| Organizations are restructuring, reinventing | | | | validate, consolidate or change their strategy. |
| themselves to change their goals and their | | | | Thus, internal audit must act within the |
| processes in order to respond appropriately to a | | | | organization, evaluating the effectiveness of their |
| changing environment. In this context of change | | | | results in relation to the resources made available, |
| and increasing competitiveness in all market | | | | as well as economy and efficiency of internal |
| segments, organizations seek productivity gains | | | | controls in place for the management of |
| and improve their methods and management | | | | resources. Internal audit, to suit new trends have |
| tools. | | | | to be agile and flexible to adopt new features |
| In this scenario, the audit function is increasingly | | | | that add value to the organization. This flexibility |
| intervening in the diagnosis of certain situations, | | | | facilitates, among others, communication with |
| including the company's viability, efficiency and | | | | stakeholders. |
| effectiveness of controls and processes, and | | | | Adding value is a sum of internal and external |
| preventing fraud and illegal acts. In this sense, the | | | | interests that enable a gain, not necessarily |
| role of internal auditing has emerged as a highly | | | | related to money, which is well used to |
| developed function as a reflection of the needs | | | | corroborate the management of the organization |
| and expectations of the organization as a whole | | | | as a whole. Another key turning point for internal |
| to survive and thrive in the market. | | | | audit, is the demystification of the function, from |
| The Institute of Internal Auditors defines internal | | | | being seen as a nuisance that is present only to |
| audit as an activity that is independent, of | | | | point out mistakes to be seen as partners in |
| objective assessment and consulting activity | | | | finding a common result, this is the new culture of |
| designed to add value and improve operations of | | | | internal audit. |
| an organization in achieving its objectives through | | | | The internal audit profession has been required a |
| a systematic, disciplined approach in evaluating | | | | number of different expertises to the |
| processes effectiveness of risk management, | | | | performance of their business: accounting, field |
| control and governance. | | | | management techniques, total quality, marketing, |
| This focus on organization is nothing but a | | | | organization and methods, strategic planning, |
| translation of the developments and changes in | | | | information technology, human relations, among |
| the role played by internal audit during the last | | | | others. The internal audit becomes an active |
| decade. This change was based on a paradigm | | | | component of the company’s internal |
| shift that left out the traditional function of | | | | management, making that their comments are |
| financial control / accounting audit, focusing the | | | | useful and essential in finding an appropriate |
| internal audit function on identifying all the risks | | | | management features. Its opinion and critical view |
| involved in various activities for the organization, | | | | of the processes will be based on evidence that |
| thereby ensuring that the objectives are met as | | | | will provide managers with the proper valuation |
| efficiently and effectively as possible. | | | | techniques used in business management, where |
| In this sense, it is expected that the internal audit | | | | the acceptance of changes of direction by the |
| is primarily a tool to support to top management | | | | management depends on how precise that opinion |
| and to help the organization achieve its objectives. | | | | is. |
| The main objective of the internal audit activity | | | | The success of internal audit is a process of |
| operates as a management strategic partner, | | | | alchemy, bringing together professional auditors |
| allowing it to serve as an advisor and consultant in | | | | that are intelligent, highly motivated and |
| the identification of risks and proposing possible | | | | committed to the success of the company, with |
| strategies for action to enable the institution best | | | | the responsibility to contribute to the maintenance |
| performance within the sector. | | | | of a sound internal control and set the main |
| Internal auditing is a natural and necessary part of | | | | strategic objectives of the company. In this |
| any organization, providing analysis and | | | | context, the internal audit function is a center of |
| assessments, perspectives, recommendations, | | | | excellence to train highly qualified staff to ensure |
| results, tips and information on any activity being | | | | a system of effective internal control within the |
| audited, including the promotion of more effective | | | | company and ethical behavior beyond reproach. |
| control at reasonable cost. Should oversee the | | | | Top management should enable these |
| effectiveness and efficiency of the implemented | | | | professionals with complete autonomy, trusting |
| system, revealing weaknesses, determine the | | | | them with information about the current strategy |
| causes, assess the impact and recommend | | | | of the organization so they can their role. A |
| solutions that bring those responsible to act. This | | | | strong and independent internal audit department |
| is a way to measure resources (human, material, | | | | is key in helping the organization achieving its |
| financial and informational) helping the leadership to | | | | objectives. |