The Institute of Internal Auditors

Qatar Chapter

News Letter July 2009

 Qatar Chapter
P.O. Box 23325
Doha, Qatar
Tel No: 492-3204
Fax No: 492-3496

2009 Board of Governors

Position BOG member/officer Contact # Email

4th Past President Chris Adonis 581 2306 / 477 3429 cadonis@qafac.com.qa

Immediate Past President Rajeswar Sundaresan 554 9296 / 462 1384 rajeswar@qatar.net.qa

President Assaad Kanaan 551 6713/ 440 7650 Assaad.kanaan@qnb.com.qa

Vice President no 1 Robert Abboud 584 5135 / 441 4599 robert.abboud@qa.ey.com

Vice President no 2 Jeyapriya Partiban jeyapriyapartiban@kpmg.com

Secretary Godfrey Ristow 5049919 / 485 8541 godfrey.ristow@qewc.com

Treasurer Don Felix Ponweera 5189260 / 454 0254 dfelix@qf.org.qa

Assistant Treasurer Wissam Farhat 5643856 / 442 2168 wfarhat@deloitte.com

Communication /
Murali Krishnan 5907046 / 4773562 muralikrishnan@qafac.com.qa
Website administrator
Chairman Membership Peter Morgan 5601672 peter.morgan@cna-qatar.edu.qa

Chairman Public Relations Hassan Al-Mulla 5885272 / 4540256 halmulla@qf,org.qa

Chairman Membership
Ramesh Desikan 5632503 / 473 6531 dramesh@qatargas.com.qa
Retention
Chairman Seminar Girish Jain 5841215 / 4531804 grishvms@gmail.com

Seminar Committee -VC Lalith Chandana 554 5925 / 440 0286 LALITHC@qtel.com.qa
Chairman Education and
Ganesh Sivaji 662 0979 gsivaji@kpmg.com
Training
University Liaison Hisham Zeitouny 5861017 / 4422168 hzeitouny@deloitte.com

Government Relations Fahad Al-Marri 5364636 / 409 0767 falmarri@grpa.gov.qa

Customer service Kurian V Kuriakose 6763590 / 494 5475 kurian@morisonmenon.com

NEW POSITIONS
Advocacy/Awareness Mustafa Zacour 584 8626 / 440 8351 mzacour@alfardan.com.qa
Special interest group
Oliver Nordal 5563664 / 4857354 olivern@rasgas.com.qa
Chairman
Special interest groups Cassiem Juma 5834636 /4370434 cassim.jooma@qewc.com

Social Interaction Committee Murtaza Jawadwala 5014645 / 4365110 murtuzasj@hotmail.com

2 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 Dear Members,
CONTENTS
The First National Conference on Auditing
was a huge success. After the mega event,
President’s Message - Page 4
IIA Qatar Chapter recently had its AGM and
elections for new Board of Governors for
2009-10.
A farewell feeling - Page 5

To match the increased number of members,

new portfolios have been created in the Qatars’s First National Conference
board and new talented leaders have been
elected to various positions. on Internal Auditing - Page 6

This issue has exciting articles on auditing and

International Conference at
a snapshot of the National Conference.
Johannesberg - Page 8
It also includes the dreams as visualized by
the new incoming president and a gratitude
message from the immediate past president. Internal Auditors - the “Conscience”
Our chapter President has recently given an
of Corporations - Page 10
interview to a Gulf TV, the excerpts from the
interview is included in an English and Arabic
version. Article on governance - Page 12

We invite articles from members on audit

and accouting related issues. Recent Seminars - Page 16

Best wishes,
Annual General Meeting - Page 18
Murali Krishnan
Chairman – Web administration &
Communication Board of Governors - Page 19

Highlights on Internal Audit - Page 20

3 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 President’s Message

Dear Members,

It is a pleasure to address you for the first time

through our Newsletter after taking over as the
President of the IIA Doha Chapter. I warmly
thank the past President Rajeswar for the great
job he has done during his tenure and thank you
all for giving me the opportunity to continue
serving our Chapter.

My message to you is to work hand in hand

to develop the profession and promote
internal audit as a Career of choice in Qatar.

Qatar is witnessing a remarkable growth and the demands on skilled internal auditors are increasing.
The most important aspect is not only to be employed, but to maintain the value of employment. An
Auditor is more confident when he/she has an in-depth and all round understanding of the business,
business culture, controls, risks, systems and processes and is able to cope with any challenges. No
one can make a valid recommendation for improvement if he/she does not grasp the whole business
process and has knowledge of business.

Those who did not enroll for any professional certificate that are offered by IIA, I encourage them to do
so. This is a good added value. Individual designations such as Certified Internal Auditor (CIA) earned
by the auditor will obviously further the career and validate the internal audit activity’s proficiency
and capability. I need your active support to grow together as professionals. I invite every Member to
contribute to the newsletter and share their views.

Most of us will be going on vacation during summer time. I wish all of you a happy and relaxed
holiday.

Assad Kanaan
President IIA
Qatar Chapter

4 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 Gratitude.....A farewell feeling

A year as President has drawn to close on 31st effort is needed by organizing knowledge sharing
May 2009, and I am writing to you with gratitude. events and purposeful networking. The chapter
When I took up the position of President, there thus serves its objective.
was realization that I can no longer bask on the
luxury of a title but instead in this position one
has to deliver, for the law of success, knows no
other criterion.

Our communication with members remained

excellent with regular member meetings,
updated chapter website and 3 newsletter issues
including one printed. Despite highest number
of activities, the chapter accumulated some cash
surplus. Membership grew by 100 indicating
good value delivery and service.
A better year is in the offing. It is time to rise
above short term expediency to long term
achievability. There are three essential things
which I like to reinforce with total conviction.

The inherent strength in the Chapter is so large
that a purposeful orientation towards growth
just happens. Whatever achieved is from active
participation of all and if at all I get credit it is only
symbolic representing the chapter in entirety. I
need to acknowledge services of the Board and
contribution by many individual members who
love audit profession and chapter affairs.
The best thing that happened to our Chapter
this year was the national conference with the
valuable presence of HE Deputy Prime Minister
and the President of Qatar University and their
address in support of the Internal audit. We
Internal auditors need both real and visible
support to function effectively. We did promise
to strive hard to live up to the expectations as
important contributor to the corporate world
in Qatar and beyond. It is our individual and
collective responsibility.
Quality - dedication to excellence by being
innovative, bringing in variety and some fun.
Camaraderie - diversity of people, bound
together, enjoys time they spend as fellow
professionals with trust and respect.
Membership: vigilantly work; remember if we
aren’t growing we are dying. The Qatari nationals
in the chapter membership should be increased
with concentrated effort including their qualifying
in the Audit examinations.
I have tremendous confidence in the new team.
We have very dedicated and talented volunteer
leaders. I am leaving you therefore as President,
by giving way to continuity for change, and
change for continuity. Greatest satisfaction we
get as leaders is in the success stories of every
member. Good luck to all

The job of auditor was never easy and it will never

be. The psychology of people, technology of the
Sundaresan Rajeswar
process will keep changing. Auditors will have to
Immediate Past President
catch up or rather be one up. Hence collective
5 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 Qatar’s First National Conference on Internal Auditing
The Institute of IIA in Qatar in cooperation
with Qatar University’s Scientific Accounting
Association concluded the First National
Conference on Internal Auditing on a very high
note at the Ibn Khaldoon hall at Qatar University
on Sunday 5 April with two post conference
workshops on the psychology of fraud and risk
assessments.
Under the theme “The Internal Auditor as
catalyst for change and wealth creation” the
five prominent speakers engaged the attendees
in participative sessions on a variety of topics
unraveling the areas where Internal Auditors
can be a catalyst for change and identifying
opportunities of how Internal Auditors can
directly contribute to wealth creation within
their companies.
HE Abdullah bin Hamad Al-Attiyah addresing the conference
The conference was formally opened on 4 April
2009 by HE Abdullah bin Hamad Al-Attiyah,
Deputy Premier and Minister of Energy and
Industry after a welcoming address by Prof
6 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Sheikha Abdulla Al-Misnad, president of Qatar
University. In his introduction, the Conference
Chairman referred to the desire and the need to
“go further” based on the moral of a woodcutter
story. Internal Auditors should have the desire to
support the organizations by delivering a value
for money service in analyzing the root causes
and supporting management to address those.
In her welcoming address Prof. Sheikha Abdulla
Al Misnad said: “The role of accounting is one of
the main concerns of Qatar University’s strategy.
The University is willing to advance scientific
accounting studies”
HE Abdullah Bin Hamad Al-Attiyah said “The
Internal Auditors should be the guardians of our
corporate life”. HE also stressed the government
of Qatar being serious about combating fraud
and called on corporations to review the job of
Internal Auditors to improve their effectiveness
because this will reduce operational and financial
risk and eventually eliminate financial and
corporate corruption.
The speakers addressed topics relevant to the
theme. In his address on Monitoring Activities
and Risk Based Auditing, Dr Sridhar, a partner
in Grant Thornton LLP, and Co-Chairman of a
research project at IIA Inc warned the delegates
about the risk profile of increasing exponentially,
but risk coverage not keeping pace.
 Qatar’s First National Conference on Internal Auditing

The following presentation by Dr. Rama identified by which Internal Audit can achieve this:
the importance of Information technology
audits. He referred to the importance of 1) “Best audit professionals”strategy
sufficient controls in Information Technology 2) “Proficient audit process” strategy
applications and environment to combat data 3) “Leverage technology tool”
theft and assure business continuity. Business strategy
“Continuity should be built into the culture of the
organization. Governance and Risk Management The two Chairmen of the sessions Mustafa
is interwoven”, he said. Zacour from Alfardan Group and Ramachandran
Narayanan from KPMG conducted the sessions
In session two, the emphasis was focused on professionally and with zest.
how the Auditor could be a catalyst for wealth
creation. In his address Mr. Ganapathi enthralled Conference was formally closed by the
the participants on what data interrogation tools Conference Chairman, Chris Adonis. In
could be used to prevent and discover fraud in his concluding remarks, he referred to the
organizations. He identified the smart i-phones conference succeeding in its objective to identify
as a major risk which no one is concerned about. where and how the Internal Auditor can bring
He is of the opinion that failure of audit leads to about change and ensure future wealth is created
fraud and history has shown frauds are detected for all stakeholders. The number of delegates
more by accident than by design. were 250.

Mr Saleh Hussain, touched on the current financial The president of IIA Qatar chapter, Rajeswar
crisis and explained how the lack of ethical conduct Sundaresan said he was extremely satisfied with
and mere greed made the financial houses of a conference well planned and meticulously
cards came tumbling down. Auditors should not conducted.
ignore the blind spots in their organizations. He
also warned the delegates of following the “herd
mentality”, but also indicated that the financial
crisis also has opportunities in its wings.

Mr. Abdulla Al-Rowais concluded the day with an

astounding presentation on value additions the
Auditor can bring. He identified three strategies
Sheikha Abdulla Al Misnad addresing the conference

7 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 International Conference on Internal Auditing 2009
The South African Institute of Internal Auditors
hosted the 2009 International conference
on Internal Auditing in the city of gold,
Johannesburg, under the theme “the world in
one city”.
Chris and Rajeshwar with other delegates
This 68th international conference was
attended by 2050 delegates from around the
globe. There were three delegates from the
Qatar Chapter at the conference and two at
the global council which is the forum where
institutes give input into future policy and
direction of the global body.
Delegates were addressed by world class
speakers on a range of topics such as corporate
governance, business ethics, communication
techniques and body language. There were
also several plenary sessions where best
practice internal auditing, emerging issues
in the profession, soft skills enhancement,
information systems security and controls
8 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
and other related business and personal
development topics were discussed.
Dr. Khotso Mokhele, a micro biologist of
profession but heading the board of Arcelor
Mittal in SA, third edition of the Code of
corporate governance in SA, which is soon to
be released.
Anton Musgrave, Director, Futureworld
International (SA), gave the delegates a said to
enhance business integrity three factors need
to have a concentric relationship between
them.
This is the economy, society and the
environment. He referred to Machiavelli’s
quote “It’s worthwhile if the ends justify
unscrupulous means” and steered the audience
into the African slogan of “ubuntu”, meaning
“I am because you are”. Stated differently it
means “myself have you in it in the same way
that yourself has me in it”. If decision makers in
corporations follow these value system, then
the credit crunch and other financial disasters
could be steered clear of.
Prof. Mervyn King SC, Chairman, Global
Reporting Initiative (SA) emphasized that
companies do not operate in a vacuum.
Directors should consider themselves in
positions of trust. The corporation they
represent is a legal entity, but incapacitated
 International Conference on Internal Auditing 2009
and the “trustees” make decisions in the best
interest of the entity. King is the author of
the Prof. Mervyn King SC, Chairman, Global
Reporting Initiative (SA) emphasized that
companies do not operate in a vacuum.
Directors should consider themselves in
positions of trust. The corporation they
represent is a legal entity, but incapacitated
and the “trustees” make decisions in the best
interest of the entity. King is the author of
the third edition of the Code of corporate
governance in SA, which is soon to be
released.
Anton Musgrave, Director, Futureworld
International (SA), gave the delegates a
remarkable insight into how we should learn
from the future. Yes you are reading correctly,
you can learn from the future.
Chris and Rajeshwar with a lion cub
9 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Technologies get outdated so soon and if
companies are not on the verge of what
new developments are on the horizons, they
will not be around to learn from the future.
One example he gave was the extension
of life through development of organs.
Business leaders and employees have to think
fundamentally different. The future economy
will be a service, information and relationship
fueled economy. Market forces will shape the
economy and experience of the past will no
longer be an asset. We all need to search for
the hero inside ourselves. Many a traditionalist
will in my view be lost along the sideways of
the mainstream of business.
African music and African rhythm filled the
leisure time and a grand gala dinner was
hosted on the eve of the last day of the
conference. It was an opportunity for learning
and development and we are willing to plough
back into our own Chapter and business
community in Qatar.
 Internal Auditors - the “conscience” of
corporations - Chris Adonis
At the First Internal Auditing conference held
in Qatar in April 2009, HE Abdullah bin Hamad
Al–Attiyah, deputy premier and Minister of
Industry and Energy, referred to Auditors being
the conscience of corporations. What is meant
by this statement?
In my view HE Al-Attiyah was referring to
the Auditors being the guardians of directors,
management and employees’ moral life within
the corporate world. This is a daunting task!
Nonetheless a role all auditors need to fulfill. Why
are guardians needed? Plainly to ensure there is
sustainability in the collective wealth creation.
If ethical and moral values are sidestepped,
wealth creation is not focused on long term
sustainability. I think back to an unsuccessful
guillotine execution in France where the King’s
bookkeeper was honest until his death. The
previous two prisoners were set free as the blade
stopped an inch from their heads
“Not only do we have to speak out in time,
but also seek to always
portray the ethical ways in life”...
Chris Adonis
and the executioner could not understand why
the tested equipment failed to work. When given
his last opportunity to speak, the Bookkeeper
solved the mystery to his own disadvantage by
pointing upwards and saying; “there’s a knot in
the rope!”
10 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
This kind of honesty, integrity and value system
is what is expected of Auditors. Not only do we
have to speak out in time, but also seek to always
portray the ethical ways in life. We have to walk
the road less travelled, arrest our fears and opt
for the noble course.
Ethical behavior should be encouraged in
organizations. In fact it should be instilled from
childhood where we are taught right from wrong
and encouraged to follow and respect rules,
regulations, customs and accepted practice.
Many times we follow the narrow road, but in
a given circumstance, under our own “moral
justification” we sway from it and regret that
forever, or enjoy the benefits of an immoral,
unethical life and continue pursuing that, until
we reach the deadlock. Sure that will happen.
Several cases in the recent and distant past bear
crude evidence of that such as the Watergate
scandal, Madoff’s ponzi scheme, Satyam’s creative
accounting, preventable environmental disasters
such as Bhopal’s chemical spill and several others.
Humans make decisions, but also possess the
uncanny ability to distance themselves from the
negative consequences of those decisions. IIA
standard 2110A1 states that the internal audit
activity must evaluate the design, implementation,
and effectiveness of the organization’s ethics-
related objectives, programs and activities.
It is expected of auditors to always be a role model
in conducting an ethical approach to matters in
life and that should also be extended in the work
place. Here however the role becomes even more
 Internal Auditors - the “conscience” of corporations

onerous as auditors need to bring about a culture an environment where subordinates feel
which fosters good ethics and corporate values. valued and are motivated to achieve
This is done through consistent communication corporate goals.
on the wrong doings and guiding management to 11. Growing accustomed to accepting the status
quo, etc.
follow good corporate governance. We should
never be absorbed by the existing culture,
Within each organization, there is a culture and
knowing that it does not foster ethical conduct. that “way of doing business” determines to
what extend there will be compliance to ethical
When, in the view of auditors, the company code of conduct and moral values. The culture
transgressed their own ethical conduct code, or is normally the collective ‘way of thinking and
do not follow their value system within decision acting” of the movers and shakers within that
making and do not practice what they preach, organization. Some organizations would be very
the auditor has a duty to address these matters committed not to pollute the environment,
appropriately. where-as others do not care at all. Yes to
maximizing profits is normally the goal of all
What are the areas where management and organizations, but to maximize it with sustaining
employees can go astray? There are several, but the world resources, is a better objective. When
a few are listed below: directors and management have the interests of
all stakeholders at heart, it will allow corporations
1. Preference for certain vendors, without to walk the moral high ground. This will make
sufficient objective justification. employees and other stakeholders proud to be
2. Not consistently following procedures, associated with a company like that.
especially with regards to human
resource management. The auditor, especially the internal auditor, is
3. Excluding adequately skilled staff in obliged to monitor the corporate culture and
project teams, to prevent addressing influence that positively to ensure the company
their concerns/ ideas that could be raised. follows sound corporate governance and desires
4. Terminating employees without sufficient to be classed under a value based, ethical -
justification. conscious, committed organization who can bring
5. Negative and biased performance about sustainable growth and development.
evaluations.
6. Not promoting employees for fear of This, in my view is why the auditor is considered
unleashing their power of intelligence. to be the conscience of organizations.
7. Not encouraging true teamwork.
8. Involvement in fraudulent transactions. Chris Adonis
9. Putting company assets at undue stress (Past president)
or risk. Head of Internal Audit
Qafac
10.Not purposely contributing to and creating
11 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009

Many evaluations of corporate board performance
rely heavily on the structural characteristics in
particular the Audit Committee being a key
delegate of the Board to oversee matters such
as financial reporting, internal controls and
risk management with the view to enhance
effectiveness and accountability. Yet experienced
company directors and shrewd observers of the
corporate scene know that structural elements
are a necessary but not sufficient condition for
board effectiveness.
They appreciate that information on structural
condition tells us a limited amount about how
boards actually work and how they make informed
decisions. They understand that the structure of
a board is an imperfect indicator of how well it
undertakes its primary responsibility – to create
and preserve shareholder value. Thus, some
boards that exhibit all the structural indicators
of good governance can fail while others seen
to be deficient by structural measures of good
governance manage to perform exceptionally
well over long periods.
Conventional structural measures of corporate
governance are limited in much the same way
that traditional financial reporting is limited.
Financial information which underpins the
valuation of public companies tells only part of
the story. The ‘value’ of non-financial factors will
also affect an organisation’s ongoing performance
and will be built onto its market valuation.
Likewise there are elusive intangible or soft
elements of board performance that are difficult
to measure, but will certainly affect the quality
and effectiveness of an organisation’s governance
performance. And if these elements do not get
measured, there is a good chance that potential
for improvement will not get managed. So how
12 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Corporate Governance
should boards go about measuring the quality of
their own performance–beyond the structural
aspects – and how might this process be managed
to ? The external facilitator is typically able to
provide a structured, rigorous, thorough, yet
constructive, board assessment process involving
a quantitative help ensure that the board is
performing adequately ? The external facilitator
is typically able to provide a structured, rigorous,
thorough, yet constructive, board assessment
process involving a quantitative (through self-
assessment surveys and benchmarking) and
qualitative (through individual director interviews,
Chairman feedback and facilitated boardroom
discussion and debrief) evaluation approach that
builds on the strengths of and helps manage
developmental opportunities for the Board.
To give some flavour of such an approach the
accompanying paragraphs provides an insight
into the questions boards should usefully ask of
themselves in assessing their performance.
1. Pre-Evaluation
ü The Board must then set objectives for
themselves within those broad responsibilities
which they can eventually measure their
performance. The Board should create this
set of objectives annually (usually at the
beginning of a fiscal year or as otherwise
agreed by the Board) and it should reflect the
collective judgement of the Board?
ü A nomination Committee may design an
initial set of objectives which the Committee
believes, covers the essential responsibilities
of an effective board. The Board as a whole
should then take time to discuss, debate
and agree to the final set of objectives and
establish priorities among them.
 Corporate Governance

2. Evaluation Process
process. The issues specific to a particular Board
The Qatar Financial Markets Authority (QFMA)
may mean that some questions are irrelevant or
approved the Final Corporate Governance Code
that others, not included here, must be raised:-
for listed companies on the Doha Securities
Market during February 2009. Article 8 of the
ü What evolutionary stage is the company at
issued Code requires that the Chairperson
presently -entreperneurial start up, growing
of each Board at least annually conducts an
and expanding, mature, declining? What sort
evaluation of their performance. The following
of Board is most appropriate for the current
should provide a useful evaluation guideline to
phase?
assist Board Chairpersons in this process:-.
ü What is the environment facing the company?
ü Decide who is to do the work. Is it the
Is it dynamic and rapidly changing? Stable? In
Chairman, Nominating Committee, the
decline?
Senior Independent Non-Executive Director,
an external Consultant?
ü What is the definition of success for
the company? Long term or short term
ü Collect the basic information. This would
goals? Financial results? Image? Corporate
include data on the company, ownership,
Citizenship? Quality?
board structure and processes, backgrounds
of directors.
ü What are the major strategic challenges
facing the company in the next period? For
ü Collect qualitative information. This may take
example restructuring, product development,
the form of written questionnaires or a series
research, international expansion or trade,
of interviews or workshops, focusing on
acquisitions or divestments, industrial
attitudes and perceptions of how the Board
relations or new technology.
functions. Separate discussions might be
held with individual directors, the company
secretary, institutional investors, bankers, • What kind of skills are needed around the
major shareholders or any other parties. Board table to respond to these challenges ?
for example marketing, financial, international,
ü Establish key issues emerging from the import/export, information systems,
data collection process. Are a number of environmental management, planning, total
directors, investors raising the same question quality management
or issues?
• Is the Board aware of all the potential areas
ü Generate alternative options and ideas. How of conflict for directors?
can the problems be improved or resolved? • Are new directors given orientation briefings
and plant visits to bring them “up to speed?”
3. Questions for the Board • Are all directors kept up to date on their
The following questions should only serve as legal duties and liabilities?
a guide only, intended to assist the evaluation
13 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009

• Arethere continuing programmes inplace
o keep up all directors up todate? Are
directors encouraged to attend seminars
and course to improve their skills? Does the
companycontribute to training?
• Are executive directors encouraged and given
the opportunity to broaden their experience
and learn aboutother companies and
industries? Do they understand the different
duties and expectations of board members
compared with their role as executives?
• Is there a good balance between executive
directors and non-executive directors? Is
encouraged and different perspectives are
brought to bear? Are we satisfied that the
best decisions are being made and that these
are being subsequently supported by the
board?
• Does the chairman aim to ensure the
board’s workload is properly managed and,
where appropriate allocated to delegated
committees with specific terms of reference
proved by the board
• Are our committee chairs properly
discharging their responsibilities, marshalling
resources and expertise, and providing
appropriate reporting and recommendations
to the full board?
• Do we choose our board and committee
chairs based on appropriate criteria? Are we
properly considering the responsibilities of
the position, including the ability, experience
and expected performance of the candidate?
• Are our board and committee chairs setting
14 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Corporate Governance
a good example to the board and holding us
all to appropria tely high standards?
Chemistry
• Does the board work constructively as a
team through collegial, productive working
relationships that foster trust and respect?
• Is the effectiveness of our collective decisions
as a board greater than the sum of individual
director contributions?
• Do I know as much about the qualities of my
fellow directors as I do about those of our
CEO?
• Do our board discussions enhance the quality
of management decision-making? Do we
engage constructively with management to
stimulate its thinking and performance?
• Does the board respond appropriately to
management, building trust and encouraging
openness and candour?
• Does management’s involvement in
board meetings contribute to the board
effectiveness?
• Do the chairmen of our board committees
maintain positive working relationships with
the relevant managers?
• Has the board shown an openness to new
ideas and different views in its deliberations?
• Do the board demonstrate probing and
challenging of the information presented
before it?

• Do the board have access to appropriate
internal and/or external resources to assist
the board in understanding and dealing with
complex and difficult issues on a timely
basis?
• Assess the board’s confidence in dealing with
any complex and difficult matters on a timely
basis.
Meeting administration
• Do the board have a plan of matters to be
dealt with over the coming year?
• Are minutes received as soon as possible
after the board meetings?
• Are board meetings at the best time of the
year to properly discharge their duties?
• Do the board agenda setting process allow
for all the necessary matters to be included?
• Can and do management influence the
content of the board agenda?
• Is the board agenda structured to allow
sufficient time to discuss the most complex
and critical issues?
• Do board members receive agenda items
and supporting papers in sufficient time prior
to meetings?
• Are the board agenda supporting papers and
recommendations of sufficient clarity and
quality to make informed decisions?
• Are board meeting papers too voluminous?
15 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Corporate Governance
Board communications
• Is the quality of the board committee’s
communications to the board about
the committee’s deliberations assessed
regularly?
• Is there an assessment by the board of
the quality of the minutes of the board
committee’s meetings?
• Is the board well informed on a sufficiently
timely basis regarding the board’s
deliberations?
Composition, establishment and duties
• Do the board have written terms of reference
that adequately and realistically define the
board’s role?
ü Have board committee’s terms of reference
been adopted by the board?
ü Are terms of reference of board committee’s
reviewed annually to take into account
governance developments and the remit of
other committees within the organization?
ü Are changes to board committee’s current
and future Workloads discussed and approved
at board level?
Mr. Peter David Hamilton, FCCA.
Manager – Advisory
(Internal Audit, Risk and Compliance Services)
KPMG

Internal Audit managing costs and focus in a
downturn
31-May-2009
The Institute of Internal Auditors with Scientific
Accounting Association hosted very successful
seminar addressed by Jill Emney, Director at
Price WaterhouseCoopers on the topic “Internal
Audit managing costs and focus in a downturn”.
Jill recently moved to Qatar from Risk Assurance
practice in the UK for 12 years where she headed
Internal Audit in a 2 billion company.
Jill based her presentation on the findings of
PwC survey of 100 top companies and eloquently
pointed out what the downturn means to
auditors and how they should act to support
the management. “Boards should be looking
at their Internal Audit to provide the robust
scrutiny and assurance they need to navigate
through an exceptionally tough business climate
and increasingly uncertain risk environment” Jill
stated.
“The challenge of identifying a growing range
of emerging threats and rooting out any gaps
and weaknesses in control frameworks will take
Internal Auditors into potential unfamiliar areas
of strategic and business risk. This would require
sharper focus from the Auditors. It also demands
greater flexibility and improved efficiency in the
way auditors go about executing their job” she
added.
Some of the key findings Jill shared with the
audience include the scope of auditor’s work is
often too narrow to respond to the challenges
created by the downturn. Areas often missed
include IT, treasury management, which could
have immediate consequences in the slump. Only
22 % of the Audit teams sampled are confident
they have the expertise to deal with treasury,
liquidity, investments and pension risks.
16 Page Institute of Internal Auditors - Qatar Chapter News Letter March 2009
Recent Seminars in 2009
Jill also identified a number of areas where the
Internal Auditor can address the challenges faces
by CEO’s. These areas relate to cost reduction,
talent management, business productivity
enhancement, better quality information and
stakeholder collaboration.
A whopping 74% of Auditors time is still spend
on planned activities. With more automation
Auditors can reduce the planned activity time
spent and be more agile and flexible to support
the needs of the business.
“It is the 12th and last seminar for the term
2008-9 ending 31st May 09 and for the first time
this year a lady presenter could be sourced” said
Rajeswar Sundaresan President who chaired the
meeting.
President Assad Kanaan with Past President Rajeswar
Sundaresan & Presneter Jill Emney
“Self assessment for internal controls –
A powerful tool”
14 - June 2009
The Institute of Internal Auditors in Qatar in
cooperation with Qatar University’s Scientific
Accounting Association hosted a joint seminar
with the Institute of Chartered Accountants
from India’s Doha Chapter at the Ibn Khaldoon
hall, Qatar University on Sunday 14 June 2009.
The presenter, Mr. Kim Mansfield, a Chartered
Accountant from South Africa working in Rasgas
as Financial Advisor, delivered a very interesting.

application of the self – assessment concept
As a proponent of the benefit of Control Self
Assessment, Kim asserted that the Barings Bank
of London, could have been saved from its demise
caused by a rogue trader/dealer, Nick Leeson,
had control self assessments been a part of the
governance process.
Kim explained in detail how the process is followed
in Rasgas after touching on the elements of the
process as well as the standard self Assessment
work programs. The assessment teams develope a
generic work template for each functional areas
where they identify the risks, define the tests to
ensure controls exist and then document their
results. They try to assess each functional area
once every three years. This is indeed a powerful
management tool.
The teams are compiled of employees with
different backgrounds, but sufficient financial/
audit knowledge is embedded in each team as
they have several chartered accountants in the
pool. Naturally there is cross pollination as each
professional discipline is learning from the other
as well as from the function being assessed. Kim
stressed that this is not an audit, but surely a tool
for the internal auditors who also review the
results for their annual audit planning.
The results are formally discussed in a management
meeting. If deviations or exceptions were found,
they consider these as areas for improvement if
it is not a control violation. Kim warned that self
assessments should not be a punitive tool, but
rather be used as a training opportunity.
In conclusion, before he was addressing several
questions from the audience, Kim reiterated
that this process requires adequate resources, a
consistently applied formal process and then it
will create good training opportunities as well as a
compliance culture in the company. A compliance
culture is supporting good corporate governance.
17 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Recent Seminars in 2009
BOG with KIM Mansfield (Standing third from left)
“Cost of Capital and Cost of Insurance”
28th June 2009
The Institute of Internal Auditors in Qatar in
association with Qatar University’s Scientific
Accounting Association hosted a joint seminar
with the Institute of Chartered Accountants from
India’s Doha Chapter at Hotel La Cigale, Al Sadd
on Sunday 28 June 2009. The presenter Mr.Ian
Sangster, CEO QIC International LLC delivered an
interesting speech on the Cost of Capital and Cost
of insurance.
Ian elaborated on few of the principles that
are applicable to the insurance industry. How
does insurance companies works to mitigate the
possible risk by following proportional reinsurance
and non-proportional reinsurance in according to
its’ risk appetite. During his speech large range of
topics were covered in related with insurance i.e.
bankruptcy, underwriting principles, shareholders
value and facts to be considered while selecting
Insurance Company etc.
Ian stressed that to ensure that corporate cash
does not disappear into a mysterious black hole,
stakeholders must look for more reasonable and
sustainable returns or may be called moral return
on capital. In an ideal world one may perhaps
be able to convince the board of directors and
the shareholders that ‘the road less travelled is
the safer’. At the end all questions raised by the
audience were answered and clarified by Ian.

The Institute of Internal Auditors held its 5th
Annual General meeting for 2009 along with
special business Certification Ceremony and
recognition of 400th member.
Richard E Turner CFO-CIS with Qatar Financial
Centre Authority (QFCA) was declared as the
400th member enrollment for the chapter.
Membership building and retention was in prime
focus and 104 members were added during the
last term.
Richard E Turner receveing the award
The Board of Governors was elected and sworn
in. Chris Adonis, nominating committee chairman
conducted elections as per the constitution and
Bylaws. Assaad Kanaan Group Chief Executive
of Qatar National Bank took over as President
“New Board positions were created for
dedicated attention for special interest groups
18 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Annual general meeting &
Certification ceremony
as well as advocating the profession. The Qatari
Board members are well interested to handle
intricacies of internal audit leadership” said
Sundaresan Rajeswar outgoing president. The
Board members are Robert Abboud, Godfrey
Ristow, Don Felix, Girish Jain, Oliver Nordal,
Sivaji Ganish, Jeypriya Partibhan, Muralikrishna,
Ramesh Desikan, Hassan Al Marri, Peter Mogan,
Mustafa Zacour, Hassan al Mulla, Hisham
Zeitouny and Murtaza Jawadwala Rajeswar said,
“With impressive ten seminars, three workshops
and a first national conference, internal audit
profession in Qatar attained needed elevation
with quality, awareness and advocacy efforts”.
The Chapter also honored two candidates who
passed Certified Internal Auditor Examination
during Jan-March 09. Demetrio Quiboloy Cortez
Jr. of Qatar Petroleum and Wael Refaat Ibrahim
of Silatech were presented certificate by Sivaji
Ganesh Education Chairman. CIA is the highest
recognition in the field of Internal Auditing.
Excerpts from and Interview given to a Gulf TV
channel by our Chapter President Mr. Assad
Kanaan.
 Board of Governors 2009

Newly elected board of Governors

Demetrio Quiboloy Cortez Jr. and Wael Refaat Ibrahim receiving CIA certificates

19 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 Internal Audit
Highlights of President Assad Kanaan’s interview to a Gulf TV

Definition of the Internal Audit ‫مهمة التدقيق الداخلي‬

ّ
Internal auditing is an independent, objective ‫مهمة التدقيق الداخلي هي القيام مبراجعة كافة �أن�شطة‬ ّ ‫�إن‬
assurance and consulting activity designed to add ‫امل�ؤ�س�سة و�إبداء الر�أي وامل�شورة ب�شكل مو�ضوعي وا�ستقاللية‬
value and improve an organization’s operations. It ‫تامة على نحو ي�ضفي مزيدا ً من القيمة امل�ضافة لتح�سني الأداء‬
helps an organization accomplish its objectives by .‫وتفعيل �إجراءات الرقابة و�إدارة املخاطر‬
bringing a systematic, disciplined approach to evaluate
and improve the effectiveness of risk management,
control, and governance processes.
The following are the main tasks of the Internal Audit ‫ومن �أهم م�س�ؤوليات �إدارة التدقيق الداخلي يف امل�ؤ�س�سات‬
Department in the financial institutions: -:‫املالية‬
• Safeguard the institution’s assets. .‫ حماية موجودات امل�ؤ�س�سة‬ 
• Provide information about the adequacy ‫ توفري املعلومات عن مدى كفاية وفعالية الرقابة الداخلية‬

and efficiency of the internal control and the quality .‫وجودة الأداء‬
of performance. ،‫ الت�أكد من التزام الإدارات والفروع بتعليمات الإدارة العامة‬
• Ensure compliance by the departments and branches .‫وال�سلطات الإ�رشافية‬
to the directions of the general management, and ‫ امل�ساعدة بتقدمي النّ�صح وامل�شورة والتو�صيات وذلك لتفادي �أي‬

regulatory bodies ‫�أخطاء �أو �أخطار حمتملة‬
•Assist in giving advice, consultation and
recommendations to avoid any mistakes or potential
risks.

Independent opinion ‫ا�ستقاللية الر�أي‬

It means to segregate the audit function from other ‫ف�صل تابع ّية �إدارة التدقيق الداخلي من الإدارة التنفيذية‬
Executive Management and make it an independent ‫وجعلها �إدارة م�ستقلة �أو حيادية تتبع مبا�رشة للجنة التدقيق‬
and neutral department reporting directly to the ‫ وترفع تقاريرها مبا�رشة �إىل‬،‫الداخلي املنبثقة عن جمل�س الإدارة‬
Audit Committee of the Board of Directors, and .‫رئي�س و�أع�ضاء اللجنة و�إىل كل امل�س�ؤولني املعنيني بامل�ؤ�س�سة‬
issuing reports directly to its Chairman and members
and all the concerned managers in the institution.

Principles that
‫مبادئ التدقيق الداخلي‬
govern Internal Audit

Compliance with the Code of Ethics, best practice ‫االلتزام مببادئ وثيقة �سلوكيات و�أخالقيات املهنة و�أف�ضل‬
and international audit standards recommended by ‫املمار�سات املعتمدة ومعايري التدقيق العاملية ال�صادرة من‬
professional organizations and associations. ‫املنظمات واجلمعيات املهنية‬

20 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009

Highlights of President Assad Kanaan’s interview to a Gulf TV
Internal Audit of
today and of the past
The profession of Internal Audit has evolved a lot
due to the increase of potential risks, the variety
of products and services offered to customers, in
addition to the development in Technology. This
lead to an increased interest in the Internal Audit and
the internal control systems.
Internal Audit has now become more efficient
through its connection and focus on the Risk Based
Audit. In addition, it assesses these risks, sets plans
and appropriate programs, knowing that the major
requirements of the Corporate Governance and
Basel Recommendations now are to ensure the
efficiency of the internal control systems and Internal
Audit, since many standards and procedures have
been issued in this regard.
The Internal Auditor is not an internal
policeman
The responsibilities of the Internal Audit include giving
consultancy and advice to all persons in charge of
managing the institution, no matter what their grades
are and to the Audit Committee of the Board of
Directors , giving assurance on the operations safety,
the institution activities and specially the internal
control systems. The Internal Auditor can also give
his opinion in the institution’s products, procedures
and systems applied therein.
The improvement of the
Internal Audit profession
The Internal Auditors Institute opened a branch in Qatar
in February 2005. This is an Institute acknowledged
worldwide in this domain; one of its main tasks is
to spread awareness about internal auditing, risks
management and corporate governance. The Institute
also gives specialized seminars to its members regularly,
and to the profession’s community, aiming at the
enhancement of awareness and the efficiency of the
internal auditing systems within companies. In addition, it
promotes exams to persons wishing to obtain professional
21 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
Internal Audit
‫التدقيق الداخلي احلايل وال�سابق‬
ّ ً ‫تطورت مهنة التدقيق الداخلي كثريا‬
‫عما كانت عليه بال�سابق‬
‫ويرجع ال�سبب يف ذلك �إىل ازدياد املخاطر املحتلمة وتنويع املنتجات‬
،‫واخلدمات املقدمة للعمالء بالإ�ضافة اىل التطور التكنولوجي‬
‫الأمر الذي �أ ّدى �إىل زيادة االهتمام بالتدقيق الداخلي و�أنظمة‬
.‫الرقابة الداخلية‬
‫�إن التدقيق الداخلي �أ�صبح الآن �أكرث فعالية من خالل ارتباطه‬
‫ عالوة على ذلك‬RISK BASED AUDIT ‫وتركيزه على املخاطر‬
،‫تقييم تلك املخاطر و�إعداد اخلطط والربامج املنا�سبة مقابلها‬
‫علما بان �أهم متطلبات احلوكمه وتو�صيات جلنة بازل يف الوقت‬
‫احلا�رض هي الت�أكد من فعالية �أنظمة الرقابة الداخلية والتدقيق‬
‫ حيث ثم �إ�صدار عدد من املعايري والإجراءات يف هذا‬،‫الداخلي‬
.‫املجال‬
‫املدقق هو لي�س �رشطي داخلي‬
‫لأن من م�س�ؤوليات املدقق الداخلي هو تقدمي الـم�شورة والن�صح‬
‫لكافة القائمني على �إدارة امل�ؤ�س�سة مبختلف م�ستوياتهم‬
‫وللجنة التدقيق املنبثقة من جمل�س الإدارة مبا يكفل �سالمة‬
‫عمليات و�أن�شطة امل�ؤ�س�سة و�أنظمة الرقابة الداخلية على‬
‫ كما ميكنه �إبداء الر�أي يف منتجات امل�ؤ�س�سة‬،‫وجه اخل�صو�ص‬
.‫والإجراءات والأنظمة املعمول بها يف امل�ؤ�س�سة‬
‫لتفعيل مهنة التدقيق الداخلي‬
،‫م‬2005 ‫مت افتتاح فرع يف قطر ملعهد املدققني الداخليني يف فرباير‬
‫ويعترب من املعاهد املهنية املعرتف بها عامليا ً يف جمال التدقيق‬
‫ حيث يتوىل مهام التوعية ب�ش�ؤون التدقيق الداخلي‬،‫الداخلي‬
‫ كما يقدم املعهد‬.‫وح ْو َك َمة ال�رشكات‬
َ ‫و�إدارة خماطر الأعمال‬
‫النّدوات املهن ّية املتخ�ص�صة ب�صفة دورية �إىل �أع�ضائه و�إىل‬
‫املجتمع املهني ممّا يع ّزز نظام التوعية وفعالية �أنظمة ال ّرقابة‬
‫ ي�شجع املعهد االختبارات‬،‫ عالوةً على ذلك‬.‫الداخلية لل�رشكات‬
‫الدورية للأفراد الراغبني يف احل�صول على ال�شهادات املهنية‬
CIA, CCSA,(‫املتخ�ص�صة يف التدقيق الداخلي مثال الـ‬
‫) كما �أ ّن عدد القطريني املنت�سبني حاليا ً لهذا‬CFSA, CGAP
 specialized diplomas in internal auditing, such as CIA,
CCSA, CFSA, CGAP. The number of Qatari members
is increasing continuously. and everybody is encouraged
to register, to obtain internationally acknowledged
certificates. I take this opportunity to invite all Qatari
persons to join the auditing profession and to guide
them through this dynamic and important field to all
institutions, in order to gain enough experience to
prepare them for leading positions in the future.
‫املعهد يف تزايد م�ستمر وهناك ت�شجيع علـى الت�سجيل فيه‬
.‫للح�صول على ال�شهادات املعرتف بها عامليا‬
‫ومن هذا املنرب �أدعو القطريني لاللتحاق مبهنة التدقيق وتوجيههم‬
‫واملهم بالن�سبة للم�ؤ�س�سات‬
ّ ‫نحو هذا املجال الديناميكي‬
ّ‫ي‬
‫لتول املهام‬ ‫الكت�ساب اخلربة الكافية التي تخ ّولهم م�ستقبال‬
.‫القيادية‬

Tools that assist Internal Audit ‫�سبل حتقيق �أداء متم ّيز يف‬
in delivering its mission
in the best manner :‫التدقيق الداخلي‬

ü First: A Business plan based on a prior study. ‫ وجود خطة عمل مبن ّية على �أ�سا�س‬:‫ �أوال‬ü
ü Second: Mutual cooperation between .‫ درا�سة م�سبقة‬
auditors and the audited departments, to ‫ التعاون املتبادل بني املدققني والإدارات‬:‫ ثانيا‬ü
obtain all necessary information for the ‫ املدقق عليها واحل�صول على كل املعلومات‬
task’s completion. .‫املهمـة‬
ّ ‫ الالزمة لأداء‬
ü Third: Highly qualified auditors, with sufficient ‫ وجود مدققني خمت�صني ذوي خربة‬:‫ ثالثا‬ü
experience, excellent skills and qualifications to ensure ‫ كافية ومهارات وكفاءات عالية لتنفيذ‬
the business plan is implemented as required. .‫ خطة العمل على الوجه املطلوب‬

The latest achievements which were

‫االجنازات التي متّت م�ؤخرا ً بالن�سبة لتطوير مهنة‬
accomplished in the area of the
:‫التدقيق الداخلي يف بنك قطر الوطني‬
advancement of Internal Audit in QNB
We took the initiative of hiring an international ‫بادرنا بتكليف �رشكة ا�ست�شارية عاملية للقيام بتقييم جودة‬
consultation company to conduct a quality ‫�أداء �إدارة التدقيق الداخلي مقارنة مع املعايري الدولية من �أجل‬
assurance review of Internal Audit function ،‫تطوير تلك املهنة مبا يتواكب مع التطورات وامل�ستويات العاملية‬
based on International Standards, to develop ‫وهذا الإجراء يعترب خطوة �إيجابية لتطوير املهنـة بامل�ؤ�س�سة ممّا‬
this profession in line with the international ‫ي�ساعد على فتح �آفاق جديد لأ�سلوب العمل واال�ستمرارية يف‬
standards. This measure is considered a positive .‫العمل بكفاءة و�إتقان‬
one to develop this profession within the
institution, to help in giving a new horizon for a
work methodology and continuity with efficiency
and perfection.

22 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 Speakers at the Conference

23 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009
 CBOK Results Will Ensure That
Internal Auditing Remains a Relevant Profession

The Institute of Internal Auditors Research Foundation (IIARF) has conducted summary. Furthermore, we had over 100 internal audit practitioners from
the most comprehensive and global study ever conducted about the internal
around the world review our findings and provide feedback and comments.
audit profession. It has produced a rich database of information that will be
Each comment we received was evaluated and the fact that so many people
known as the Common Body or Knowledge. In July 2007, the preliminary
have provided us with feedback means that the complete research report will
results were premiered at The Institute of Internal Auditor’s (IIA) International
be much stronger.
Conference in Amsterdam, Netherlands as a two-chapter summary titled A
Global Summary of The Common Body of Knowledge 2006.
What thought process was used when developing the survey
questions for CBOK?
Jeffrey Swerdlow, CBOK Project Manager, shares his thoughts on CBOK and
what it will mean to the internal audit profession.
The researchers first performed an extensive literature review of past studies
and surveys. We also spoke at length with all the various stakeholders in the
As the project manager for CBOK what was your biggest
project. We then compiled the results and began to mold it into a survey. When
challenge?
writing the questions, we kept asking ourselves, “What information will this
question provide us?” and “How will this information be used?” If we did not
CBOK is the largest project ever undertaken by The IIARF. Because of the
believe that the information from a question would be useful and actionable, we
potential impact of CBOK, the most challenging part was initially creating a list
removed or adjusted the question.
of all the various stakeholders. This is a critical project management task and is
often one of the biggest challenges in any project.
What are some of the “fast facts” about CBOK?
How was the decision made to create CBOK and who was
I am very proud to say that CBOK 2006 is the largest and most complete
involved in the decision making process?
study of the internal auditing profession ever to be completed. In fact, when
compared to previous studies, CBOK 2006 has no equal.
The IIA realized that the rapid growth of internal auditing around the world has
drastically changed the picture of how the profession is practiced. Although we
We received over 15,000 responses to our surveys. After extensive data
know what we believe internal auditors should be doing and we have studied
cleansing with the help of an independent statistical consultant, we ended up
pieces of what kind of work they do, there was no “big picture” in place to look
with a final database with 9,366 respondents. Responses were received from
at the overall state of the profession around the world. For The IIA to remain
every continent on the planet with the exception of Antarctica.
the leading advocate of the profession, it is critical that we understand exactly
what is happening with internal auditing around the world.
We had responses from 144 of our chapters in North America and responses
from 90 of our IIA Affiliates from outside North America. CBOK was delivered
This provided the momentum for The IIARF to begin looking at what it would
in 17 languages (English, Spanish, French, German, Portuguese, Italian, Swedish,
take to capture the state of the internal auditing profession around the world.
Polish, Bulgarian, Czech, Russian, Turkish, Arabic, Traditional Chinese,
At the same time, our past President, William Bishop, III, CIA passed away and
Simplified Chinese, Japanese and Indonesian.)
a memorial fund was set up to honor his legacy. Everyone at The IIA knew that
Bill was an ardent supporter of internal audit research and that this kind of study
By far the biggest accomplishment was the truly global nature of the study. In
would provide a fitting tribute to his legacy.
fact, we received more responses from outside North America than from within
North America! The IIA is determined to be the global voice of the profession
How do you plan to release the results of CBOK?
and CBOK has demonstrated our commitment to world-wide engagement. I
The initial results from CBOK will be released in several formats:
must thank all of our Affiliate organizations, as they are the true reason we had
such great global participation. I am proud of our partnership with them on this
Each Affiliate that participated in CBOK and had a statistically significant
project and I hope that we will continue to build on this accomplishment.
number of their members take the survey will receive a customized report
detailing all of the responses from their members. In this manner, we hope
Will CBOK be repeated?
our affiliates will use the information to further educate their members and
promote the profession in their geographic areas.
Our current plan is to repeat CBOK every three years. We hope to expand the
project each time to represent the evolution of the profession. Future studies
At the International Conference in Amsterdam, we will be releasing
will allow comparison to the CBOK 2006 database and will show us trends in
a special Preview Edition of A Global Summary of the Common Body
the profession.
of Knowledge 2006. This will act as a preview of the complete research
report which will be available later in 2007. The complete research report
will provide a global-level summary of the findings from the study.

CBOK will provide data to our international committees and our staff so
that they may begin to utilize this wealth of knowledge to enhance the
profession and The IIA. We are committed to providing all areas of The
IIA with the data they need to more effectively service our members and
the profession.

We are very fortunate to have had a talented team of 14 researchers from

around the world who worked on CBOK. I am especially proud of our lead
research team, Priscilla Burnaby, Susan Hass and Mohammad Abdomohammadi,

who did an amazing job working with all of the data and compiling it into a global www.theiia.org

24 Page Institute of Internal Auditors - Qatar Chapter News Letter July 2009