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Volume 19 — Relevance: One Goal, Multiple PathsWhat does it mean for an internal audit function to be relevant? What can internal audit leaders do to increase the relevance of their teams?
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As the COVID-19 pandemic impacted two years ago, Internal Audit (IA) globally witnessed swift innovation and improvisation to meet the challenges. In Kuwait, the stringent regulations issued by the Capital Market Authority (CMA) are making the IA fraternity more cognizant of its role in the fast-evolving corporate governance landscape.
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In recent years, mammoth waves of disruption have both buffeted and ignited organisations in their drive to change and stay relevant. Not surprisingly, internal audit functions are also seeing the effects. It is now time for internal audit leaders and their teams to take the initiative and stand up and ride their own wave of transformation and innovation.
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The COVID-19 pandemic has forced businesses to embrace digital technologies. As risks and complexities faced by entities change with the emerging situation, internal audit functions also need to go through a transformation journey and equip themselves with new skills and capabilities.
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Global research indicates that companies in North America are less committed to environmental, social and governance (ESG) engagement than those in Europe and Asia-Pacific. What steps should boards seeking to improve their ESG engagement take?
