AGATA A. Gadea (IFIC, CSIC-Univ. Valencia) for the AGATA collaboration
Olga Petelczyc Agata Szczerbetka - European Commission · Olga Petelczyc, CGAP, CSR Representative...
Transcript of Olga Petelczyc Agata Szczerbetka - European Commission · Olga Petelczyc, CGAP, CSR Representative...
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Olga Petelczyc, CGAP, CSR
Representative of IIA Poland, General
Office of Building Control CAE
Agata Szczerbetka, CIA, AXA Poland CAE
Culture auditing
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AGENDA
• Approaches to the culture auditing
• Reporting
• Case studies
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1. Have you ever performed any culture related audit?
SURVEY
2. Do you plan to conduct a culture audit within the next 3 years?
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Why the culture matters?
• „Character” of the organization
• Culture – as one of the key emerging risk
• Audit of culture as a way of finding a
loophole in the system
• Control environment determinant
„Culture eats strategy for a breakfast”
Peter Drucker
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Communication
An adequate communication
with both the Board and employees
is a success factor!
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Data and red flags
Softcontrols
Hard controls
Efficient internal control
Policies & procedures, policy breaches
Organizational structure and HR data
Process flow charts
Risk metrics or risk management reports
Issue escalation and resolution data
Social media data
Whistleblowing and ethics hotline reports
Commitment to values
Management leadership and
communication style
Competencies
Morale, Ethical climate, Empowerments,
Expectations, Integrity
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Tools and techniques
Risk based audit
Walkthrough
Project audit
Consulting
Thematic review
Continuous auditing
SurveyCoaching
Sentiment analysis
Data analytics
InterviewsFocus groups
Open sessions
Advanced analytical
techniques
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Reporting
Informal
AssuranceJoined ordelegated
Consulting
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Case Studies – „Dysfunctional executive team”
Private sector
Evaluation of management communication and leadership style
Noticeable arrogance and lack of self – awareness, high turn-over rates, poor communication, no ability to inspire
Non-audit plan assignment performed by the CAE, supported by the Head of HR and external Executive Coach; interviews (121), questionnaires, off-site workshop with executives
Identification of dysfunctional leadership style
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Case Studies – „Delay of delivery results”
Public sector
Assessment of inspection process
Delay of delivery results, lots of actions taken to minimize the risk but no results, problem with recruitment: number of open positions above the average;
Employees survey and structured interviews, analysis of documentation (annual plan, background inspections documentation, risk management reports)
Inspection process improved. Risk management and annual planning approach changed. Way of delegating tasks and duties reorganized.
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Case Studies – „High-flying risk culture”
Private sector
Assessment of the risk culture maturity
Increasing number of overdue issues, costs of dealing with operational incidents
Integrated review - internal audit together with the risk function. Structured interviews supported by survey, analysis docmentation, structured workshops
Risk policies enhanced. ERM integrated approach undertaken (common materiality framework implemented, risk culture measures implemented, risk and control mentors)
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Case Studies – „Poor HR management”
Public sector
Evaluation of HR management process
Execution of projects without a clear vision from leaders. Lack of knowledge sharing. Procedures not followed and negligenceof controls. Untimely risk response
Survey supported by structured interviews. Risk based audit. Loopholes and risks resulting from the survey and interviews, walkthrough test, analysis of documentation.
Long-term strategy connected with annual plan and tasks, HR policies updated. List of improvements suggested by employees
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Olga Petelczyc
„Behind every great team is a great culture” (P J Er)
Thank you
Agata Szczerbetka