Internal audit and governance: Navigating risk, together
In the current business landscape, which is both dynamic and intricate, organizations are confronted with an array of risks that have the potential to profoundly affect their operations, reputation, and financial standing. Changing regulatory environments and the emergence of AI have created a new set of hurdles for audit departments within organizations.
With new challenges continuously mounting, risk is often seen as a negative — but that has more to do with siloed auditors who are still seen as the ‘policeman’ of the company rather than an integral part of corporate planning. We asked industry leaders how the evolving relationship between internal audit and governance functions is changing this narrative.
"We expect our internal auditors to be more than just reporters; they must be communicators and collaborators. This cultural shift within organizations presents an opportunity for enhanced communication, relationship building, and development between the chief audit executive and their board," says Mike Peppers, Chief Audit Executive of The University of Texas System.
Hear from these thought leaders about how working together helps them to identify and prioritize the risks and opportunities that matter most:
- Faizal Chaudhury, Deputy Chief Auditor of Sallie Mae
- Jonathan Gibson of PwC UK
- Mike Levy, CEO of Cherry Hill Advisory
- Mike Peppers, Chief Audit Executive of The University of Texas System
- Naohiro Mouri, Executive Vice President & Chief Auditor of AIG
- Nithya Das, Chief Legal & Administrative Officer of Diligent
- Sholpan Niyabayeva, Director of Internal Audit at Delivery Hero
Visit https://www.diligent.com/lp/clarifyrisk for more.
