To ensure that own assigned audit work, as well as the work carried out by team members is executed in an efficient and effective manner, within the given budget and timelines, and in line with GIA methodology standards;
To clearly identify the risks and impact of issues during issue writing, agreeing these issues with management and obtaining quality management action plans to mitigate the risks raised;
To lead continuous monitoring of assigned countries / portfolio areas within the specific portfolio environment, and to build and maintain engagement with stakeholders;
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GIAI represents the third line of defence whose primary role is to help the Board and Executive Management to protect the assets, reputation and sustainability of the Group. GIAI provides independent assurance on the management’s awareness of risks and the effective execution of controls within their business activities (the first line) and of the relevance, effectiveness and monitoring of risk and related controls maintained by the Risk Framework Owners and Policy Owners (the second line).
As defined in the Audit Charter, all staff in GIAI must exhibit the highest level of professional objectivity at work. They must make a balanced assessment of all the relevant circumstances and not be unduly influenced by their own interests or by others in forming judgments. GIAI will adhere to the Definition of Internal Auditing, the Core Principles for the Professional Practice of Internal Auditing, Code of Ethics and the Standards for the Professional Practice of Internal Auditing that are published by the IIA. It is expected that all members of GIAI strive to operate as role models for the Group’s valued behaviours. GIAI methodology has defined “Habits of a Human Auditor” which are aligned to the Group’s valued behaviours and communicated across the function.
To lead through example, build the appropriate culture and values, develop valued, engaged and motivated teams, grow our people, strengthen inclusivity, team engagement, wellbeing and psychological safety.
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We engage Third Parties for a wide variety of goods and services to effectively run our business. These arrangements vary in complexity and risk. All Third-Party engagements must be managed appropriately in accordance with the underlying risks throughout the lifecycle - from sourcing, onboarding, vendor management to exit. Country regulatory requirements may apply for outsourcing arrangements in some markets.
Operational Risk Management
Operational Risk is an inherent part of the Group’s business. The 2LoD role is undertaken by Risk Framework Owners (for PRTs), Subject Matter Experts (for Operational Risk sub-types) and by Operational Risk Officers who look across multiple risk types. 2LoD Operational Risk performs independent reviews, oversight and challenge on the 1LoD Business and Functions.
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Provide technical input and challenge on audit work being undertaken within the scope of assigned product / country area of responsibility. This will include working with the audit team to produce outputs of high quality which address the areas of greatest risk.
Using data analytics, evaluate quantitative and qualitative data to diagnose underlying issues, patterns, and root causes.
Monitor/track assigned audit issues and action plans and report overdue items with resolution.
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