• Governance
  • Governance Health Check & Support
  • Strategic / Business Planning
  • Value for Money
  • Performance Management
  • Change Management
• Audit
  • Internal Audit
  • External Audit of Public Bodies
  • Compliance
  • Outsourcing
    • Whistleblowing Service
    • Risk Management
    • IT Security and Monitoring
  • Grant Certification & Project Assurance
• IT
  • IT Governance
  • IT Infrastructure
  • Business Systems
  • IT Audit
• Sectors
  • Public Sector
  • Third Sector
    • Muslim Faith Sector
  • GP Consortiums
  • Education Sector
  • Industry

Sectors

• Public Sector
• Third Sector
• Muslim Faith Sector
• GP Consortiums
• Education Sector
• Industry

Our approach takes into account an organisation’s culture, attitude to risk and management style.

The industrial landscape is constantly changing with ever increasing complexity of processes of production and service delivery driven by continual advances in technology and the continual globalisation of the market place that can both preclude and tempt competition.

Now more than ever those organisations that maintain their competitive advantage will prosper and those that do not will fall by the wayside.

The internal control environment is a key element in a successful business, a strong well constituted control culture that is aligned to the strategic objectives of the organisation and will help minimise the risks associated with doing business. Risks are not only related to financial loss they can relate to poor information governance processes that enable others to access trade secrets or failure to comply with legislation or leave an organisation open to misappropriation of assets or fraud.

A poorly constituted internal control environment will not only leave an organisation open to unnecessary risks it will increase costs due to over control or inappropriate control.

How we can help

Our approach takes into account an organisation’s culture, attitude to risk and management style. This risk based review enables us to identify:

• Strengths and weaknesses in an organisation’s systems and controls, enabling the design of controls that are aligned directly with the risk profile. This is especially useful in organisations which rely heavily on automated systems and where fraud or misappropriation of assets could be an issue;


• Elements of the control process that lend themselves to greater automation; and


• Control monitoring functions that are capable of being outsourced.

The process enables an organisation to build a control environment that enhances value as opposed to diminishing value.