Senior Audit Manager

• Lead a portfolio of audits (in the region of 15 per year) which are identified at the beginning of the year, which the SAM is accountable for planning and delivering end-to-end with limited supervision. Accountabilities for managing the portfolio of audits include:
• Working with the GHoA to identify and agree the relevant portfolio of audits from the Audit Programme.
• Schedule the audits with the business with respect to timing, locations and key points of contact.
• Actively manage a range of business relationships to support delivery of the portfolio of audits.
• Allocate Internal Audit resources, including agreeing Audit Leads, resolving resource conflicts and identifying requirements for 3rd party support.
• Direct, Manage and proactively support the end-to-end delivery of each audit (Scoping, Planning, Execution, Reporting and Closure) in line with GIA methodology, coordinating the Audit Lead, rest of the audit team and the business.
• Coach Audit Leads and Team Members in delivery of audit work.
• Being a ‘Hands-On’ manager monitor and report on progress of portfolio of audits and using judgement intervene on performing audit execution and delivery as required and escalate to GHoA relevant matters as appropriate.
• On an “as needs” basis directly engage in delivery of audits through executing audit work where the team lack the capacity or capability to complete.
  

Other Internal Audit Activities

• Annual Audit Programme planning – the SAM will lead or directly support the development of the Annual Audit Programme, including identifying risk-based audits in their area of expertise/business.
• Manage/perform (as needed) the verification of Agreed Management Actions for Findings from their audits and support broader team to close out their verification.
• Prepare relevant sections of quarterly reports to Management and the Board (e.g. Group Executive Committee and the Audit Committee). This could include updating data, writing sections of reports, developing insights and themes etc.
• Internal Audit continuous improvement/Transformation activities – support development of the programme and complete assigned activities.
• Business relationships – hold relationships with a range of people (up to and including Group Executive Committee members) in the business both verbal and written to help facilitate GIA access to information and people, deliver portfolio of audits and identification of risk-based audits for future years.
• Live the Petrofac Values and operate to high ethical standards – we access confidential information and are visible across the Group, so we must operate to the highest standards.