matter of judgment and thus this decision should be made by the more experienced members of the engagement team, i.e. the team leader and / or the Head of Internal Audit. Obviously, the more critical the results are, the higher the requirement for more extensive testing. With the increasing use of information technology, the Internal Audit Function must decide whether sampling is the most efcient and effective way to obtain evidence. This increase in the use of information technology raises the fact that there may also be situations where the entire population can be examined by using le interrogation software, data mining, data warehouses or other information retrieval approaches. Furthermore, sampling in auditing can be dened as the process of selecting and examining a portion of a group of related items for the purpose of obtaining information or evaluating some characteristic about the group as a whole. The entire set of data from which the sample is selected is called the population, and the individual items that constitute the populations (and are available for selection) are called sampling units. The Internal Audit Function realizes that by sampling, Internal Audit personnel accept the risk that the sample selected does not truly represent the population. To further explain, the audit risk in sampling relates to the possibility that a materially incorrect inference about a population may be reached as a result of sampling. This risk has two components: Sampling error Non sampling error.
8.3.1 Sampling Error In every sample, there is a possibility that the sample will provide information that is not representative of the population. The aspect of this possibility caused purely by random chance in sample selection is the risk of Sampling Error. The sampling error risk is available in every sample, regardless of how the sample is selected. The Internal Audit Function realizes that the control to reduce the risk is by applying professional judgment and following the appropriate procedures in choosing the Internal Audit samples.
8.3.2 Non sampling Error Similarly to the sampling error risk, every sample is subject to the risk of non-sampling error. Non sampling errors can affect the representativeness of the sample, but they also can relate to all other aspects of the sample. They include the use of inappropriate sampling techniques, improper denition of the population, mistakes in selecting the sample, etc. In other words, the risk of non sampling error encompasses all possible mistakes, oversights and misjudgments that may produce and incorrect inference from the sample. To mitigate or minimize that risk, the Internal Audit Function should accentuate the importance of adequate planning, supervision an the proper execution of the audit plan. 8.3.3 Sample Size Whether designed to test attributes or amounts, all samples follow either a statistical or judgmental (non-statistical) approach. There is no difference between statistical sampling and judgmental sampling in the execution of a sampling plan, nor does the approach affect the competence of the evidence obtained or the Internal Audit Functions response to detected errors. Selection between statistical or judgmental sampling should be made after careful evaluation of both the pros and cons of each. The sections below further describe both sampling methods. 8.3.4 Statistical Sampling Statistical sampling is an objective method of determining the sample size and selecting items to be examined. Unlike judgmental sampling, it provides a means of quantitatively assessing precision or allowance for sampling risk (how closely the sample represents the population) and reliability or condence level (the probability the sample will represent the population). Furthermore, statistical sampling provides a specic estimate of an occurrence rate or of a monetary amount. The advantage of this approach is that the reliability of the results is determined through the use of the probability theory. That is by following prescribed procedures for selecting the sample and calculating the results, the Internal Audit Function can use a statistical model to measure risk of sampling error. 8.3.5 Judgmental Sampling Judgmental sampling is a subjective approach to determining the sample size and sample selection. This subjectivity is not always a weakness. Internal Audit personnel, based on other work, may be able to test most material and risky transactions and to emphasize the types of transactions subject to high control risk. In judgmental sampling or non-statistical sampling, the Internal Audit Function relies solely on judgment to assess the risk of sampling error and evaluate the population. Although the risk of sampling error cannot be measured in a judgmental sample, the Internal Audit Function can attempt to control it by following certain guidelines and procedures.
8.3.6 Taking the Sample When dening the sample to be used to provide evidence during the audit engagements, the Internal Audit Function may adopt the following principles of selection to guide its Internal Audit personnel: Know your population because audit conclusions may be based only on the sample taken from that population Dene the sampling unit in terms of the audit objectives Let every sampling unit in the population have an equal chance of being selected.
8.3.7 Sample Selection Techniques Sample selection techniques include the following: Random Selection Systematic Selection Cluster Selection Haphazard Selection Judgmental Selection
Random, Systematic and Cluster Selection are broadly referred to as random - based selection techniques. These techniques provide reasonable assurance that each sampling unit has a predetermined probability of being selected, and prevent unintentional bias in the selection. Haphazard and judgmental selections are considered as non-random selection techniques. The random-based selection techniques must be used in statistical sampling. These techniques are further described below. 8.3.8 Random Selection Random selection eliminates subjective factors from the selection process, including any conscious or unconscious bias that might affect the likelihood of certain sampling units being selected or not. Although there is always some risk that a sample will not be representative of the population, random selection, by eliminating bias, entails less sampling error risk than other selection techniques. It therefore should be considered whenever the risk is of signicant concern. There are many ways of selecting random samples, including: Random selection software routines, which are selection routines in audit software that can extract random samples from the auditees records Computerized random number generators which can provide lists of random numbers from the selected population.
8.3.9 Systematic Selection Systematic selection is the selection of sampling units at xed intervals within the population. This technique usually produces a close approximation of a random selection
technique. In this technique, a sampling interval is calculated by dividing the desired sample size into the number of sampling units in the population. Starting at the front of the population, a group of items equal in number to the interval is determined and one item is randomly selected for the sample from the group. Beginning with the next item, the sampling interval is applied regularly throughout the rest of the population and the last item in each interval is selected; e.g. to obtain a sample of 200 from a population of 10,000, an item is drawn from the rst 50 items and every 50th item is selected thereafter. Systematic selection, while it could be widely used, is not as conceptually sound as random selection because of the possibility that a systematically drawn sample might be biased due to the manner in which the sampling units are arranged. 8.3.10 Cluster Selection Cluster samples are used when a population is so dispersed that systematic selection would be burdensome. Cluster sampling is the method of sampling whereby the population is formed into groups or clusters of items. The rst step is to make a random selection of clusters to include in the sample, then the items within the selected clusters may be randomly selected and sampled. This is called Multi-Stage Sampling. Cluster Sampling is commonly used to get the most precise results from a xed budget for example, yet it is not as precise as Random selection. 8.3.11 Haphazard Selection
Haphazard selection is the selection of a sample without following any organized or structured approach. Further, haphazard selection involves selecting items that are readily at hand taking the easy approach rather than the reasoned approach; e.g. the haphazard sampling of purchase orders would include choosing a sample of purchase orders that are readily available not taking into account such factors such as the items on the purchase order, the amount of the purchase order, the date of the purchase order, etc. The objective is to obtain an approximation of a random based sample. Its advantage is that it may be easier to apply than other techniques, especially if audit software is not available and sampling units are not numbered or ordered in a way that facilitates random-based selection. When using this technique, the Internal Audit team should be careful not to consciously introduce bias into the selection such as the unconscious avoidance of the rst or last page of a document / register / list. 8.3.12 Judgmental Selection
In applying judgmental selection, the Internal Audit team would select the audit samples based on their personal judgment and reasoning. Judgmental selection could be used to support the Internal Audit testing as dened below: To select examples of deciencies to support the Internal Auditors contention that the system is weak The judgmental selection can be used where it is known that the population has no variability, e.g. in an information system where each item is treated the same way by the system.
8.4 Audit Techniques

There exist numerous techniques from various disciplines which can be used to perform the eld work in terms of data selection and analysis. The techniques adopted by the Internal Audit team should be those most suitable for the needs and circumstances of the particular audit in question. Some of the techniques auditors can use to obtain audit evidence and to analyze performance data include: Surveys; Examination; Benchmarking; Work Study; Flow Charting; Questionnaires; Interviewing; Focus Groups; Statistical Analysis; Computer Assisted Audit Techniques (CAATs)
With regard to information technology audits, the techniques and types of data interrogation with modern audit software are almost unlimited. Thus, audit software presents numerous commands that support the Internal Auditors requirement to review transactions for fraud such as the existence of duplicate transactions, missing transactions, and anomalies. Examples of these commands include: comparing employee addresses with vendor addresses to identify employees who are also vendors; searching for duplicate cheque numbers; analyzing the sequence of all transactions to identify missing cheques or invoices; identifying vendors with more than one vendor code and/or more than one mailing address; nding several vendors with the same mailing address; sorting payments by amount to identify transactions that fall just under or above a particular threshold limit to test compliance with authority delegations. CAATs may also be used in performing various audit procedures including: tests of transactions and balances such as recalculating interest; analytical review procedures such as identifying inconsistencies or signicant uctuations; compliance tests of general controls such as testing the set-up or conguration of the operating system or procedures to the program libraries;
sampling programs to extract data for audit testing; compliance tests of application controls such as testing the functioning of a programmed control.
8.5 Identifying Information

Internal Auditors should identify sufcient, reliable, relevant, and useful information to achieve the audits objectives. Internal Auditors should thus identify the following: The information to be collected on all matters related to the audit objectives and scope of work. The analytical auditing procedures to be used when identifying and examining information.
The information should be sufcient, reliable, relevant, and useful to provide a sound basis for audit observations and recommendations. Sufcient - when the evidence is factual and persuasive enough that a prudent, informed person would reach the same conclusion. Reliable - when the evidence can be veried by others and has been gained through competent and appropriate audit procedures. Relevant - when the evidence collected relates directly to the areas being tested. Useful - when the evidence collected allows the Internal Auditors to form a view on whether the Subject Entity is meeting its goals and objectives and accomplishing the desired result. 8.5.1 Analysis & Evaluation Internal Auditors should base conclusions and audit results on appropriate analyses and evaluations. Audit procedures should be used during the audit to examine and evaluate information to support audit results. Internal Auditors should consider the factors listed below in determining the extent to which analytical auditing procedures should be used: Signicance of the area being examined Adequacy of the system of internal control Availability and reliability of information Precision with which the results of analytical auditing procedures can be predicted Availability and comparability of information Extent to which other audit procedures provide support for results.
After evaluating these factors, internal auditors should consider and use additional auditing procedures, as necessary, to achieve the audit objective.
8.5.2 Recording Information Internal Audit documentation should support execution of the work program and related ndings/issues noted, including the following as applicable: Understanding of business process(es) and/or transactions Evaluation of the system of control design Results of testing Issues summaries Walk-through documentation Internal Auditors should record relevant information to support the conclusions and audit results. Audit documentation should be prepared by the Internal Auditor and reviewed by the Senior Internal Auditor or the Head of Internal Audit. The documentation should include the information obtained and the analyses made, and should support the basis for the observations and recommendations to be reported.
8.6 Raising Internal Audit Issues

When issues and/or exceptions are identied as a result of the procedures carried out, the Internal Audit team should consider them rst in the context of the purpose of the audit, then in the context of the potential impact on the process, initiative, function, activity, and/or Subject Entity as a whole. For example, if the work program consists of procedures to test accounts payable reconciliations, the Internal Audit team should consider individual exceptions for the purposes of recommending to management steps to correct the errors; the Internal Audit team should also consider the exceptions in light of the entire accounts payable process to raise with management any potential overall process issues. The Internal Audit team should meet with Subject Entity personnel and management to review the overall results of the Audit. The Internal Audit team should focus on reviewing the issues and/or exceptions identied during the assignment with management and obtaining additional insight from them as to root cause (if applicable), and information related to the issues and/or exceptions that the team may want to include in the audit report. This communicates a cooperative spirit with management by advising them early on about issues and recommendations. The Internal Audit team is also encouraged to work with management to identify possible connections between individual issues and/or exceptions which may affect any action plans that will be co-developed.
In order to create a nding in the e-Governance Portal, please follow these steps: 1. Select the Audit Plan link from the home page 2. Click on the name of the Audit 3. Click on the status link of the activity Perform Fieldwork 4. Click on the status link in the Audit Fieldwork column of the auditable unit (e.g., organization, process, IT application or project/event) 5. Click Add Findings next to the Risk that is related to the nding
6. Fill the Audit Finding template (see below).
7. Click
Didyouknow?
Email Notification: Use email notification to notify management owners of findings identified during the audit. When email notification is enabled, the person responsible for the finding will receive an email containing a link to the section of the finding where he/she can respond by entering an action plan and comments. This will allow an efficient management of the audit findingsandallowstokeeptrackofthestatusofallthefindingsrelatedtotheaudit.Contactyour ITadministratortoenabletheemailnotificationfunctionalityinthePortal.
8.7 Co-Develop Action Plans With Management

The Internal Audit team should work with management to co-develop action plans to address the issues and/or exceptions that were identied during the course of the audit. The action plans, at a minimum, should cover the following elements: What is (are) the action(s)? Who is responsible for implementing the action(s)? When will the action(s) be started and completed? The Internal Audit team may consider the use of facilitated sessions to co-develop the action plans with management. The use of facilitated sessions to nalize action plan development and ownership provides the benet of being able to obtain real-time consensus from all those present during the session. The nalization of action plans, the assignment of action plan ownership, and the communication to action plan owners are all the responsibility of management. In order to create the management action plans in the e-Governance Portal, please follow the following steps: 1. The business owner will receive an email with a link to the nding in the e-Governance Portal 2. Click in the Management Owner Section of the nding (only accessible by the management owner assigned to the nding)
3. Complete the Remediation Plan section and select the Remediation Date 4. Click
8.8 Audit Supervision

Audits should be properly supervised to ensure objectives are achieved, quality is assured, and staff are developed. Supervision begins with planning and continues throughout the examination, evaluation, communicating and follow-up phases of the audit. Supervision includes: ensuring that the Internal auditors assigned to the engagement possess the requisite knowledge, skills and other competencies to perform the audit; providing appropriate instructions during the planning of the audit and approving the audit program; ensuring that the approved audit program is carried out as approved unless changes are both justied and authorized; determining that audit working papers adequately support the audit observations, conclusions, and recommendations; ensuring that the audit report is accurate, objective, clear, concise, constructive and timely; ensuring that audit objectives are met; Providing opportunities for developing auditors knowledge, skills and other competencies.
Appropriate evidence of supervision should be documented and retained. The extent of supervision required will depend on the prociency and experience of the assigned auditors and the complexity of the audit. Appropriate supervision also allows for resolution of differences in professional judgment over signicant issues relating to the audit. Further it allows for the documentation and disposition of differing viewpoints in the audit working papers. The objectives of documenting the supervision work are to: provide evidence of supervisory review. This would consist of the reviewer initialling and dating each working paper after it is reviewed; ensure that working papers and conclusions properly support the audit report and that all necessary audit procedures have been performed; reect any other review techniques that provide evidence of supervisory review including completing an audit working paper review checklist and/or preparing a memorandum specifying the nature, extent, and results of the review.
Reviewers may develop a written record (review notes) of questions arising from the review process. When clearing review notes, care should be taken to ensure that the documentation provides adequate evidence that questions raised during the review have been resolved.
In order to document the supervision work in the e-Governance Portal, please follow these steps. 1. Click on the name of the audit 2. Click on the status link of the activity you want to review
3. Change the status of the activity to Review Comments or Completed and add a Comment in the Add Comment box
4. Click
Didyouknow? ReviewStatusSearch:Createandsaveyourownsearchtoshowthestatusoftheauditworkpapersand other relevant information from the work paper, such as Activity Name, Auditor(s) comments, etc. To createasearch,goto: - Navigation(leftsidepane)>Search>InternalAudit - ClickontheCoreAuditSearchlink - ClickEditSearchandselectthecolumnstodisplay
Reporting Phase
9.1 Introduction
The Head of Internal Audit is responsible for communicating the results of the audit/ review to the appropriate levels of management who can ensure that results are given due consideration. Internal Audit reports must be accurate, objective, clear, concise, constructive and timely. The nal Internal Audit report: Includes the agreed upon Internal Audit scope and objectives Contains the Internal Audit Functions overall opinion and / or conclusions Indicates satisfactory performance or control strengths noted in the audit/review.
During audits, risk management, control and governance issues may be identied. Whenever these issues are signicant to the Subject Entity, they should be communicated to Senior Management and the Audit Committee if they are not directly linked to the scope of the Internal Audit assignment. Reports (whether draft or nal) should be issued following a formal protocol communicated to the auditee. Thus, such communication may include the time frame for holding the exit meeting following the conclusion of the eldwork, the time frame for issuing the draft report following the exit meeting, the time frame for receiving managements replies following the issuance of the draft report, etc. A summary of the audit results should be entered in the e-Governance Portal and will be displayed in the audit report. To add a summary of the audit results in the e-Governance Portal, follow the steps below: 1. Click on Audit Plan on the homepage dashboard 2. Click on the name of the audit 3. Click in the top right corner
4. Enter an overview of the audit results in the section Summary of Audit Results
5. Click
9.2 Prepare the Draft Internal Audit Report

During the planning process, decisions were typically made about: the use of ratings for individual findings and/or the report the distribution of the report to executive management and to the Audit Committee. In preparing the draft report, the Internal Audit team should perform the following steps: gather and review audit ndings for reportable items coordinate the comments of the Internal Audit team members prioritize issues and/or the report Discuss the report with the process owner to validate its contents.
The Internal Audit Function should use a standard report template to record its ndings following the performance of an audit. A copy of the standard report template is presented in Appendix 10. In order to create the draft internal audit report in the e-Governance Portal, please follow these steps. 1. Click Audit Plan on the home page 2. Click on the Audit Name 3. Click on the Status link for the Draft IA Report or Issue Final Report activity
4. Click Quick Reports 5. Click Internal Audit Report 6. Apply a lter based on the audit name to narrow the data that is collected for the report 7. Click to create the report
8. Click Export in the top left corner of the report and select Microsoft Word (RTF) from the drop down list to download the report to Word 9. Click OK and then Open to view the document 10. Edit the Word document if needed
9.3 Review Draft Internal Audit Report

The draft report should be reviewed by the Head of Internal Audit and signed off by the latter as proof of the review. The completion of this process documents the approval of the Head of Internal Audit and reects that detailed and second-level reviews were completed. The Audit Report Review Checklist provides the considerations to be taken when preparing and reviewing the draft Internal Audit Report. In order to complete this checklist in the e-Governance Portal, please complete the following steps: 1. Access the audit you are working on 2. Click on the Audit Activity link Complete Audit Report Review Checklist 3. Click to answer the checklist items
9.4 Conduct Formal Closing Meeting

The Internal Audit team should meet with stakeholder personnel and management to discuss the ndings identied at the conclusion of the eld work and before sending the draft Internal Audit Report to obtain alignment with its components. Specically, the meeting provides an opportunity to: Present the ndings, discuss their components, and solicit managements action plans with a holistic view of improving the process, initiative, function, and/or activity; resolve any misunderstandings; demonstrate the benets of the services the Internal Audit Function has provided; agree on follow-up activities, aligned with protocols established in the planning activities.
A key win from holding the exit meeting prior to sending the ofcial Internal Audit draft report is to ensure that all and any ndings, information, and analysis are valid and correct. Thus, while management may disagree with a component of a nding (e.g. effect), there should be consensus on the existence and condition of the nding itself. In other words, the Internal Audit Function should ensure that upon issuing the Internal Audit report, its content, source of data, and conclusions reached cannot be challenged for validity. The Internal Audit team should maintain detailed minutes as evidence of managements response to the issues raised and the report as a whole.
In order to document the minutes of the closing meeting in the e-Governance Portal, perform the following steps: 1. Access the audit you are working on 2. Click on the status link for the activity Conduct Closing Meeting 3. Click edit to document the details in the work paper
9.5 Issue Draft Report

After all required report reviews have been completed and following the formal exit meeting with auditee management, the Internal Audit Function should issue the draft Internal Audit Report of detailed ndings and recommendations in line with protocols agreed upon with the stakeholder. The distribution of the draft Internal Audit Report is typically limited in nature and may include stakeholder personnel and possibly certain members of management for their replies and action plans.
9.6 Receiving Management Feedback & Action Plans

The feedback from management may vary in substance and/or form. The Internal Audit Function should use professional judgment to decide whether further additional follow-up work and/or meetings are required to address management feedback. If management feedback is not aligned with the recommendations, these recommendations should be further discussed and revised, if possible. Where concerned management insists on its feedback and/or refuses to develop action plans, the Head of Internal Audit should report this case to the Executive Management, then to Senior Management and nally to the Audit Committee.
9.7 Issue Final Internal Audit Report & Present Results

The Internal Audit Function will issue the nal audit report when satisfactory feedback is received. The issuance of the Final Internal Audit Report represents the closure of the Internal Audit assignment. The Final Internal Audit Report distribution includes Executive and Senior Management, in addition to the Audit Committee. Refer to the section on creating the draft internal audit report (Section 9.2) for guidance on creating the Final Internal Audit report.
9.8 Internal Audit Reports Summary & Guidance

Internal Audit reports should include the audit objectives and scope as well as applicable conclusions, recommendations and action plans. Although the format and content of the audit report may vary by division or type of audit, they should contain, at a minimum, the purpose, scope and results of the audit. The Internal Audit Function may include background information and summaries. The background information identies the organizational unit(s) and activity(ies) reviewed and provides relevant explanatory information. It may also include the status of observations, conclusions, and recommendations from prior reports in addition to an indication as to whether the report covers a scheduled audit or is responding to a specic request. Summaries, if included, should be balanced representations of the audit content. Purpose statements should describe the audit objectives and may, where necessary, inform the reader why the audit was conducted and what it was expected to achieve. Scope statements should identify the audited activities and include, where appropriate, supportive information such as time period reviewed. Related activities not reviewed should be identied to delineate the boundaries of the audit. The nature and extent of audit work performed also should be described. Results should include: Risk Observation Action plans Due date Control rating table.
9.8.1 Observations in Internal Audit Reports Observations are pertinent statements of fact. Those observations necessary to support Internal Audit conclusions or prevent misunderstandings of those conclusions should be included in the nal audit communications. Less signicant observations may be communicated informally.
Audit observations emerge by a process of comparing what should be with what is. Where there is a difference, the Internal Audit team has a foundation on which to build the report. However, when conditions meet the criteria, acknowledgment in the audit communications of satisfactory performance may be appropriate. Observations should be based on: Criteria - the standards, measures, or expectations used in making an evaluation and/or verication (what should exist); Condition - the factual evidence that the Internal Audit team found in the course of the examination (what does exist); Cause -the reason for the difference between the expected and actual conditions (why the difference exists);
Didyouknow? Attach final report: attach the final audit report to the work paper Final Report to haveacompleteregisterofallcompletedreportsintheportal.
Effect - the risk or exposure to the process, function, department and/or the Subject Entity as a whole because the condition is not consistent with the criteria (the impact of the difference).
In determining the degree of risk or exposure, Internal Auditors should consider the effect their audit observations may have on the Subject Entitys operations and nancial statements. Observations may also include managements accomplishments, related issues and supportive information if not included elsewhere. The following table shows the system for classifying the observations according to their importance in Internal Audit Reports:
Finding Criticality Rating
Denition The nding is critical and deserves immediate attention by the Process Manager. Managements action plan and related corrective action should be implemented as a matter of urgency. The nding is also reported to the Audit Committee at least quarterly. The nding impacts the accomplishment of process objectives. Managements action plan and related corrective action should be implemented as a matter of priority. If not resolved, the nding could result in an inefcient use of entity resources and or potentially disrupt business processes. The nding is reported to the Process Manager but is of a minor risk to the Subject Entity. Management action should be taken to address the weakness within a reasonable agreed time-frame. The nding will not be reported to the Audit Committee unless the nding remains open after the follow up audit.
High
Medium
Low
It should be noted that at this stage, the Internal Audit team is testing and reporting on the operating effectiveness of mitigating controls identied during the Risk Assessment Phase and during the Planning Phase for this review. The table below illustrates the rating system used: Rating Denition
Controls are operating effectively and in accordance with managements control objectives. No control weaknesses were noted. Certain controls require improvement to ensure that the overall control structure will continue to operate effectively. Few control weaknesses were noted, if any.
No Major Concern Adequately Controlled
Inadequately Controlled
Signicant control weaknesses were noted in a number of components or less signicant weaknesses exist over the entire control environment.
9.8.2 Conclusions in Internal Audit Reports Conclusions (opinions) are Internal Auditors evaluations of the effects of the observations on the activities reviewed. The Internal Audit team should usually put the observations and management action plans in perspective based on their overall implications. Audit conclusions, if included in the report, should be clearly identied as such. Conclusions may encompass the entire scope of an audit or specic aspects, acknowledgements of satisfactory performance and corrective actions. 9.8.3 Condential Information in Internal Audit Reports Certain information may not be appropriate for disclosure to all report recipients because it is privileged, proprietary, or related to improper or illegal acts. Such information may be disclosed in a separate report. 9.8.4 Interim Internal Audit Reports Interim Internal Audit Reports may be written or verbal and may be transmitted formally or informally. Interim reports may be used either to communicate information that requires immediate attention, to communicate a change in audit scope for the activity under review, or to keep management informed of audit progress when audits extend over a long period. The use of interim reports does not however diminish or eliminate the need for a nal report. Interim Internal Audit Reports may be appropriate for levels of management higher than process management. They may be issued separately from or in conjunction with the nal report. 9.8.5 Quality of Audit Reports and Communications Audit reports and communications should be accurate, objective, clear, concise, constructive, complete and timely. Accurate communications are free from errors and distortions and are faithful to the underlying facts. The manner in which the data and evidence is gathered, evaluated and summarized for presentation should be done with care and precision. Objective reports are fair, impartial and unbiased and are the result of a fairminded and balanced assessment of all relevant facts and circumstances. Observations, conclusions and recommendations should be derived and expressed without prejudice, partisanship, personal interests, and the undue inuence of others.
Clear reports are easily understood and logical. Clarity can be improved by avoiding unnecessary technical language and providing all signicant and relevant information. Concise reports are to the point and avoid unnecessary elaboration, superuous detail, redundancy and wordiness. They are created by a persistent practice of revising and editing a statement. The goal is for each thought to be meaningful yet succinct. Constructive reports are helpful to the stakeholder and the Subject Entity and lead to improvements where needed. The contents and tone of the presentation should be useful, positive, well-meaning and contribute to the objectives of the Subject Entity. Complete reports lack nothing that is essential to the target audience and include all signicant and relevant information and observations to support recommendations and conclusions. 9.8.6 Errors and Omissions in Audit reports An error is dened as an unintentional misstatement or omission of signicant information. If it is determined that an Internal Audit Report contained a signicant error or omission, the Head of Internal Audit should consider the need to issue an amended report which identies the information being corrected. The amended audit communication should be distributed to all parties who received the initial audit communication subject to correction. 9.8.7 Legal Considerations in Audit Reports Internal Auditors are required to gather evidence, make analytical judgments, report their results and ensure corrective action is taken. Internal Auditors should exercise caution when including such results and issuing opinions in Internal Audit Reports, communications and working papers regarding regulatory violations and other related issues. Established policies and procedures regarding the handling of these matters and a close working relationship with other appropriate areas (Legal) are strongly encouraged.
10
10.1 Introduction

Internal Audit Monitoring & Follow-Up
The Head of Internal Audit should develop a mechanism to follow-up with the process owners on the implementation of the action plans and periodically report on the results of the follow-up reviews. Internal Audit Reports and Management Action Plans are monitored through: a time-frame within which managements response to the audit observations is required; an evaluation of managements response; a verication of the response (if appropriate); a follow-up audit (if appropriate); a communication procedure that escalates unsatisfactory responses/actions, including the assumption of risk, to the appropriate levels of management; the issuance of periodic reports to the Audit Committee on the level of implementation of managements action plans.
Didyouknow? IdenticalAudit:Whenconductinganauditonaprocessthathasbeenauditedbefore,createanewauditin the application and bring the same process in scope. In the audit fieldwork, you will see the risks and controlsthatwereidentifiedbefore,whileallowingyoutocreatenewtests.
10.2 Timing of Internal Audit Monitoring & Follow-up

Certain reported observations and management action plans may be so signicant that they require immediate action by management. These conditions should be continuously monitored by the Internal Audit team until corrected because of the effect they may have.
Didyouknow? Archiving:througharchiving,youtakeasnapshotoftheriskregisteratacertainmomentintime, andstoreitinthePortal(readonly).AnarchivedriskregistercanbeaccessedfromtheHistory tabintheriskregister. Archivetheriskregister(s)inthescopeofyourauditaftercompletingtheaudit.Thiswillallowyou tochangetheratingsoftherisksandcontrolsinfutureauditswhileallowingyoutoretainvisibility intheratingsgiveninpreviousaudits.
10.3 Internal Audit Monitoring

Techniques used to effectively monitor progress include: addressing audit observations and management action plans to the appropriate levels of management responsible for taking corrective action; receiving and evaluating management responses to audit observations and management action plans during the audit or within a reasonable time period after the results are communicated; receiving periodic updates from management in order to evaluate the status of managements efforts to correct conditions.
Responses are more useful if they include sufcient information to allow an evaluation of the adequacy and timeliness of corrective action. For each of the activities above, the concerned Internal Audit team should prepare the necessary working paper.
10.4 Internal Audit Follow-up

The Internal Audit Follow-Up report should include supporting documentation substantiating the implementation process. The process and mechanism to document all follow-ups made with management are recorded in the Implementation Schedule described below.
10.5 Implementation schedule

Management is responsible for deciding the appropriate action to be taken in response to reported observations and recommendations. The Head of Internal Audit is responsible for assessing management actions in terms of their relevance to addressing the impact of the issue(s) and the timely resolution of matters reported as observations and the related recommendations. The Internal Audit Function should utilise an implementation schedule as a mechanism to establish and monitor the disposition of results communicated to management. The Implementation Schedule is therefore signicant in deciding the extent of follow-up and whether additional verication procedures are necessary. In the event management has decided to assume the risk of not correcting the reported condition because of cost or other considerations, the Head of Internal Audit should inform the Audit Committee of managements decisions on all signicant observations. A copy of the standard Follow-Up Report template is presented in Appendix 11.
11

Internal Audit Management Reporting
This section deals with Internal Audits role and responsibility for monitoring events or meetings with management and reporting to the stakeholders (Audit Committee, Senior Management, etc.) Internal Audit reporting to management encompasses an audit follow-up process to monitor whether signicant audit concerns for which corrective actions are recommended have been adequately addressed by management. In addition, the Internal Audit team should maintain a calendar of events that includes key dates for: Audit Committee meetings; Senior Management / Head of Internal Audit meetings; Audit Committee / Head of Internal Audit meetings; Senior Management / Abu Dhabi Accountability Authority / Head of Internal Audit meetings; Abu Dhabi Accountability Authority / Head of Internal Audit / other Subject Entities Heads of Internal Audit meetings.
11.1 Reports by the Head of Internal Audit

11.1.1 Monthly Reports to Senior Management The Head of Internal Audit may provide an administrative report and brieng during a monthly meeting with Senior Management. 11.1.2 Quarterly reports to the Audit Committee The Head of Internal Audit presents at quarterly Audit Committee meetings an overview of the activities of the Internal Audit Function in addition to a detailed status of audits / projects in progress with an update on the status of progress against the Annual Audit Plan and the nancial budget.
11.1.3 Internal Audit Function Contribution to Subject Entitys Annual Report Leading practices encourage Subject Entities to prepare an Annual Report to transparently disclose details of their operations and progress against strategy. Internal Audit Functions normally provide input into the Annual Report disclosing details of the Annual Audit Plan and their progress against the plan, in addition to details of their contribution to risk management and corporate governance initiatives. The contribution of Internal Audit Functions to the Annual Report generally includes: Role of Internal Audit Internal Audit Coverage Reporting and Consultative Relationships Values Critical Value Drivers Key Strategies for Performance Assurance Services Achievements Professional Staff Qualications and Expertise Future Priorities Key Performance Indicators
12
KPIs include:
Internal Audit Key Performance Indicators
Leading practices require that indicators used for measuring Internal Audit performance be linked to the Subject Entitys mission and objectives. This will ensure that the Internal Audit Function provides a value added service relevant to the needs of the Subject Entity. Therefore, the Internal Audit Function should develop and implement a system of performance indicators to measure its own performance; such measures should be linked to the audit mission and objectives and should be based on outcomes, not just the measurement of inputs.
Service Delivery Benchmarks: -- The percentage of Internal Audits actually completed as per the original audit plan for the period -- The number of recommendations implemented as a percentage of the total number of recommendations made in Internal Audit reports, presented both as an accumulated total, for example for the last 2 years, and as a current gure for the period under review -- The average number of days between the date of the conclusion of the eldwork and the date of issuing the nal internal audit report
Cost Control Benchmarks: -- The actual costs of the Internal Audit Function as percentage of the total budgeted costs for the Internal Audit Function for the period -- The number of direct hours spent on Internal Auditing (excluding hours spent on administrative matters) as a percentage of total hours available -- Percentage of individual audit projects completed on time and budget
13
13.1 Objectives 13.2 Approach
Corporate Governance
A key objective of the Internal Audit Function is to provide assurance to the Chairman/ Audit Committee/Board of Directors on the Subject Entitys compliance with leading governance practices and any related regulations (such as Resolution # 13 of 2008 related to Government Departments in Abu Dhabi which was issued by the Chairman of the Executive Council). The objective of an effective Corporate Governance structure is to create an effective and transparent business environment within the Subject Entity that takes into consideration the interest of the Emirate of Abu Dhabi. Its scope includes both compliance with regulations and procedures and the establishment of a structure that encourages the principles of good governance.
As part of its overall risk assessment, the Internal Audit Function should identify the risks of non-compliance with leading governance practices (and the aforementioned resolution where applicable) and the controls and processes established by the Subject Entity to mitigate such risks. This review will include among other items the following: Senior Managements responsibilities for the overall performance of the Subject Entity. Subject Entitys responsibilities for the execution of its strategic plan. Executive Directors responsibilities for achieving the Subject Entitys objectives. Establishment of the various governance committees such as the Executive Committee, Audit Committee, Human Resources Committee and Tendering and Bidding Committee. Execution of the above committees of their tasks in line with their approved charters.
14
Quality Assurance
As part of Internal Audits continuous improvement philosophy, ADAA has undertaken the performance of quality assessments and ongoing monitoring of Internal Audit Functions at Subject Entities. This exercise aims to assist Internal Audit Functions to improve their delivery model, which in turn would reect on the operations of Subject Entities in terms of a more comprehensive coverage, in addition to providing assurance that the Internal Audit Function is in conformity with the related Standard on Quality Assurance (Attribute Standard 1300).
15
Personnel Development/Training and Performance Reviews

15.1 Staff Profiles/Qualifications
The proles and qualications of the employees of the Internal Audit Function should be available to Subject Entity staff. Note: Internal Audit Functions in many jurisdictions have a dedicated page on their organisations website. This is normally where stakeholders can access the proles of auditors and other details relating to Internal Audit activities.
15.2 Career Development & Counselling

It is the responsibility of each senior team member to assist in the career development of other team members by leading, mentoring and advising on a professional basis where possible and appropriate.
15.3 Professional Development Requirements

Standard 1230: Continuing Professional Development states the following: Internal auditors should enhance their knowledge, skills and other competencies through continuing professional development. As part of the Achievement and Personal Development Plan process, the Head of Internal Audit should develop a comprehensive policy governing continuing professional development for Internal Audit personnel including, but not limited to, the required Continuing Professional Education to maintain the certicates held by the employees of the Internal Audit Function.
15.4 Induction Program

Staff joining the Internal Audit Function should attend a formal brieng by the Head of Internal Audit on issues including, but not limited to: the Strategic Plan the Subject Entitys Code of Conduct the Internal Audit Charter the Audit Committee the Organisational Chart the Annual Audit Plan Working Hours Time Sheets (if applicable) Staff Meetings
Internet Gift Policy ADAA and External Audit Reports Training Professional Behaviour Professional Development Expectations Management Style Team Mentorship Types of Audits
15.5 Personnel Performance Review

The employees of the Subject Entity, including Internal Audit staff, should participate in the Performance Review Process. Details of the Performance Review process are obtained from the Internal Audit Function or from the Human Resources Division. All internal audit staff are required to complete an Achievement and Personal Development Plan that focuses on the planning and review of individual performance. Quarterly reviews allow consultative discussions between staff and management regarding past performance, planned performance and the identication of any training needs.
16
Audit Administration and Other Matters
16.1 Delegations (Financial & Human Resources)

The Head of Internal Audit, in his capacity as Senior Executive, should be assigned the relevant delegations which relate to the operations of Internal Audit. Therefore expenditures, leaves and any other related activity must be approved by the Head of Internal Audit. All requests for expenditure, including procurement of consumables, IT software and hardware as well as all Internal Audit related expenditure are to be submitted to the Head of Internal Audit for approval before they are forwarded to the Procurement Division. Leave applications should also be submitted to the Head of Internal Audit for approval before they are forwarded to the Human Resources Division. Wherever possible, requests for leave must be provided in advance.
16.2 File Naming Convention

The purpose of le naming conventions within the Internal Audit Function is to achieve consistency and accuracy in the presentation of les and reports. A le naming convention should be established by each Subject Entity depending on the document management systems in use. This protocol should be established for the following reasons: To prevent replication conicts To manage version control efciently For easy identication of the most recent documents To identify the creator or previous editor of a particular document.
16.3 Electronic Communication & Email

The Internal Audit Function should make use of the Subject Entitys electronic memo templates for inter-departmental correspondence. In general, Internal Audit staff should ensure that emails have a meaningful subject line. Blank subject lines should be avoided. The subject should be an accurate description of the email document or an action statement. Use of language which is likely to be unfamiliar to the recipient should be avoided. E-mails should not include material that: is inappropriate due to its nature or content; may expose the Internal Audit Function and / or the Subject Entity to legal action;
is subject to copyright or intellectual property rights infringements; relates to privileged or confidential information. Transmission of ofcial e-mails to external parties needs to be undertaken with due care. A detailed signature and salutation block should be included. Details should include name, title, organizational unit, phone, fax and address. This will add valuable contextual information to the message. Note: Disclaimer notices are normally added to e-mail messages leaving most organizations. Internal Audit Functions often incorporate an additional disclaimer due to the nature of the work they perform.
17
Internal Audit Manual Update
ADAA is responsible for reviewing this manual on a regular basis - at least once every year - in order to make sure it reects the better practices applied in the eld of internal audit as a profession and the needs of Internal Audit Functions at Subject Entities.
Appendix 1 An Overview of the IT Assurance Methodology
Better Practice Guide
2 | Appendix 1
1. Introduction
The purpose of this Appendix is to provide an overview of the IT Assurance Methodology developed by ADAA. The IT Assurance Methodology is designed to identify strengths and weaknesses in current IT policies, delivery methods, skills and knowledge gaps between corporate strategists and IT project managers to provide advice to all management levels on internal control; more important, it is designed to provide assurance to balance risk and control investment in an often unpredictable IT environment. The goal of the IT Assurance Methodology is to have an ideal model of understanding IT assurance controls and the importance of IT assurance controls in a consistent and structured IT environment with auditable interfaces to elements (operational, technical and systems) of an Enterprise Architecture (EA) and EA-related tasks and activities.
2. General IT Assurance Framework

The IT Assurance Framework uses the COBIT Methodology (Control Objectives for Information and related Information Technology IT Governance Institute) as the base and builds on it by incorporating the three elements of performance (efciency, integrity and reliability), as well as organizational requirements for transformation (priorities and innovation), as these are critical components of a value adding IT system. This approach aims to link organizational goals and objectives to IT performance allowing for a systematic evaluation of the IT Results Chain. The IT results chain approach provides discipline for aligning performance expectations and measures at all levels. In short, the framework allows providing assurance on: Information Management Information Systems Information Technology
3. IT Assurance Model
The IT Assurance Model uses a top-down methodology where it examines the overview controls before evaluating detailed system and application controls. Internal Audit resources are thus targeted and individual test packages are available for each discrete component. This permits testing target components based on the Risk Assessments undertaken in consultation with management and ensuring that high-risk areas are given precedence. The benet to management is that it allows them to provide an independent assurance on components that are of interest to management. Further, the component approach permits independent reviewers to provide assurance on the component which is evaluated without auditing the whole system. To ensure that both the validity of the Risk Assessment and the focus of the Internal Audit activity are directed to critical areas, a global and system level health check is required to be performed as part of the Risk Assessment Phase.
Appendix 1 | 3
BusinessModel
EnterpriseServiceBus
Informa%onSystems
ScopeManagement
BusinessRequirements
Func%onalRequirements
PerformanceRequirements
ICTPorAolioManagement
CulturalDescri12ons
ProgramIni%a%on Financial&Schedule Management Engineering&SDLC Management Quality&Performance Management ProcurementandAcquisi%on Congura%onManagement ChangeControl IssueManagement ReviewsandRepor%ng ProgramComple%on
DimensionalCriteria
Informa%onDomain Applica%onDomain
Priori%es
Intergrity
Integra%onDomain AccessDomain
Eciency
NetworkDomain
Innova%on
Reliability
PlaAormDomain SystemsManagement Domain SecurityDomain PrivacyDomain IPDomain
Predictability
Maturity Opera%onalArchitecture SystemsArchitecture TechnicalArchitecture
Manageability
Capability
To maximize the results of IT assurance services, the methodology provides tests that IT programs align with and directly support high-level organizational missions, goals and objectives. This approach links organizational goals and objectives with information assets (systems and applications).
4. The IT fieldwork
The IT eldwork phase comprises 3 additional steps:
4 | Appendix 1
The IT eldwork phase comprises 3 additional steps:
1. Complete an Information System Assurance Questionnaire 2. Complete an IT Environment Questionnaire
Appendix 1 | 5
3. Complete Security over Hardware Checklist
6 | Appendix 1
Appendix 2 Audit Committee Charter
2 | Appendix 2
Appendix 2 | 3
Contents
Article 1 Glossary Article 2 Organization Article 3 Purpose Article 4 Composition Article 5 Meetings Article 6 Minutes Article 7 Duties, Authorities & Responsibilities 2 3 3 6 6 6 6
4 | Appendix 2
1. Glossary
XXX The Committee The Charter Board of Directors CEO HoIA Internal auditors External auditors Stakeholders Internal control XXXX Company The Audit Committee formed by the Board of Directors to oversee audit operations and circumstances The Charter that governs the operation of the Audit Committee XXXs Board of Directors Chief Executive Ofcer Head of Internal Audit Employees of XXXs Internal Audit Function Audit rms who are assigned to provide external or internal audit services Every person or entity with an interest in XXX, e.g. shareholders, creditors, staff, and clients Management functions of acting to ensure that objectives are achieved, including effectiveness, economy, efciency, compliance, policies, procedures, statutory, safeguarding assets, integrity and reliability of management information Describes the mission, independence and objectivity, scope and responsibilities, authority, accountability and standards of the Internal Audit Function International Financial Reporting Standards The set of regulations, criteria and procedures that ensure institutional discipline in managing XXX with international criteria and practices by determining responsibilities and obligations of the directors and executive management, taking into consideration the protection of shareholders rights and other stakeholders interests Computer-based information systems, particularly software applications and computer hardware applied within XXX The process, policies and procedures of restoring operations critical to the resumption of business, including regaining access to data (records, hardware, software, etc.), communications (incoming, outgoing, toll-free, fax, etc.), workspace, and other business processes after a natural or human-induced disaster The uncertainty of an event occurring that could have a negative impact on the achievement of objectives Any illegal acts characterized by deceit, concealment or violation of trust
Internal Audit Charter
IFRS Governance
Information Technology Recovery plans
Risk Fraud
Appendix 2 | 5
Conict of interests
Inconsistency between the interests of an employee of XXX which arises in connection with the performance of his duties A written report which quantitatively describes the nancial health of a company. This includes a statement of comprehensive income and a statement of nancial position, a statement of change in equity, and often also includes a cash ow statement Set of rules outlining the responsibilities of or proper practices to be applied through XXXs employees Processes that constitute the core business and create the primary value stream Processes to identify, assess, manage and control potential events or situations, to provide reasonable assurance regarding the achievements of XXXs objectives
Financial statements
Code of Business Conduct Operational processes Risk management
2. Organization
This Charter governs the operations of the Committee of XXX. The Board of Directors will establish the Committee. The Committee shall be guided by this Charter.
3. Purpose
The purpose of the Committee is to: Assist the Board of Directors and management in fullling their oversight responsibilities to the stakeholders, and others relating to the (1) XXXs nancial statements and nancial reporting process, (2) the systems of internal accounting and nancial controls, (3) the Internal Audit Function, (4) the annual external audit of XXXs nancial statements, and (5) the legal compliance including all agreements and the Code of Business Conduct (CBC), as established by the management and the Board of Directors Prepare an Audit Committee Annual Report summarizing the results of its work, its conclusion and recommendations to be issued to the Board of Directors Maintain free and open communication between the Committee, internal auditors, external auditors, and management of XXX Investigate any matter brought to its attention with full access to all books, records, facilities, and personnel of XXX and with the power to retain outside counsel, or other experts for this purpose
6 | Appendix 2
4. Composition
The Committee will consist of at least three and no more than ve members who will be appointed by the Board of Directors. The Committee shall include: Two members of the Board of Directors One independent member The Committee shall appoint a Secretary who shall be the HoIA at XXX. Each Committee member shall be independent from XXXs management and shall be nancially literate, or shall become nancially literate within a reasonable period of time after the appointment of the Committee; at least one member shall have accounting or related nancial management and/or business expertise as determined by the Board of Directors.
5. Meetings
The Committee shall meet at least four times each year or more frequently as circumstances dictates. During meetings, the Committee shall discuss such audit matters as the Committee deems appropriate with XXXs internal and the external auditors or any member of management. Meeting agendas will be prepared and provided to members in advance.
6. Minutes
Decisions of the Committee shall be evidenced by resolutions passed at the meeting of the Committee and recorded in the minutes of such meeting or by an instrument in writing signed by all the members of the Committee and such resolution shall constitute authority for appropriate action by management. A copy of the minutes of each meeting of the Committee or a copy of any instruments in writing evidencing decisions of the Committee shall be transmitted promptly by the secretary of the Committee to each member of the Committee, copied to CEO and to whom the Committee deems appropriate.
7. Duties, Authorities & Responsibilities

The Committee shall understand XXXs structure, controls, and types of transactions in order to adequately assess the signicant risks faced by XXX in the current environment, and shall perform the following:
Appendix 2 | 7
7.1 Financial Statements Review signicant accounting and reporting issues, including changes in accounting policies, signicant adjustments resulting from the audit, complex or unusual transactions and highly judgmental areas, and recent professional and regulatory pronouncements, and understand their impact on the nancial statements Review with management and the external auditors the results of the audit, including any difculties encountered Review the annual nancial statements, and consider whether they are complete, consistent with information known to Committee members, and comply with appropriate accounting principles and standards Review with management and the external auditors all matters required to be communicated to the Committee under general accepted auditing standards
7.2 Internal Control Consider the effectiveness of XXXs internal control system, including information technology security and control Understand the scope of internal and external auditors review of internal control over nancial reporting, and obtain reports on signicant ndings and recommendations, together with managements responses Review the adequacy of accounting and business policies, approving and ensuring appropriate application of new policies, and revisions to existing policies, as required Ensure the adequacy of the systems of internal control through independent review of operational processes Ensuring the existence of an adequate framework for identication and management of risks including facilitation of business risk assessments Developing and maintaining an effective risk mitigation strategy including monitoring and supervision of mitigation controls Ensuring the existence of an adequate framework that could be reasonably expected to prevent and detect material fraud
7.3 External Audit Consider the appointment of the auditors to XXX, their fees, and any questions relating to their resignation or removal and review the extent of non-audit services provided by the auditors in relation to the objectivity and independence needed in the conduct of the audit, and make such recommendations on these matters to the Board of Directors as the Committee sees t Review with XXXs external auditors any audit problems and difculties and management response, including: (1) any restrictions on the scope of the external auditors activities, (2) any restrictions on the external auditor access to requested materials, (3) any signicant disagreements with management, (4) any material
8 | Appendix 2
audit differences that the external auditor noted or proposed but for which XXXs nancial statements were not adjusted Be responsible for the compensation and oversight of the work of the external auditor for the purpose of preparing or issuing an audit report or related work. The external auditor will formally report directly to the Board of Directors Evaluate on annual basis the external auditor qualications, performance and independence Have the authority to review all services to be performed by the external auditor. The Committee may delegate this authority to sub-committees consisting of one or more members when appropriate provided that recommendations of such sub-committee presented to the full Committee at its next scheduled meeting
7.4 Internal Audit Review with management and the HoIA the internal audit charter, plans, activities, stafng, and organizational structure of the Internal Audit Function Review the appointment and replacement of the HoIA and approve the annual internal audit work plan Review all reports submitted to the Committee by the HoIA and managements responses to such reports Evaluate the performance of the HoIA, or if applicable, the independent public accounting rm, providing internal audit services to XXX
7.5 Compliance Review (a) the status of XXXs compliance with applicable laws, regulation and agreements (b) major legislative and regulatory developments which could materially impact XXX, and (c) managements efforts to monitor compliance with the XXX CBC Review and investigate any matters pertaining to the integrity of senior management including conict of interest or adherence to standards of conduct as required by XXXs policy
7.6 Other Duties, Authorities & Responsibilities Have Ownership of the process for receipt, retention and treatment of complaints received by XXX regarding accounting, internal accounting controls or auditing matters, and the condential, anonymous submission by employees of concerns regarding questionable accounting or auditing matters Have the authority to retain independent legal, accounting or other advisors. XXX will provide appropriate funding as determined by the Committee, for payment of compensation to any advisors employed by the Committee Assess whether XXX has appropriate up to date contingency and recovery plans Exercise all the duties, authorities and responsibilities above in respect of all companies or subsidiaries that XXX controls
Appendix 3 Internal Audit Charter
2 | Appendix 3
Appendix 3 | 3
Contents
Article 1 Glossary Article 2 Organization Article 3 Mission Article 4 Scope Of Work Article 5 Authority Article 6 Accountability Article 7 Independence Article 8 Responsibility 4 5 5 5 6 7 7 7
4 | Appendix 3
1. Glossary
XXX The Committee Board of Directors Internal auditors External auditors Internal audit XXX Company The Audit Committee established by the Board of Directors to oversee audit operations and circumstances Board of Directors of XXX Employees of XXXs Internal Audit Function Audit rms assigned to provide external or internal audit services Is an independent, objective assurance and consulting activity designed to add value and improve organizations operations. It helps organizations to evaluate and improve the effectiveness of risk management, control, and governance processes The Internal Audit Charter that describes the mission, independence and objectivity, scope and responsibilities, authority, accountability and standards of the Internal Audit Function A report prepared by the Internal Audit Function which includes a summary of the Functions operations and is submitted to the Audit Committee Risk-based audit is an audit approach that sets materiality thresholds based on audit risk, analysis and develops audit programs that allocate a larger portion of audit resources to high-risk areas The set of regulations, criteria and procedures that ensure institutional discipline in managing XXX with international criteria and practices by determining responsibilities and obligations of the directors and executive management, taking into consideration the protection of shareholders rights and other stakeholders interests Managements actions to ensure that objectives are achieved, including effectiveness, economy, efciency, compliance (policies, procedures, statutory), safeguarding of assets, integrity and reliability of management information. Set of rules outlining the responsibilities of or proper practices to be applied through XXX by its employees The operations that constitute XXXs core business
The Charter
Audit Committee report
Risk based Audit
Governance
Internal control
Code of Business Conduct Operational processes
Appendix 3 | 5
Risk management
Processes to identify, assess, manage and control potential events or situations, to provide reasonable assurance regarding the achievement of XXXs objectives The uncertainty of an event occurring that could have a negative impact on the achievement of objectives Tasks and missions other than audit to be performed by the Internal Audit Function The freedom from conditions that threaten objectivity or the appearance of objectivity of the Internal Auditor Formally documented and approved measurements of operational and nancial performance Those practices that have produced outstanding results in another situation and that could be used by XXX Any illegal acts characterized by deceit, concealment or violation of trust
Risk Specialized services Independence Key Performance Indicators Best practices Fraud
2. Organization
This Charter governs the activities and operations of the Internal Audit Function of XXX. The Audit Committee will approve the Charter.
3. Mission
The mission of the Internal Audit Function is to provide independent, objective assurance and consulting services designed to assist XXX in achieving its objectives by striving to provide a positive impact on the efciency and effectiveness of the operations. Internal Audit helps XXX accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, internal controls, and governance processes.
4. Scope of Work
The scope of work of the Internal Audit Function is to determine whether XXXs systems of risk management, internal controls, and governance processes, as designed and represented by management, are adequate and functioning in a manner to ensure: Risks are appropriately identied and managed Interaction with the various governance groups occurs as needed
6 | Appendix 3
Signicant nancial, managerial, and operating information is accurate, reliable, and timely Employees actions are in compliance with policies, standards, procedures, code of ethics and applicable laws and regulations Resources are acquired economically, used efciently, and adequately protected. Programs, plans, and objectives are achieved Quality and continuous improvement are fostered in XXXs control process Signicant legislative or regulatory issues impacting XXX are complied with and addressed appropriately Opportunities for improving management control, output, and XXXs image may be identied during audits. They will be communicated to the appropriate level of management
5. Authority
The staff of the Internal Audit Function is authorized to: Have unrestricted access to all functions, records, property, and personnel. Have full and free access to the Committee Allocate resources, set frequencies, select subjects, determine scopes of work, and apply the techniques required to accomplish audit objectives Obtain the necessary assistance from XXX personnel where they perform audits, as well as other specialized services from within or outside XXX in line with the approved budget
The detailed Annual Audit Plan will be approved by the Committee. The Annual Audit Plan will include an allocation of time and budget for activities and reviews that may be requested by the Committee. The Audit Committee Report will be presented to the Committee periodically by the Head of Internal Audit. The Committee reviews the authority, scope of work and resources of the Internal Audit Function on a regular basis to conrm these remain appropriate. Changes to the Charter are to be approved by the Committee. The staff of the Internal Audit Function shall not: Perform any operational duties for XXX or its afliates Initiate or approve accounting transactions external to the Internal Audit Function Direct the activities of any XXX employee not employed by the Internal Audit Function, except to the extent such employees have been appropriately assigned to auditing teams or to otherwise assist the internal auditors
Appendix 3 | 7
6. Accountability
The Head of Internal Audit, in the discharge of his/her duties, shall be accountable to the Committee to: Provide annually an assessment on the adequacy and effectiveness of XXXs processes for controlling its activities and managing its risks in the areas set forth under the mission and scope of work Report signicant issues related to the processes for controlling the activities of XXX and its afliates, including potential improvements to those processes, and provide information concerning such issues through resolution Periodically provide information on the status and results of the Annual Audit Plan and the sufciency of resources Coordinate with and provide oversight of other control and monitoring functions (risk management, compliance, security, legal, ethics, environmental, external audit and Code of Business Conduct)
7. Independence
To provide for the independence of the Internal Audit Function, its personnel shall report to the Committee and in a manner outlined in the above section on accountability. Thus, the Head of Internal Audit will report administratively to the CEO/GM/Chairman and functionally to the Audit Committee.
8. Responsibility
The Head of Internal Audit has the responsibility to: Develop a exible Annual Audit Plan using an appropriate risk-based methodology, including any risks or control concerns identied by management, and submit that plan to the Committee for review and approval as well as quarterly updates Implement the Annual Audit Plan, as approved, including as appropriate any special tasks or projects requested by the Committee Maintain a professional audit staff with sufcient knowledge, skills, experience, and professional certications or outsource the needed skills and capabilities to meet the requirements of this Charter Evaluate and assess signicant merging/consolidating functions and new or changing services, processes, operations, and control processes coincident with their development, implementation, and/or expansion Issue Internal Audit Reports to management at the conclusion of each audit after
8 | Appendix 3
full discussion with the management of the area audited. The report will be copied to the Committee. The report will include the following: -- Scope and objectives -- Description of the audit process -- Summary of results -- Assessments of each individual risk / control -- Detailed observations / process enhancements -- Management action plans along with due dates for implementation -- Denitions of risks / controls ratings Issue Follow-up Audit Reports to the Committee on a semi-annual basis on outstanding management action plans Develop Key Performance Indicators (KPIs) for the Internal Audit Function and report these to the Committee quarterly Keep the Committee informed of emerging trends and best practices in internal auditing Assist in the investigation of signicant suspected fraudulent activities within XXX and notify management and the Committee of the results. Consider the scope of work of the external auditors and regulators, as appropriate, for the purpose of providing optimal audit coverage to XXX at a reasonable overall cost
Appendix 4 Job Descriptions
2 | Appendix 4
Job Title: Reports to: Division: Department: Section: Location: Position No.:
Head of Internal Audit Audit Committee Internal Audit Abu Dhabi
Grade:
1. Job Summary Scope

The role of the Head of Internal Audit is to direct a comprehensive program of Internal Audit for the Subject Entity to ensure that internal control systems for reliability and integrity of nancial, operational and information technology are reviewed at appropriate intervals and effective recommendations are made for corrective actions as required.
Additionally, the role of the Head of Internal Audit is to develop, update and implement the Internal Audit Function Charter in accordance with the Standards from the Institute of Internal Auditors (IIA).
2. Organisation Chart
Head of Internal Audit
Support Ofcer
Senior Internal Auditor
Auditor
Appendix 4 | 3
3. Principal Responsibilities
Internal Audit Charter Develop, implement and maintain the Internal Audit Charter and champion the Internal Audit Function throughout the Subject Entity
Strategic Audit Plan Develop the strategic audit plan for 3 to 5 years. This will dene the audit assignments to be done on a yearly basis. Submit the Strategic Audit Plan to the Audit Committee for approval. Review the Strategic Audit Plan at the beginning of each year to reconrm the status and nature of risks, and to validate whether changes to the systems have affected the risk assessment results Obtain the Audit Committee approval on the changes to the Strategic Audit Plan
Annual Audit Plan (AAP) Develop and present the AAP for the year. This includes operational audits, performance audits, compliance audits, nancial audits and information technology audits. Monitor the implementation of the AAP and suggest changes to the plan when required and approve the changes accordingly Develop and present the risk assessment table for the Subject Entity
Audit Team Management & Development Lead the preparation of nancial and manpower budgets of the Internal Audit Function for the year Coordinate the Internal Audit recruitment process Prepare, update and maintain the Internal Audit Manual Ensure Internal Audit teams comply with the Internal Audit Charter and follow the procedures listed in the Internal Audit Manual Support proper professional development for Internal Audit staff, including proper training, counselling and implementation of a transparent appraisal system. Agree with staff on the set targets and the professional development plan for measuring performance Provide the technical expertise on any related assigned duties, and have responsibility for the update of the knowledge base and skills required for the execution of the Internal Audit assignments Allocate the assignments under the AAP to seniors
4 | Appendix 4
Audit Committee reporting Obtain approval for the AAP from the Audit Committee Present the Internal Audit ndings to the Chairman and to the Audit Committee on a quarterly basis Submit the Annual Report recapping the performance of the Internal Audit Function during the year
External Liaison Coordinate with the Statutory Auditors and the Abu Dhabi Accountability Authority (ADAA).
Special Projects Plan the execution of special investigations requested by the Audit Committee
Follow - up Reports Plan follow-up assignments for audits completed during the year. This will include the follow-up on the implementation of the actions agreed with the management based on the recommendations raised Report to the Audit Committee the status of the follow-ups
4. Audit Planning
Co-develop the Expectation Meet with the Internal Audit team and set the expectation for the audit assignment as per the AAP Co-develop the risk assessment with the team and client and communicate risks to the Audit Committee Agree the communication protocol with the team and the Auditee management and identify the Internal Audit Liaison within the Auditee Function
Planning Meetings Attend the opening planning meetings with the Auditee management and obtain commitment to the audit assignment Review and approve the minutes of audit planning meetings prepared by the Senior Auditor
Resources Planning Identify and ensure the availability of the resources required and the special skills needed to execute the specic audit plan. This is dependent on the nature and complexity of the audit assignment
Appendix 4 | 5
Review and approve the allocation of the resources available to each phase of the audit assignment and the internal timetable schedule and budget for completing the audit assignment. Identify if external resources are required to execute the audit assignment.
Understanding the Business & Testing Strategy Review and sign off the documentation prepared for understanding the business of the Department / Section / Function under review Review and sign off the understanding of the business process to be audited Review and approve the risks identied, nature, impact and likelihood on the Department / Section / Function under review and the controls identied to mitigate those risks Review and approve the audit plan to address the risks identied along with the testing strategy Review and agree the degree of testing to achieve the objectives of the audit assignment and the related nature and extent of testing (substantive testing vs detailed analytical review) Review and approve the detailed scope letter to be communicated to the Head of the Department / Section / Function under review Agree on use of computer software that aide in performing tests (Audit Command Language (ACL)) Review and approve the internal audit program developed by the senior auditor. This includes the sampling techniques to be used
5. Audit Execution
Post Planning Event Meet the audit team and discuss the internal audit plan for the audit assignment to ensure resources are allocated, original risk assessment and testing strategy are properly developed based on the information provided during the planning phase
Working Papers File Review Review the testing of internal controls identied during the planning phase. Agree with the conclusion on the internal controls design effectiveness. Monitor the execution of the internal audit plan through conducting regular meetings with the audit team Perform on the job review of the working papers as and when an audit section is completed and reviewed by the senior auditor
6 | Appendix 4
Review the issues raised and the management response and agree if the issue is to be included or excluded from the nal report and the reasons why. Review and sign off key working papers (to be identied, ie Planning Documents, Risk Assessment and the extent of testing, Final Report).
6. Audit Reporting
Review Review the internal audit report and ensure that issues raised and documented in the working paper le are properly excluded or included in the report Review the changes to the internal audit report. This continues to evolve and change over the course of the audit as new information and new perspectives are revealed Review the wording of the report to avoid any use of inappropriate language Review the proper rating and prioritization of the points raised
Report & Attending Closing Meetings Issue the draft report for the Head of the Department / Section / Function under review and comments Review of the management comments obtained and typed in the report Attend the closing meeting with the Head of the Department / Section / Function under review to discuss the issues raised, recommendations suggested and management responses Issue the nal report to the Audit Committee along with a copy to the Chairman BOD and prepare to present the ndings to the Audit Committee when requested Plan for a follow up assignments to conrm implementation of the corrective actions agreed in the nal report
7. Supervision Of Staff
Ensure that the team assigned possess the requisite knowledge, skills and other competencies required to complete the audit assignment Provide appropriate instructions and guidelines during the execution of the audit assignment to achieve the audit objectives
Appendix 4 | 7
8. Professional Conduct & Development

Training & Counselling Develop and approve a training program for internal audit staff Ensure that internal audit staff enrolled in the training program Conduct regular counselling sessions with the employees and provide regular feedback about the performance and how to improve on the area of weaknesses Ensure proper induction and training for newly recruited staff before starting any audit assignment Ensure that all internal audit staff sign the Government code of conduct
Professional Development & Appraisals Participate in details in producing a professional development plan for each employee. This will include the professional certication to be obtained which is relevant to the assignments done Review and sign off the completed staff appraisal for each audit assignment and discuss it with the staff and agree on development measures
8 | Appendix 4
Job Title: Reports to: Division: Department: Section: Location: Position No.: Grade:
Internal Audit Senior Head of Internal Audit Internal Audit Abu Dhabi

The role of the Senior Auditor is to plan, supervise and oversee the various audit activities being carried out by assigned Auditors. The Senior Auditor identies and evaluates risks associated with the Departments processes and prepares audit plans, including audit programs and budgets. The Senior Auditor performs detailed reviews of the working papers and drafts the internal audit report. The Senior Auditor establishes goals, performance standards and objectives for self and other subordinates. He ensures that duties are being carried efciently and professionally and in accordance with the Internal Audit Manual and the International Internal Audit Standards. He performs ad hoc duties as and when requested by the Audit Manager.
Support Ofcer
Auditor
Appendix 4 | 9
Internal Audit Charter: Implement Internal Audit Charter Strategic Audit plan: Participate in the development of the strategic audit plan for the 3 to 5 years. This will dene the audit assignments to be done on yearly basis Participate in the review of the Strategic Audit Plan at the beginning of each year to reconrm the risks remain the same and that there have been no changes in the systems that might affect the risk assessment
Annual Operational Audit Plan (AAP): Participate in the development of the AAP for nancial, operational, compliance, performance and information technology, detailing assignments, timeframes and resources required and submit to the Head of Internal Audit for review and approval Identify signicant process, develop audit objectives and prepare the risk assessment process for each audit assignment and present to the Head of Internal Audit for review and approval
Audit Team Management & Development: Participate in the internal audit staff recruitment process Participate in the development of proper professional development for subordinate and monitor the performance of subordinates Participate in setting individual staff targets and a professional development plan for measuring performance Allocate the assignments under the internal audit plan to respective auditors and staff Prepare the budget for each audit assignment and present it to the Head of Internal Audit for review and approval Provide the technical expertise on any related assigned duties responsible for updating knowledge base and skills required for the execution of the internal audit assignments on regular basis
Special Projects: Execute special investigation requested by the Chairman / BOD or the Audit Committee as directed by the Head of Internal Audit
10 | Appendix 4
Reporting to the Head of Internal Audit: Present the ndings of the internal audit assignment to the Head of Internal Audit. Provide regular feedback to the Head of Internal Audit for the status of each audit assignment Conduct follow up assignments and report to the Head of Internal Audit the ndings on the status of implementation of the recommendations raised in the nal report
4. Audit Planning
Co-develop the Expectation: Plan and arrange the internal audit team planning meeting, and agree with the Audit Manager the audit approach setting the expectations for the audit assignment as per the Internal Audit Plan Plan and attend the opening planning meetings with the Head of the Department / Section / Function under review and obtain his / her commitment to the audit assignment Prepare the minutes of audit planning meetings
Risk Assessment & Testing Strategy: Prepare the preliminary risk assessment and discuss it with the team Prepare the testing strategy for the degree of testing to achieve the objectives of audit assignment and the related nature and extent of testing (substantive testing vs detailed analytical review) Prepare the detailed scope letter to be communicated to the Head of the Department / Section / Function under review Plan and direct the use of computer software that aide in performing tests (Audit Command Language (ACL)) After completing the planning of the audit assignments, prepare a detailed risks identied, nature, impact and likelihood on the Head of the Department / Section / Function under review and the controls identied that mitigate those risks and update the audit plan and the testing strategy if required Prepare the internal audit program including the sampling techniques to be used
Audit Team Management & Development: Plan the resources required and the special skills needed to execute the specic audit plan. This is dependent on the nature and complexity of the audit assignment Prepare the allocation of the resources available to each phase of the audit assignment and the internal timetable schedule and budget for completing the audit assignment and submit to the Head of Internal Audit for his review and approval
Appendix 4 | 11
Establishing of Communication Protocol: Agree the communication protocol with the Head of Internal Audit and the Head of the Department / Section / Function under review and identify the Internal Audit Liaison within the Department / Section / Function under review
5. Audit Execution
Post Planning Event: Agree the nal risk assessment with the Head of Internal Audit and the Head of the Department / Section / Function under review Revisit the internal audit plan for the audit assignment to ensure proper resources are allocated, original risk assessment and testing strategy are properly developed based on the information provided during the planning phase Ensure that sufcient testing is done for the internal controls identied during the planning phase. Conrm the conclusion on the internal controls design effectiveness
Audit Team Management & Development:

Supervise the execution of the internal audit plan through daily visits and discussion with the audit team
Working Papers File Review: Ensure that sufcient documentation is complete and led in order to understand the business of the Department / Section / Function under review Ensure that sufcient documentation is complete and led in order to understand of the business process to be audited Perform on the job detailed review of the working papers as and when an audit section is completed Perform the detailed review and conrmation of the issues raised and the management response and recommend if the issue is to be included or excluded from the nal report and the reasons why Review and sign off the working papers
6. Audit Reporting
Reporting: Prepare the draft internal audit report and ensure that issues raised and documented in the working paper le are properly excluded or included in the report Identify gaps between actual and expected performance. While all differences are noted, only signicant differences are identied in the reporting phase
12 | Appendix 4
Ensure the proper wording of the report to avoid any use of inappropriate language. Prepare the rating and prioritization of the points raised Obtain and document the management comments in the report Closing Meetings and Final Report: -- Attend the closing meeting with the Head of the Department / Section / Function under review to discuss the issues raised and recommendations suggested -- Prepare issuance of the nal report to the Head of the Department / Section / Function under review of Internal Audit
Follow up assignments: Conduct follow up assignments with the Head of the Department / Section / Function under review to ensure proper implementation of the corrective actions agreed in the report
Review the work allocation to ensure that the team assigned possess the requisite knowledge, skills and other competencies required to complete the audit assignment Provide appropriate instructions and guidelines during the execution of the audit assignment to achieve the audit objectives Resolves issues with the Department / Section / Function under review under audit

Training and Counselling: Participate in the development of a training program for internal audit staff Ensure proper on job training is given to the staff Professional Development & Appraisals: Participate in the development of a professional development plan for subordinate Submit regular feedback to the Audit Manager regarding the performance of his subordinate and how to improve on the area of weaknesses
Complete the staff appraisal for each audit assignment and discuss it with the staff and agree on development measures.
Appendix 4 | 13
Auditor Internal Audit Senior Internal Audit Abu Dhabi
Grade:

The role of the Auditor is to conduct internal audit assignments in line with the approved Internal Audit work program.
Support Ofcer
Auditor
14 | Appendix 4
Audit Assignment: Provide regular feedback to the Senior Auditor on the status of audit assignments
Special Projects: Participate in special assignments directed
4. Audit Planning
Co-develop the Expectation: Attend the Internal Audit team planning meetings Attend the opening planning meetings with the Head of the Department / Section / Function under review
Risk Assessment & Testing Strategy: Participate in the risk assessment process Participate in the preparation of the detailed risk register(s) including the nature, impact and likelihood on the Department / Section / Function under review and the controls identied that mitigate those risks Participate in the preparation of the detailed internal audit work program to address the risks identied along with the testing strategy
5. Audit Execution
Implementation of Testing Strategy: Implement the testing strategy to achieve the objectives of audit assignment Perform testing of internal controls identied during the planning phase to the extent documented in the risk assessment. Conclude on the internal controls effectiveness Use computer software that aids in performing analytical tests (CAATS)
Working Papers File & Information Gathered: Identify sufcient, factual, reliable, relevant and useful information to support test results Document the work done during the understanding of the business of the Department / Section / Function under review Document and conrm the issues raised and the management response Sign off all the working papers
Appendix 4 | 15
6. Audit Reporting
Audit Report: Prepare the Internal Audit Control exception sheet Participate in the drafting of the Internal Audit report
Closing Meetings: Attend the closing meeting with the Head of the Department / Section / Function under review to discuss the issues raised and the proposed recommendations
Follow up Assignments: Participate in conducting the follow up assignments to ensure the proper implementation of the corrective actions agreed in the report
None

Training and Counselling: Follow up on the individual training program and ensure registration to the communicated training courses
Professional Development & Appraisals: Prepare the individual professional development plan Obtain regular feedback from the Senior Auditor regarding his / her performance and how to improve Initiate the staff appraisal following each audit assignment and discuss it with the Senior Auditor and agree on development measures
16 | Appendix 4
Support Ofcer Head of Internal Audit Internal Audit Abu Dhabi
Grade:

The role of the Support Ofcer is to provide administrative support to the Internal Audit Function. The Support Ofcer will act as the central point for coordination of Internal Audit activities.
Support Ofcer
Auditor
Appendix 4 | 17
Administrative Matters: Coordinate and manage the Head of Internal Audits calendars, appointments and meetings Make travel arrangements for Internal Audit staff Open and direct distribution of incoming mail to Internal Audit staff Compose letters and memos as directed by the Head of Internal Audit
Ofce Matters: Communicate with the Abu Dhabi Accountability Authority, independent consultants and other external vendors as directed by the Head of Internal Audit Monitor, order and maintain the ofce supplies inventory Track Internal Audit Function correspondence, noting due dates for action and follow up as required Edit draft and nal audit reports as requested by the Head of Internal Audit and / or Senior Auditors Provide backup support to other administrative support staff as needed (vacation, illness, work overow)
Audit Matters: Facilitate the Internal Audit teams communication through the effective use of conference calls, e-mails, audit team meetings and other communication means Act as a point of contact (though not the primary one) for the Internal Audit Function in order to assist with coordination of engagements, meetings and events Prepare the Auditee Satisfaction questionnaires and ensure that they are sent out the Heads of the Departments / Sections / Functions reviewed after audits are completed, then collate and communicate the results to the Head of Internal Audit Conduct research for information relevant to the audit assignments as directed by the Internal Audit team Update the key auditee personnel contacts databases Assist in preparation of presentations for the Head of Internal Audit Prepare and / or maintain reports and analyses as directed by the Head of Internal Audit
18 | Appendix 4

Prepare the individual professional development plan Initiate the staff appraisal process and discuss it with the Head of Internal Audit and agree on development measures
5. Personal Qualities
Professional, condent and outgoing Top tier interpersonal skills able to inuence at all levels combining diplomacy with a rm manner Ability to function as part of a team Organized and self-disciplined Calm and capable able to juggle conicting demands on time and priorities effectively Excellent communication skills in Arabic and English both written and verbal
Appendix 5 Gap Analysis Report
Gap Analysis Report

Process Risk Inherent Risk Rating Risk Rating Rationalization Design Adequacy Control Rating Comment Residual Risk Rating (Risk Assessment)
Reporting Entity
Organization
Abu Dhabi
ABC Company
Accounts Payable
Cash may be disbursed for goods and services never received or in advance of receipt. Extreme Risk
Donec placerat massa non nisl. Aliquam erat volutpat. Maecenas purus erat, mollis vitae, auctor vitae
Inadequate
No controls is place to mitigate this risk
Active Management
Payable and related accounts may be misstated because of incorrect adjustments or incorrect reclassifications of distributed amounts. Extreme Risk
No preventative controls to mollis at, sem. Quisque non Quisque non nulla tincidunt odio blandit mattis. Quisque Inadequate nulla tincidunt odio blandit mattis. Quisque vestibulum, vestibulum, arcu vitae placerat arcu vitae placerat ornare
Active Management
Short pays are resolved in favor of the supplier even though goods may not have been received Significant Risk
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Additional controls sem est porttitor lacus, vitae consequat Inadequate dui neque eu risus. Phasellus Active Management ac lacus in erat egestas scelerisque
Unintentional or deliberate errors on supplier invoices
Significant Risk
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Donec placerat massa non nisl. Aliquam erat volutpat. Inadequate Maecenas purus erat, mollis vitae, auctor vitae, mollis at, sem
Active Management
Appendix 6 Internal Audit Plan
2 | Appendix 6
Appendix 6 | 3
Introduction Approach Risk & Audit Universe Basis of Selection Budget & Resource Allocation Internal Audit Plan Project Timing Appendix 1 Appendix 2
4 4 4 4 4 4 5 6 6
4 | Appendix 6
1. Introduction
The Entity Name Strategic Internal Audit Plan for (time period) (the Plan) relates to the provision of Internal Audit activities for the period (time period). This document outlines the approach employed by the Internal Audit Function to develop the Plan for (year) and indicative projects for (year). The (year) projects will be agreed in early (year). Add as you see t.
2. Approach
The approach taken to develop the Plan for (year) is demonstrated in the diagram below / or as follows:
3. Risk & Audit Universe 4. Basis of Selection

Explain the strategy and the methodology used for the identication and selection of audit projects for the (year) and what would be the benets derived from such audits i.e. value.
5. Budget & Resource Allocation 6. Internal Audit Plan (insert year(s))

The table below outlines the Internal Audit projects proposed to be included in the Plan for (year) and anticipated projects for (year). An estimated number of days required to complete the eldwork is also provided. A brief description of each Internal Audit project is provided in Appendix 1. The exact scope of each project will be agreed with management and documented in detail prior to commencement of our eldwork. Projects for (year) will be revised and agreed in early (year) to ensure continuing relevance within Entity Name changing risk environment.
Appendix 6 | 5
7. Project Timing
The table below shows the anticipated timing of Internal Audit reviews for (year).
No. Project Title 1. (insert project title) 2. (insert project title) 3. (insert project title) 4. (insert project title) 5. (insert project title) 6. (insert project title) 7. (insert project title) 8. (insert project title) 9. (insert project title) 10. (insert project title) 11. (insert project title) 12. (insert project title) 13. (insert project title) 14. (insert project title) 15. (insert project title) Total Days for Internal Audit Plan (insert year) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (insert total) (insert year) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (number of days) (insert total) Project Sponsor (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name)
The exact timing of each project will be agreed with the Project Sponsor prior to commencement of eldwork.
Month No. 1 2 3 4 5 6 7 (insert text) (insert text) (insert text) (insert text) (insert text) (insert text) (insert text) Review Project Sponsor (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) Days # # # # # # # Date (insert date) (insert date) (insert date) (insert date) (insert date) (insert date) (insert date)
6 | Appendix 6
Appendix 1: Project Descriptions

No. 1. 2. 3. 4. 5. 6. 7. Project Title (insert project description) (insert project description) (insert project description) (insert project description) (insert project description) (insert project description) (insert project description) Est. Days # # # # # # # Year/s (year) (year) (year) (year) (year) (year) (year)
Appendix 2: Personnel Consulted

We would like to extend our appreciation to the following individuals who participated and provided information during this Internal Audit planning exercise
Name (insert name) (insert name) (insert name) (insert name) (insert name) (insert name) Position Title (insert position title) (insert position title) (insert position title) (insert position title) (insert position title) (insert position title)
Appendix 7 Audit Planning Letter Template
2 | Appendix 7
Date To: (InsertNameUnit/DivisionHead) From: (HeadofInternalAudit) InternalAuditReview Inlinewith(SubjectEntity)s(period)InternalAuditplan(approvedbytheAuditCommittee), we have scheduled Internal Audit procedures related to (name(s) of process(es)) at (Functionslocation). Thisreviewisscheduledtocommenceduringtheweekof(date).(nameofInternalAuditor), amemberoftheInternalAuditteamwillcontactyoudirectlytosetupatimetoagreethe scopeoftheproject. If you have any questions or concerns, please contact (first name of Internal Auditor) at (phonenumber). It is vital that you work closely with Internal Audit to identify risks and opportunities inherent in the process(es) being reviewed. Our goal is to ultimately identify areas where internalcontrolimprovementandefficienciescanberealized.Werecommendthatyoube closelyinvolvedintheInternalAuditprocesstoensurethatissuesareresolvedonatimely basis. Signed HeadofInternalAudit cc: (Executivesponsorsi.e.CEO,etc..)
Appendix 8 Data Request Form
2 | Appendix 8
Date: To: From: Subject: (date) (businessunitname) (yourname) RequestforElectronicDataFile
Aspartofour(Date[annual,quarterlyetc.])proceduresat (businessunitname), wewouldliketo obtainthefollowinginformationinanelectronicformatinordertoperformproceduresinthearea of(namethearea,e.g.,Payroll,AP). The information we are requesting is found in (report or file name), and we have enclosed a copy of the file format with this request. We will need the data to cover the period/or as of (date), andthecontroltotalsforthisdatashouldagreeto (stateamount,ifknown).Thefields neededarelistedattheendofthisletter. SummaryofOurProcessingCapabilities WecanreceivethefileinASCIIorEBCDIConZipDisk,CD,orviaemail. Ifpossibleorapplicable,wewouldlikethedatafilerequestedtobeindBaseformat (*.dbf).Ifthisisnotpossible,wecanalsoprocessthefollowingdatatypes: Text(*.csv,*.txt) Excel(*.xlsx) Lotus(*.wks) MSDataBase(*.mdb) ASCII(*.asc) EBCDIC(includingpackedandbinaryfields) DataInterchangeFile(*.dif) PrintImageFile(*.prn,*.rpt.,*.dat)
Insummary,weneedyoutoassistusasfollows: We would like to receive the data described above by (request date) so we may completeourproceduresinatimelyandefficientmanner. Completeandreturnwiththedatafile(s),thedocumentationwhichincludesthedata filelayout,recordandblocklengthspecifications,andrecordcountandcontroltotals.
Ifyouhaveanyquestionsorconcernsregardingthisrequest,pleasecontactmeat (phone number).Thankyouforyourassistancewiththismatter,andIwillcontactyoushortlyto ensurethatyouarenothavinganyproblemswiththisrequest.
Appendix 8 | 3
Please provide the following information for each data le: Pleaseprovidethefollowinginformationforeachdatafile:
BusinessunitName: AuditNo.: AuditTitle: Ref.: PreparedBy: Date: ReviewedBy: Date:
DataType NNumeric; CCharacter C N 6
FieldNames Field1 Field2 TotalRecordCount
StartingPosition 1 11
Length 10
DecimalPositions 2
ControlTotals(WithSource) RecordLengthinBytes BlockLengthinBytes
4 | Appendix 8
Appendix 9 Detailed Scope Letter Template
2 | Appendix 9
(Date) (nameofprocessowner(i.e.DivisionHead)) (title) Dear(nameofprocessowner(DivisionHead)): This letter is to confirm our plans to conduct the audit procedures beginning on (Start Date) and ending on (EndDate)andtoprovideyouwithanoverviewofour objectives, scope, nature of our work, communication protocols and the team members for the project. We are excited about the opportunity to work with you andyourstaffandlookforwardtogettingstarted. ObjectivesandScope Theobjectivesofourauditareto: Gainanunderstandingofyoursignificantbusinessprocesses Performariskassessmentwithintheprocesses Identifyandevaluatecontrolsovertheserisks Testcontrolsoverthemostsignificantrisks Agreeactionplanstoimprovecontroleffectivenessand,whereappropriate, toimproveprocessperformance
Theprocessunderstanding,risksandcontrolswillbedevelopedwithrespecttothe (Detail Internal Audit Focus) as agreed with (Name or Group from Planning activities). Thescopeoftheauditprojectwillincludethefollowingbusinessprocesses: Detailspecificmajorprocessesandassociatedsubprocessesincludedinthe audit If appropriate, detail any processes or areas specifically excluded from the audit scope. NatureofOurWork Our audit process is highly dependent on codeveloping each element of our audit (processunderstanding,riskassessment,controlevaluation)withrespectiveprocess owners. This is achieved through interviews to both develop and confirm each elementoftheaudit.
Appendix 9 | 3
CommunicationsandReports Inordertoensureamutualunderstandingandagreementoneachfindingidentified, wewillholdanexitmeetingfollowingthecompletionofthefieldwork. Theclosingmeetingwillserveasanopportunitytofinalizeanymanagementaction plansrequiredtoaddressInternalAuditfindings,anddiscussanyadditionalissuesor concernsrelatedtothecurrentandfutureaudits. KeyContacts TheAuditteamwillbeledby[Name]whowillbeassistedby[Names].Ifyouhave anyquestionsorcomments,pleasedonothesitatetocontact[AuditTeamleader]at [phonenumber]ormyselfat[phonenumber]. Signed HeadofInternalAudit
4 | Appendix 9
Appendix 10 Internal Audit Report Template
Internal Audit Report
Accounts Payable Audit
CONFIDENTIAL
Entity Logo/ Name
TABLE OF CONTENTS
Scope and Objectives
Audit Process
Summary of Results
Detailed Results
Appendix 1 - Definitions of Control ratings and Finding Criticality
2 CONFIDENTIAL
Entity Logo/ Name

Audit Process
We have assessed the specic risks identied within each area of scope, evaluated the associated mitigating controls, and commented on the results of our audit procedures. The Risk, Observation/Process Enhancement and Management Action columns on the following pages are intended to improve existing controls over risks and to improve the efciency of current operating procedures. The period under review was primarily from [date] to [date]. denitions of control ratings. See Appendix 1 for
Scope and Objectives
The scope is the accounts payable process in the Abu Dhabi branch of ABC Company. The objectives are to ensure that the risks in the accounts payable process are mitigated by the controls in plaec. All adequately designed controls are in scope for this audit.
This report is intended solely for the information and use of management of (the Department) only and is not to be used or relied upon by others for any purpose. Date: 4/12/2010
3 CONFIDENTIAL
Entity Logo/ Name
Summary of Results:
Operating Effectiveness
Curabitur nonummy velit. Nullam a dolor vehicula lectus volutpat convallis. Sed imperdiet, dui at rutrum molestie, mauris libero tincidunt quam, et scelerisque enim neque vitae est. Nullam non quam quis urna consectetuer elementum. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus.
Cras volutpat lacinia lacus. Ut viverra tincidunt dolor. Quisque vel sapien vel nisi tempus vestibulum. Fusce placerat odio et felis eleifend ullamcorper. Etiam rhoncus dictum diam. Aliquam erat volutpat. Vivamus dolor. Nam fermentum metus in ante.
1 Risks were assessed as Well Controlled 2 Risks were assessed as Adequately Controlled 4 Risks were assessed as Inadequately Controlled
Set of Control Rating Well Controlled
Definition Controls are operating effectively and in accordance with managements control objectives. No control weaknesses were noted. Certain controls require improvement to ensure that the overall control structure will continue to operate effectively. Few control weaknesses were noted, if any.
Adequately Controlled
Significant control weaknesses were noted in a number of components or less significant weaknesses exist over the entire control environment.
4 CONFIDENTIAL
Entity Logo/ Name
We note below the findings related to areas in scope of this audit. % of Findings by Rating
Accounts Payable High Duplicate Payments
Unauthorized access to payment file
Detail activity may be incorrectly posted in the subsidiary ledger
Medium Fraudulent payments detected
Low Errors on supplier invoices
Finding Rating High
Definition Finding is serious and deserves immediate attention by the Process Manager. The finding is reported to the Audit Committee quarterly.
Medium
Finding impacts the accomplishment of the Process objectives. Corrective action is required by management. If not resolved, finding could result in inefficient use of entity resources and or potentially disrupt business processes. Low Finding to be reported to Management but is of a minor risk to the entity. Findings will not be reported to the Audit Committee unless the finding remains open after the follow up audit.
5 CONFIDENTIAL
Entity Logo/ Name

Observation/Process Enhancements Recommendation
Finding Name
Risk
(Criticality)
(Operating Effectiveness)
Due Date Remediation Plan
High 04/29/2010
Duplicate Payments
Vendors are added as approved vendors without proper research and authorization
We noted that Pellentesque fringilla ante in leo. Nunc vulputate sapien vitae augue. Fusce lacus purus, dictum eu, mattis vel, hendrerit eget, lorem. Donec placerat massa non nisl. Aliquam erat volutpat. We recommend pellentesque fringilla ante in leo. Nunc vulputate sapien vitae augue. Fusce lacus purus, dictum eu, mattis vel, hendrerit eget, lorem. Donec placerat massa non nisl. Aliquam erat volutpat. Maecenas purus erat, mollis vitae, auctor vitae, mollis at, sem. Quisque non nulla tincidunt odio blandit mattis.
Vendors are added as approved vendors without proper research and authorization
Suspendisse quis lorem sit amet mauris interdum tempus. Sed et enim ut lacus semper tempor. Aliquam vulputate adipiscing risus. Suspendisse id lectus. Ut neque felis, pharetra in, varius id, pretium non, orci. Phasellus urna magna, placerat
High We recommend pellentesque fringilla ante in leo. Nunc vulputate sapien vitae augue. Fusce lacus purus, dictum eu, mattis vel, hendrerit eget, lorem. Donec placerat massa non nisl. Aliquam erat volutpat.
Unauthorized access to payment file
We noted that Pellentesque fringilla ante in leo. Nunc vulputate sapien vitae augue.
04/29/2010 hendrerit eget, lorem. Donec placerat massa non nisl. Aliquam erat volutpat. Vendors are added as
Vendor setup/update is not centrally located; therefore, access to system is not properly supervised and maintained.
Fusce lacus purus, dictum eu, mattis vel, hendrerit eget, lorem. Donec placerat massa non nisl. Aliquam erat volutpat. Vendors are added as approved vendors without proper research and authorization
6 CONFIDENTIAL
Entity Logo/ Name
Finding Name
Risk
Observation/Process Enhancements
Recommendation
(Criticality)
Low We recommend pellentesque fringilla ante in leo. Nunc vulputate sapien vitae augue.: 04/30/2010
Well Controlled
We noted that Pellentesque fringilla ante in Errors on supplier Vendor file not purged or kept leo. Nunc vulputate sapien vitae augue. invoices current on a periodic basis Fusce lacus purus, dictum eu, mattis vel, which results in authorized payees who may no longer be. hendrerit eget, lorem. 5. Fusce lacus purus, dictum eu, mattis vel, hendrerit eget, lorem. Donec placerat massa non nisl. Aliquam erat volutpat. Maecenas purus erat, mollis vitae, auctor vitae, mollis at, sem. Quisque non nulla tincidunt odio blandit mattis 1. 2. 3. 4.
Suspendisse quis lorem sit amet mauris interdum tempus:
Donec placerat massa non nisl. Aliquam erat volutpat. Vendors are added as approved vendors without proper research and authorization
Sed et enim ut lacus semper tempor. Aliquam vulputate adipiscing risus. Suspendisse id lectus. Ut neque felis, pharetra in, varius id, pretium non, orci. Phasellus urna magna, placerat
No Finding
Inaccurate or incomplete vendor information entered into the system causing error in payments to that vendor.
7 CONFIDENTIAL
Entity Logo/ Name
Finding Name
Risk
Observation/Process Enhancements
Recommendation
(Criticality)
Adequately Controlled
No Finding
Management reports are inaccurate
No Finding
Unauthorized vendor accounts established.
8 CONFIDENTIAL
Appendix 11 Follow Up Report
Follow Up report
Remediation
Management Owner: Mohammed K. Status: Complete Review Status: 4. Approved 1-Jun-10 Review Comment: Suspendisse quis lorem sit amet mauris interdum tempus. Remediation Plan: Suspendisse quis lorem sit amet mauris interdum tempus. Sed et enim ut lacus semper tempor. Aliquam vulputate adipiscing risus. Suspendisse id lectus. Ut neque felis, pharetra in, varius id, pretium non, orci. Phasellus urna magna, placerat Management Owner: Mohammed K. Status: Complete Remediation Plan: Sed et enim ut lacus semper tempor. Aliquam vulputate adipiscing risus. Suspendisse id lectus. Ut neque felis, pharetra in, varius id, pretium non, orci. Phasellus urna magna, placerat
Audit
Finding
Observation and Recommendation
Due Date
Review
Criticality: High
Observation: We noted that auctor vitae, mollis at, sem. Quisque non nulla tincidunt odio blandit mattis. Quisque vestibulum, arcu vitae placerat ornare, sem est porttitor lacus, vitae consequat dui neque eu risus. Phasellus ac lacus in erat egestas scelerisque. Aliquam
Vitae consequat dui neque eu risus. Phasellus ac lacus in erat
Review Status: 4. Approved
Criticality: Low
Recommendation: We recommend auctor vitae, mollis at, sem. Quisque non nulla tincidunt odio blandit mattis. Observation: We noted that auctor vitae, mollis at, sem. Quisque non nulla tincidunt odio blandit mattis. Quisque vestibulum, arcu vitae placerat ornare, sem est porttitor lacus, vitae consequat dui neque eu risus. Phasellus ac lacus in erat egestas scelerisque. Aliquam
Unauthorized access to accounts payable records
Review Comment: Suspendisse quis lorem sit amet mauris 28-May-10 interdum tempus. Sed et enim ut lacus semper tempor. Aliquam vulputate adipiscing risus. Suspendisse id lectus. Ut neque felis, pharetra in, varius id, pretium non, orci. Phasellus urna magna, placerat
Management Owner: Ahmed M. Status: In Progress 20-Apr-10 Review Status: 3. Review Comments
Criticality: Medium
Recommendation: We recommend phasellus ac lacus in erat egestas scelerisque. Aliquam Observation: We noted that auctor vitae, mollis at, sem. Quisque non nulla tincidunt odio blandit mattis. Quisque vestibulum, arcu vitae placerat ornare, sem est porttitor lacus, vitae consequat dui neque eu risus. Phasellus ac lacus in erat egestas scelerisque. Aliquam
fraudulent payments detected
Criticality: High
Remediation Plan: Ut neque felis, pharetra in, varius id, pretium non, orci. Phasellus urna magna, placerat Suspendisse quis lorem Recommendation: We recommend quisque non nulla tincidunt sit amet mauris interdum tempus. Sed et enim ut lacus semper odio blandit mattis. Quisque vestibulum, arcu vitae placerat ornare, tempor. Aliquam vulputate adipiscing risus. Suspendisse id lectus. sem est porttitor lacus, vitae consequat dui neque eu risus. Phasellus ac lacus in erat egestas scelerisque. Aliquam Observation: We noted that auctor vitae, mollis at, sem. Quisque non nulla tincidunt odio blandit mattis. Quisque vestibulum, arcu vitae placerat ornare, sem est porttitor lacus, vitae consequat dui Management Owner: Ahmed M. neque eu risus. Phasellus ac lacus in erat egestas scelerisque. Aliquam Status: In Progress
Review Comment: eget, lorem. Donec placerat massa non nisl. Aliquam erat volutpat. Maecenas purus erat, mollis vitae, auctor vitae, mollis at, sem
Review Status: 3. Review Comments 20-Apr-10 Review Comment: Suspendisse quis lorem sit amet mauris interdum tempus.
Human Resources Audit (Example)
Vitae consequat dui neque eu risus. Phasellus ac lacus in erat
Remediation Plan: Suspendisse quis lorem sit amet mauris interdum tempus. Sed et enim ut lacus semper tempor. Aliquam Recommendation: We recommend auctor vitae, mollis at, sem. vulputate adipiscing risus. Suspendisse id lectus. Ut neque felis, Quisque non nulla tincidunt odio blandit mattis. Quisque pharetra in, varius id, pretium non, orci. Phasellus urna magna, vestibulum, arcu vitae placerat ornare, sem est porttitor lacus, vitae placerat consequat dui neque eu risus. Phasellus ac lacus in erat egestas scelerisque. Aliquam

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Internal Audit Manual

June 2010 Better Practice Guide

2 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

An Initiative by ADAA Center of Excellence - Internal Audit Manual | 3

4 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

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Internal Audit Monitoring And Follow-Up

6 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

An Initiative by ADAA Center of Excellence - Internal Audit Manual | 7

The Internal Audit Charter

The Audit Committee Charter

8 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

Audit Committee report

Risk based Audit

Code of Business Conduct Operational processes Risks

An Initiative by ADAA Center of Excellence - Internal Audit Manual | 9

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Mission, Objectives, Values & Scope

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14 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

Internal Audit Operating Mode

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Internal Audit Function Organization

Subject Entity Chairman/BOD

Audit Committee Internal Audit Function

4.1 Job Descriptions

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How do we identify and assess risks in our organization?

Key Industry Risks

How do we enhance risk coverage in our organisation?

5.2 Subject Entity Level Risk Assessment

How do we monitor risk in our organisation?

Loss Event Tracking

18 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

Expand into New Markets

Maximize Return on Capital

Maximize Benefits from Technology Investments Optimize Operating Efficiency

Reward for Results

Retain Top Performers

Risk Risk Risk Risk Risk Risk

An Initiative by ADAA Center of Excellence - Internal Audit Manual | 19

5.3 The Risk Management Process Overview

EstablishContext Strate;ic&<=era)onal >den)?yRisks Bazards&<==ortuni)es

20 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

An Initiative by ADAA Center of Excellence - Internal Audit Manual | 21

5.4 Establish the overall Risk Management Context

22 | Internal Audit Manual - An Initiative by ADAA Center of Excellence

5.5 Identify Inherent Risk

A risk is associated with:

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5.6 Analyze Risk

An Initiative by ADAA Center of Excellence - Internal Audit Manual | 25

Denition Objective / Driver

dependence on Government subsidies Reduction in return on shareholder equity

Less than 0% increase