The Maturity Assessment turns the Internal Audit Activity into a driver of accelerated innovation, advocating pioneering concepts and forward-looking practices, whilst heeding expectations for organizational, technological and methodological breakthroughs

Maturity assessment 1


To achieve what?

Keep reinventing the range of Internal Audit services to fully meet the evolving demands of stakeholders

Deploy a critical, ‘out of the box’ thinking process leading to innovative action geared toward efficiency

Demonstrate your ability to generate and deliver governance, risk management and internal control solutions

Accelerate the Internal Audit function’s transformation and adjustment to a turbulent environment

Build an audit community meeting the highest standards of human and technological skills

Key success factors

A model addressing key challenges that the Internal Audit profession is bound to face

An approach fostering a higher level outlook, anticipation and clarification of needs

A team of seasoned consultants in the development and implementation of leading practices

A priority given to alignment with strategic developments of the organization

Maturity Evaluation > anticipate and roll out innovating practices


Maturity assessment 2


The approach: a set of actions to build an

Performing a broad assessment of strengths and weaknesses, opportunities and threats

Carry out a 360° scan of the interactions of the Internal Audit function

Capturing in an extensive and structured way the requirements and expectations of stakeholders

Considering innovation strategies over the entire scope of the organization

Establishing a roadmap to move from the current maturity level to the targeted stage of innovation

Ensuring the backing of stakeholders and closing the feedback circuit with themd structure


In what context should a Maturity Assessment be performed?

Change in senior management / organizational transformation programme

Regulatory developments / changes in the business environment

Obsolescence of audit methodology / deficiencies or material weaknesses in internal control

New Chief Internal Audit Executive / Evolving competency model or Internal Audit staffing

Maturity assessment 3


For which investment return?

Refocusing Internal Audit on creation of shareholder value

Effectively auditing the factors that contribute to protecting shareholder value

Developing the pro-activeness of Internal Audits faced with emerging risks

Streamlining interaction and communication with IA stakeholders

Increasing the returns on human resources investment through attractiveness, improved retention and development opportunities


Hubert Lugagne Delpon

Group Head of Internat Audit - Rothshild&Co

Rothschild & Co en tant que compagnie financière inclue dans son périmètre de consolidation plusieurs établissements de crédit et exerce des activités fortement régulée. Elle est supervisée au plan global par l’ACPR et localement par plusieurs autorités de contrôle par exemple en Grande Bretagne et en Suisse. A ce titre, tant du point de vue …

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