Typical starting point of client
- Internal audits (compliance, FCPA, SOX etc.) increase in view of corruption scandals, new guidelines (e.g. pharmaceutical industry) and awareness of image
- In many cases, this leads to an extreme imbalance. The auditors work in big teams 100% focused on the audit, if necessary with external support, whereas the auditees have to handle the audit in addition to their daily work
- As a result, the auditees are distracted from the main tasks and the number of “findings” increases due to lack of time to answer and document all questions completely
Innovative approach
- Support of the auditees (e.g. state organizations, BUs) during the audits in all three stages:
- Preparation (before the on-site audit)
- Support with logistic planning
- Structuring the data room, collecting documents and information
- Preparing involved employees, coaching with regard to the ideal behaviour during audits
- Moderation/facilitation during on-site audit
- By request, act as first contact person for all questions
- Passing questions coming up during the audit on to the right contact person
- Keeping minutes in order to be able to react appropriately to possible findings
- Review of the audit report and comparing it to own minutes; if necessary, discussion of findings (in all previous projects, some findings were argued away or their rating was improved)
- Support of the management response by means of schedule/responsible person
- Following up the agreed action plan and documentation
Follow-up
- Preparation (before the on-site audit)
Typical effect/result
- Considerably less workload and less distraction for the auditees as well as a secure feeling on the part of the employees
- Strong reduction of findings due to communicative misunderstandings or missing documents
- In total, considerably less or less grave findings