Disusun Oleh :
Chevry Dermawan
I Wayan Harry
Putu Prasetya Andaru
Richard Marthianus
Rivaldi Sukamdani
Yoanita Indira
1501185231
1501173704
1501166610
1501195554
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audit. Hal ini menyebabkan direktur lainnya tidak dapat mengetahui apa yang terjadi
sebenarnya sebelum laporan audit dibuat.
Audit committee merupakan standing committee main board, independen, outside
directors, yang menjadi jembatan antara external auditor dan board. Hal ini untuk
menghindari dominasi proses audit oleh senior executives. Biasanya audit committee
akan melakukan pertemuan tiga sampai emapt kali setahun untuk mediskusikan halhal yang berkaitan dengan audit details (seperti menerima rekomendasi auditor
tentang masalah yang berkaitan dengan audit seperti kontrol manajemen). Audit
committee juga dapat bernegoisasi tentang audit fee dan jika perlu,
merekomendasikan pada board untuk mengganti auditor.
Untuk waktu sekarang, semua codes of good practice pada corporate governance dan
stock exchange listing requirements mengahruskan listed companies untuk memiliki
audit committees. Pada kasus kebanyakan, para anggota haruslah independent non
executive directors, dan paling sedikit satu diantaranya memiliki kemampuan khusus
di bidang keuangan. Peran dan tanggung jawab audit committee terus berkembang
dari tahun ke tahun, seperti
- Advising the board on the companys system of internal management control
- Oversight of internal audit
- Liaising with the external auditors and reporting to the board on the audit
process and audit issues
- Reviewing financial information to be provided to shareholders and others
- Advising the board on matters of board accountability
- The oversight of enterprise risk management
- Corporate Governance compliance
Tugas-tugas spesifik dari audit committee adalah:
1. Hubungan antara board dengan auditor eksternal:
Making recommendation to the board on their appointment,
reappointment, or removal and replacement.
Reviewing and approving their terms of engagement
Ensuring their objectivity and independence from the company,
confirming that no conflicts of interest exist that could affect the auditors
ability to issue an unbiased opinion on the companys financial statement
Developing and implementing a policy for their engagement on non-audit
work
Approving their remuneration
Working with them on audit procedures and plans, receiving the auditors
report and management letter about issues that have arisen during the
audit, and reviewing and acting on these issues.
2. Liaising between the external auditor, the internal auditor, and the board as a
whole
3. Ensuring the independence of the external auditor, reviewing the extent of
non-audit work undertaken by the external auditors, and the fees involved-in
the United States, since the Sarbanes-Oxley Act, and elsewhere given the
review of many codes of best practice, ensuring the external auditors
independence has become an important responsibility.
4. Reviewing the audit fees and advising the board accordingly
5. Considering the scope and process of the audit by the external auditors
6. Agreeing to the scope of the work and plans of the internal audit
7. Supervising the work of the head of the internal audit function, including the
settling of policies, procedures, and plans, the budgeting of resources, the
remuneration and performance of staff, the regular monitoring of results, and
the overall effectiveness of the function.
8. Ensuring that the activities of the external and internal auditors are
coordinated, avoiding both duplication or incomplete coverage
9. Reviewing the appointment, performance, remuneration, and replacement, or
dismissal, of the head of the internal audit function, and ensuring continuing
independence of the internal audit function from undue managerial influence
10. Reviewing with the external and internal auditors, and advising the board on,
the adequacy of the companys internal control system, security of physical
assets, and protection of information
11. Reviewing with the external and internal auditors, and advising the board on,
the conduct of the external audit, particularly on any important finding or
matters raised, usually contained in the auditors management letter, with the
management response, and reporting any significant change to the reporting
of financial results or to procedures and management controls that resulted.
12. Reviewing with the external and internal auditors, and advising the board on,
the companys financial statements (interim and annual) prior to publication,
the auditors report to the shareholder, any change to accounting policies,
material issues arising in or from the financial statement, and compliance
with accounting standards, company law, stock exchange reporting
requirements, and corporate governance codes of good practice
13. Reviewing and approving all financial reports and disclosure to shareholders
and the market, ensuring the integrity of any judgements made in them before
publication
14. Reviewing other published information, such as the directors report, and
operating statement, and ensuring that they are consistent with the audited
financial
15. Reviewing the exposure of the company to risk and any issues that might
have a material affect on the companys financial position, including any
matters raised by company regulators or stock exchange listing committees
16. Reviewing annually the charter of the audit committee itself and advising the
chairman of the board if changes are necessary
17. Approving the companys internal risk assessment and management policies,
and assessing and monitoring related control system.
18. Monitoring and reporting to the board on the companys internal audit
function in some organizations, reports directly to the audit committee, to
ensure independence and objectivity
19. Ensuring compliance with all legal, regulatory, and corporate governance
code requirements, unless this responsibility, unless this responsibility has
been delegated to another board committee.
20. Reviewing regularly the committees terms of reference, membership, and
performing and recommending changes for board approval.
Audit committee mengatur agendanya sendiri dan menghasilkan notulen rapat tetapi
mereka harus bekerja dekat dengan senior officer terutama CFO dan dengan internal
audit, bagian keuangan. Pertemuan tertutup antara anggota inti manajemen atau
external auditors sering dijadwalkan untuk mengambil informasi tentang isu
keuangan, resiko, kontrol manajemen, dan menerima feedback dari progress of the
audit. Beberapa hal yang diharapkan dari kinerja audit committee:
- Penilaian posisi dan prospek perusahaan yang bisa dimengerti untuk di
presentasikan pada shareholders.
- Ensure systems of internal control organization are sound
- To Safeguard shareholders investment and the companys asset
- Memiliki laporan keuangan dan prinsip kontrol internal yang formal dan
transparan
- Mampu menjaga hubungan dengan auditor perusahaan
Beberapa kritik untuk audit committee:
- Para anggota dapat terlalu terlibat dalam executive management sehingga
dapat menganggu tanggung jawab manajemen.
- Dapat menjadi birokratik dan process driven daripada exercising sound
commercial judgement.
The Role of Internal Audit in Corporate Governance
Menurut
The
Institute
of
Internal
Audit
(www.iia.org.uk/en/about_us/What_is_internal_audit.cfm), peran internal audit:
Menyediakan jaminan independen bahwa manajemen resiko organisasi, governance,
dan proses kontrol internal berjalan dengan efektif. Internal audit menangani isu
yang penting berkaitan dengan survival dan prosperity organisasi. Tidak seperti
external auditor, Internal auditor tidak hanya melihat dari sisi resiko keuangan, tapi
isu-isu seperti reputasi dan pertumbuhan organisasi, dampak terhadap lingkungan,
dan bagaimana organisasi memperlakukan karyawannya. Penilaian oleh internal
auditor haruslah independen, objektif, dan membangun/ constructive view. Untuk itu,
mereka membutuhkan bermacam-macam kemampuan dan pengetahuan.
Output yang dihasilkan dari internal auditor:
- An outgoing analysis of business process and the associated control systems
- An evaluation of the extent and effectiveness of these control systems
- Regular reviews of operational and financial performance
- Assessments of the achievement corporate mission, policies, and objectives
- Identification of areas for more efficient use of resources
- Confirmation of the existence and value of the companys assets
- Ad hoc inquiries into possible irregularities and frauds
- Reviews of the compliance framework
- Identification of compliance issues and confirmation of compliance
- Reviews of the organizations values and code of conduct or ethics
- An evaluation of the risk assessment and review systems
- Regular evaluation of risk at all levels in the organizations
- Ad hoc reviews of unacceptable levels of risk.
Namun dalam prakteknya, ada ambiguitas tentang kepada siapa internal audit
bertanggung jawab dan bagaimana internal audit function dapat cocok dengan
struktur organisasi. Apakah internal audit diperlakukan sebagai bagian dari organisasi
manajemen dan melapor pada senior management seperti Chief Finance Officer,
seperti kebanyakan, atau kepada board melalui audit committee. Berdasarkan studi
yang dilakukan KPMG (www.aci.kpmg.com.hk/docs/AC/Internal_audit_role.pdf)
sebagai sebuah perusahaan akuntansi internasional, solusi dari masalah ini adalah
internal audit secara utama melapor secara langsung pada audit committee. Pro dan
kontra atas solusi ini adalah:
Pro
Kontra
- Internal audit may not be privy to all sources of information throughout the
company if sees as outside the management structure.
- The chairman of the audit committee may not have allocated sufficient time,
or have adequate resources/capacity, to deal with the oversight of the internal
audit function.
- It would be necessary to set up a specific charter outlining the roles and
responsibilities of the board in relation to the internal audit, as separate from
management. For example, who would look after human resources issues,
such as personnel evaluations, compensation & career planning? Could the
internal audit have a career elsewhere in the organization?
- The audit committee would be assuming more responsibility and therefore,
perhaps, more liability in relation to the adequacy of the internal control and
risk systems in organization.
- Potentially it restricts the ability of the CEO to use internal audit as a tool to
reinforce control principles, or in special project.
The Institute of internal auditor (Institute of Internal Auditors, Practice Advisory
1110-2: Chief Audit Executive Reporting Lines, December 2002) menyarankan
bahwa siapapun yang menjalankan fungsi internal audit, ada beberapa poin
pengukuran kunci agar reporting lines menjadi efektif dan independen:
- The head of internal audit should meet privately with the board/audit
committee without the presence of management, thus reinforcing the
independence and direct nature of the reporting relationship.
- The board or audit committee should have the authority to review and
approve the annual audit plan and all major changes to the plan.
- The board or audit committee should review the performance of the head of
internal audit and the overall internal audit function at least once a year, as
well as approve the compensation levels for the head of internal audit.
- The charter for the internal audit function should clearly articulate both the
functional and administrative reporting lines for the function, as well as
principles activities.
- The reporting line should be to someone sufficient authority to provide
internal audit with sufficient support to accomplish its day to day activities.
The reporting line should facilitate open and direct communications with the
CEO, the senior executive group, and line management.
harus independen, meskipun demikian mereka menyediakan jasa yang akan dibayar
dengan uang-anda memiliki hak untuk mendapatkan hasil kerja sesuai dengan uang
yang anda bayar.
Audit akan menghasilkan sebuah laporan yang ditujukan kepada anggota-anggota
dan akan memberi sebuah opini audit mengenai kebenaran dan kewajaran laporan
keuangan (dari kondisi organisasi dan kegiatan-kegiatan selama periode tersebut).
Jika auditor tidak setuju dengan hasil laporan keuangan yang diberikan organisasi
maka auditor dapat menyatakan dalam laporannya bahwa, menurut opini mereka,
laporan tersebut tidak baik.
Jika auditor menawarkan beberapa penyesuaian atau perubahan pada rancangan
laporan keuangan, maka hal ini harus disetujui oleh Dewan. Laporan audit diberikan
kepada para anggota dan biasanya diterima pada saat Rapat Umum Tahunan.
Auditor juga biasanya sering menyediakan Surat Manajemen. Surat manajemen
terpisah dari laporan audit, dan ditujukan kepada bagian manajemen. Laporan ini
menerangkan kelemahan yang terjadi dalam sistem kontrol internal dan memberikan
rekomendasi bagaimana memperbaikinya. Manajer mempunyai kesempatan untuk
merespon hasil temuan yang dijabarkan pada surat manajemen dan menjelaskan
langkah apa yang akan diambil.
Kadang-kadang, agensi pendonor dapat meminta audit eksternal independen atas
laporan dan kegiatan. Mereka akan menunjuk orang yang memenuhi syarat untuk
melaksanakannya. Tujuan utama dari audit ini adalah memeriksa apakah dana yang
diberikan digunakan sesuai dengan yang diingini dan sesuai dengan anggaran belanja
awal yang disetujui dalam perjanjian.
Auditor hampir pasti berharap dapat mewawancarai karyawan dan anggota komisi
dan bahkan dapat mengajukan permintaan untuk mengobservasi organisasi dalan
menjalankan kegiatan-kegiatannya. Kerjasama harus diberikan selama kunjungan
auditor dan segala upaya harus ditempuh untuk tetap terbuka dan jujur mengenai
kelebihan dan kelemahan organisasi.