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Strong Internal Audit Association of International Bank Auditors – Regulatory Panel June 9, 2011 Carlos D. Henández International Banking Supervision Comptroller.

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Presentation on theme: "Strong Internal Audit Association of International Bank Auditors – Regulatory Panel June 9, 2011 Carlos D. Henández International Banking Supervision Comptroller."— Presentation transcript:

1 Strong Internal Audit Association of International Bank Auditors – Regulatory Panel June 9, 2011 Carlos D. Henández International Banking Supervision Comptroller of the Currency Administrator of National Banks

2 Industry Landscape  Uncertain economic environment  Heightened compliance, reputation, and strategic risks  More complex regulatory environment  Increased cyber threats to bank systems and information security

3 Our Challenge Ensure that national banks and thrifts strengthen risk management and stress-testing processes to better identify, measure, monitor and mitigate build-ups in risks, including concentrations, at an early stage.

4 Areas of Heightened Expectations Elevating expectations for governance of large national banks in the following areas:  Board willingness to provide credible challenge,  Talent management and compensation,  Risk appetite – defining and communicating across the company,  Development and maintenance of strong audit and risk management functions

5 Definition of Internal Audit The primary role of internal audit (IA) is to independently and objectively review and evaluate bank activities to maintain or improve the efficiency and effectiveness of a bank’s risk management, internal controls, and corporate governance. Source: Comptroller’s Handbook for Internal and External Audits, April 2003

6 Key Expectation Internal auditors must understand a bank’s strategic direction, objectives, products, services, and processes to conduct these activities.

7 A Strong IA Function:  Is very proactive, highly anticipatory and systemically focused  Is highly successful in effecting change  Attains the highest level of respect and stature in the organization

8 Strong IA – Key Attributes  Robust Board and Audit Committee (Committee) Engagement/Oversight  Strong Audit Management  Highly Effective Audit Processes  Highly Effective Audit Reporting  Competent IA Staff

9 Expectations for Federal Branches  High Impact Branches* – Strong IA  All Other Branches – Sound IA  Gap Assessment and Tracking  Communication of Expectation and Timeframes


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