2.Internal Audit Effective Relations with the Audit Committee

1. Internal Audit Effective Relations with the Audit Committee Audit training basically drives into the very heart of the internal audit process, which is the forging and sustaining of relationships with audit committees. For assurance, risk management, and compliance to rest on firm foundations, internal auditors and audit committees must develop a collaborative, open, and professional relationship. It is the establishment of clarity around responsibilities of the participants, which will cultivate mutual understanding, and in turn this fosters proper communication between internal auditors and the audit committee, thus adding value to organizational integrity and performance. Clarification of Roles and Responsibilities Clarification of roles is the first step towards cultivating a good working relationship. The first step in achieving such a relationship understands the different roles and responsibilities of internal audit and audit committee members. Internal auditors should do their works related to the strategic priorities of the committee. The audit committee should oversee the work of internal auditors and provide guidance and support to them without interfering with their assignments. Normal chartered relationships will govern this mutual understanding, thus creating a conducive collaborative working environment. Building Trust through Continuous Communication Definitely, this creates that platform on which the much-maintained pleasant working relationships might grow. It enables internal auditors to keep open communication lines with audit committees informing them about the plans including the audit plan, during the course of the work and any significant findings, issues emerging, resource needs coming into sight and other such findings. Its unique way of achieving this is through the scheduling of meetings, reporting submission of adequate documentation, and being actively involved in the discussions committee. Surely, direct communication would have some such effect as all these describe on developing a freedom and effectiveness of the audit function in the minds of the committee. Support for Strategic Objectives of the Organization The value created must be for supporting the strategic objectives of the organization. When auditors are able to show how their evaluation work supports the long-term objectives of the committee, auditors are no longer seen as mere watchdogs but rather as partners of the committee. It can also be said that such proactive internal auditing practice is an exposure of risk areas, enhanced opportunities to negotiate with loss handling approaches, not forgetting that from an organizational point of view. All this will add credibility in its undertaking of internal auditing. Strengthening Relationships by Learning

2. On-the-job training for auditors brings better knowledge on skills and professional judgment about how to engage audit committees fully. Auditors will have the potential to give an informed recommendation, given they have the knowledge of the latest changes in laws, governance trends and best practice standards in the industries. Such programs are for the training of audit committee members about internal audit standards, which in turn lead to better cooperation leading to enhanced decision making. Conclusion In the end, Audit Training enables internal auditors to develop a working relationship with audit committees characterized as professional and constructive. It is the fulcrum of good governance and organizational success. Along with setting clear roles, dialogue, strategic alignment, and continuous learning, internal audit and audit committee can establish themselves as value-creating agents for transparency and trust throughout the enterprise.