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“The Internal Auditor as a Strategic Business

Partner”

16 – 19 Octubre, 2016

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The Internal Auditor as a Strategic

Business Partner Parity Twinomujuni

CIA CRMA

Chief Executive Officer, National Housing and Construction

Company Ltd

Chairman, African Federation of Institutes of Internal

Auditors

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About the Speaker • Parity is the Chairman of the Africa

Federation of Institutes of Internal Auditors. He is currently the Chief Executive Officer of National Housing and Construction Company Ltd - Uganda. He worked for 23 years in all levels of the Internal Audit Career. Parity is the Council Member and Chairman of the Audit Committee at the Uganda Christian University. He also serves on the Audit Committees of Vision Group and Mengo Hospital.

• Parity is a Member of the Global Professional Development Committee of the Global IIA. He is also a Member of the African Initiative Advisory Council of the Global IIA.

Parity Twinomujuni

CIA, CRMA

Chief Executive Officer

National Housing and Construction

Company Ltd

<Su foto>

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The Internal Auditor as a Strategic

Business Partner

• Understanding business

• Addressing needs of stakeholders

• Skills for understanding business

• Understanding the organizations top risks

• Branding Internal Audit as a business partner

• Setting the tone

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Governing bodies and senior management rely on Internal Auditing for

objective assurance and insight on the effectiveness and efficiency of

governance, risk management and internal control processes.

Internal Auditing: Assurance ▪ Insight ▪ Objectivity

VALUE PROPOSITION OF INTERNAL

AUDITING FOR KEY STAKEHOLDERS

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From CBOK

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Understanding business

• Purpose

• Strategy – Goals, Mission, Vision, Long and Short

term objectives and strategies

• Economy

• Positioning

• Trends

• Environment

• Risks and long term threats

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Help in Building Organisation Resilience

• Proactive – Don’t wait for the world to change before you

change.

• Dynamic leadership

• Responsiveness to Change – Adopt and question long

held beliefs.

• Strong Corporate Culture

• Keeping focussed

• Long-term view

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KPMG’s Top 10 risks for 2016

1. Increased regulatory expectations

2. Culture and conduct

3. Regulatory reporting

4. Stress testing

5. Model risk management

6. Cybersecurity

7. Third-party relationships/vendor management

8. Continuous risk assessment

9. Use of data analytics and continuous auditing

10. Internal audit talent recruitment and retention

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Build a Brand

1. Are you relevant?

2. Are you different?

3. Do you deliver value?

4. Are you assessable?

5. Do you establish an emotional connection?

6. Do you get organizational support?

7. Do you develop a brand strategy?

8. Do you have a marketing plan?

9. Do you sell your brand?

10. Do you monitor your brand?

11. Do you respond and adjust

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Business knowledge

• ERM.

• Corporate Governance.

• Organisational Culture and People.

• Beyond Rules.

• Change Management.

• Ethical Environment.

• Numbers.

• Ability to look beyond the strategy period.

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Mirror the CEO

• Have CEO Knowledge and Experience.

• Breath, Walk, Talk, Think, Act, Behave, Dress, etc like a

CEO.

• Always put your self in the CEO Shoes.

• Understand the CEO challenges.

• Be a Better CEO in the eyes of the Board and other

stakeholders.

• Be the CEO and Board first ally.

• Influence the CEO.

• Don’t surprise the CEO.

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Conclusion

Add value to the business by becoming a strategic advisor, identifying

efficiencies across the enterprise, supporting key business initiatives and

quantifying internal audit’s return on investment.

Ernst & Young

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CONTACT INFORMATION

ptwino@nhcc.co.ug

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Thanks for your Attention!

QUESTIONS