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Managing a

Global Audit function

MOVIE

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Introduction speaker

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1. External Audit:

• KPMG 9 years Financial Audit

2. Finance

• Ahold 2 years Vice President Accounting & Reporting

• Burg Industries 6 years Group Controller, CFO

3. Internal Audit:

• Heerema 2 years Manager Internal Audit

• Ahold 1 year Vice President Internal Audit Europe

5 years Senior Vice President Internal Audit

• Heineken 5 years Executive Director Global Audit

30 years experience

Agenda

• Heineken at a glance

• The Global Audit journey

• Do’s and Dont’s

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Heineken at a glance

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• Diverse system landscape

• Large investments

• Change programmes

Global Audit adding value

Audit Governance, Risk & Compliance (GRC)

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CHANGE MANAGER

Lines of defence

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Internal Control

The journey

Structure, Staffing, Methodology, Rating & Reporting

Local Audit journeyAudit Manual

Audit toolQA reviewAudit academy

Audit ManualPeople flow IIA quality

assessment2011: 45 FTE

2012: 52 FTE

2013: 55 FTE

2014: 65 FTE

2010: 12 FTE

2015: 55 FTE

Internal Control

Risk Management

Business Conduct

Heineken Rules

GRC

AUDIT

Follow up tool

Audit activities

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Agree upon audit universe and audit activities

Brewery audits

Integrated process audits

Project audits

IT audits

Special Investigations

Financial Reporting audits

Full scope audits

People and Locations

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Central?

Decentral?

Staffing?

People

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Global Audit Leadership Team55 fte

50% / 50%

> 20 nationalities

20% IT auditors

• > 40% have businesss experience

• 65% professional auditors

• 50% hired inside, 50% external

• Rotational program from/to the business

Tooling & Follow up

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Global Audit Tool Control Self Assessment tool &

Issue and Task management tool

+ SAP GRC

+ ACM

+ ...others

Branding the function

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CommunicationInternal Audit:

• Stakeholder Attitude Yardstick (SAY)

• Real Drives/Management Drives

• Yammer: Global, 2nd and 3rd line

• Cascade Packages: after meetings

• Conferences: Global and Regional

• Training sessions, webinars, conference calls

HEINEKEN organisation

• Audit report, findings, actions, timelines, issue & task owners

• Quarterly summary reports per region, function and total group

• Reporting of good practices

• Alerts

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Do’s and Dont’s

Do’s

• Define the journey

• Brand the function

• Be clear about role and position

• Understand the business

• Agree upon the level of assurance

• Ask feedback from stakeholders

• Benchmark the function

Dont’s

• Take yourselves to serious

• Use a standard approach

• Use audit language

• Focus on finding or rating: follow up!

• Forget to take your moments of fame

• Get in your comfort zone

• Forget why you are there.

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