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Business Idea: Shamrock Audit Firms

No, it is not St. Patrick’s Day and we are not going to praise Guiness in this article J

I am currently studying different forms of business organisation and try to apply this knowledge in the field of audit. I was interested by Handy’s concept of shamrock organisation, which is defined in BPP P3 study text as follows:

     “The shamrock organisation, or flexible firm, has a core of permanent managers and specialist staff supplied by a contingent workforce of contractors and part-time and temporary workers.”

Thus, in this post I would like to discuss the concept of flexible firms, which might change not only the value chain and network of audit firms, but also the whole audit market.

Problems

Audit businesses face number of problems:

1.     Financial crisis – clients less keen on paying for audit and there is the necessity to cut costs;

2.    New Legislation – the split of audit and advisory services would lead to problems in staff utilization. Firms might face the issue of overstaffing or understaffing (before it was more leeway to balance advisory and audit projects).

3.   Employee expenses – as a result of the two issues above, fixed expenses related with employees become burdensome for audit firms. Fixed salaries, pension schemes and other elements of package expose pressure on profit.

4.      Efficiency – are resources invested in junior staff employees show real pay off?

5.   Focus – to pick up appropriate people for audit job accounting firms should  maintain comprehensive recruitment department, waste  time of managers involved in the process, which might seen as waste of resources and shift of focus from delivery of quality services.

I think that flexible firm structure might help to address these problems and change marker

Answer: Concept of Shamrock Organisation

The shamrock concept comprises four so called leaves or elements.

The first leaf is professional core, which consists of professionals defining organization’s core competence. In audit firms it could be employees above manager assistant level or even higher grade staff. They would elaborate methodology, business processes, communicate with clients on major negotiations, review audits and sign up audit reports, establish and implement strategy.

The second element is self-employed professionals and technicians. For audit firms it could be extremely relevant element. IT services might be outsourced and there no need to be reliant on huge army of salary-paid IT specialists; tax, legal, valuation personnel and audit seniors could be hired separately for each audit project. To satisfy demand for these services freelancers as well as specialised firms could be hired.

The third leaf is contingent work force. The hire of this type personnel would totally depend on the external demand for audit firm’s services. I always wandered why audit firms hire people with higher education to do stock counting or cash section audit? Give me a week or two and I will teach secondary school graduates how to audit not only above mentioned sections but also receivables, payables, and even deferred taxes provided that these guys would know that 2x2=4 and more or less have common sense.

Thus, the contingent work force would cover the work of junior level staff, second and third year associates; this might include also the work of senior auditors in some cases (small project; tightly controlled by manager).

The forth element is supposed to be the contribution of consumers. Indeed, unlike other industries there are whole bunch of opportunities for better interaction with client in audit, e.g. audit committee, internal audit departments. I am going to expand this idea further.

            

Practical Implications

The question is rather simple: how is this model going to work? I would outline following solutions:

·    Active markets of freelance professionals;

·    Human resources (staffing) firms specialising in recruiting and training staff in certain area. For example, such kind of company might develop diverse skills in secondary school graduates and utilize this employees’ hours efficiently by outsourcing them both to audit, advisory, financial and other firms (e.g. data input/processing centers; call centers). Thus, the contingent work force could be provided by special HR firms;

·    Overseas professionals. The new developments in IT and communication allow audit firms to transfer part of work to overseas professionals achieving economy in costs. Tax section and legal contact within audit project could be easily reviewed by specialist in China or India for less fee with the same quality.

·   Consumer intervention. The model might provide client with means to influence costs. For example, there are two HR firms (A and B) providing contingent work force for audit services: A has brand name, B is less known but charges lower fees. An audit firm might provide opportunity to client to chose the firm (A or B) to be included into audit budget.

The implementation of shamrock concept might lead to rise of staffing firms specialising on low skilled financial employees. Audit firms would be focused on recruitment experienced high skilled professionals. The necessity in audit seniors (also known as “audit executives” or “assistant managers”) could be liquidated: the managers should be able to undertake some tasks and delegate less complicated issues to temporary workers.

The exchanges (analogy to stock exchanges) of professional and semi-professional labor should become more developed, elaborated and structured. They should provide businesses/audit firms with access to information about freelancer’s previous works, rate per hour, references. There are professional and freelance internet projects (e.g. Odesk or LinkedIn), but they are patchy and not so developed as commodity or stock exchanges.

I would be glad if you share your thoughts on this subject. May be you have some reservations regarding this idea or you might offer the other ways to make audit business more profitable and professional

References

BPP. (2011). Paper P3. Business Analysis. Study Text. London: BPP Learning Media Ltd.

Disclaimer:
"This group is not associated with or approved by ACCA and the views expressed on this page do not necessarily reflect the views of ACCA".

Audit Method: Audit of Environmental Compliance

According to INTERNATIONAL AUDITING PRACTICE STATEMENT 1010 “Environmental audits” are becoming increasingly common in certain industries. The term “environmental audit” has a wide variety of meanings. They can be performed by external or internal experts (sometimes including internal auditors), at the discretion of the entity’s management. In practice, persons from various disciplines can qualify to perform “environmental audits.” Often the work is performed by a multi-disciplinary team. Normally, “environmental audits” are performed at the request of management and are for internal use. They may address various subject matters, including site contamination, or compliance with environmental laws and regulations. However, an “environmental audit” is not necessarily an equivalent to an audit of an environmental performance report.

With respect to the entity’s compliance with environmental laws and regulations, the auditor’s purpose is not to plan the audit to detect possible breaches of environmental laws and regulations; nor are the auditor’s procedures sufficient to draw a conclusion on the entity’s compliance with environmental laws and regulations or the adequacy of its controls over environmental matters. To conclude that an entity operates in compliance with existing environmental laws or regulations ordinarily requires the technical skills of environmental experts, which the auditor cannot be expected to possess.

It is management’s responsibility to ensure that the entity’s operations are conducted in accordance with laws and regulations. The responsibility for the prevention and detection of noncompliance rests with management (ISA 250, paragraph 9). In this context, management has to take into account:

• Laws and regulations that impose liability for remediation of environmental pollution arising from past events; this liability may not be limited to the entity’s own actions but may also be imposed on the current owner of a property where the damage was incurred by a previous owner (“vicarious liability”);
• Pollution control and pollution prevention laws that are directed at identifying or regulating sources of pollution, or reducing emissions or discharges of pollutants;
• Environmental licenses that, in certain jurisdictions, specify the entity’s operating conditions from an environmental point of view, for example, a specification of the maximum levels of emissions; and
• The requirements of regulatory authorities with respect to environmental matters.

Practice

If the auditor suspects there may be non-compliance, the auditor shall discuss the matter with management and, where appropriate, those charged with governance. If management or, as appropriate, those charged with governance do not provide sufficient information that supports that the entity is in compliance with laws and regulations and, in the auditor’s judgment, the effect of the suspected non-compliance may be material to the financial statements, the auditor shall consider the need to obtain legal advice.

Audit Firm: EY Ireland Managing Partner

Mike McKerr has been Managing Partner of EY Ireland since 2009, responsible for the Republic of Ireland and Northern Ireland.  During his career with the firm, he worked in the US and UK, and was a partner in EY’s M&A division.

EY REPORTED STRONG GROWTH IN THE YEAR TO JUNE 2015. TO WHAT FACTORS DO YOU ATTRIBUTE THIS OUT-PERFORMANCE?

Posting more than 33% growth in the last two years is a significant achievement, and we are very pleased that it’s all been organic growth. The momentum in our business today is down to our long-term investment strategy and the decisions we took during the downturn. For example, we did not make any redundancies but increased market activity and upskilled our people to work across new areas. This strategy has certainly paid off, and over the last two years we have admitted 14 new partners and have recruited top talent across experienced and graduate hires.

We continue to see robust growth in our core audit services in addition to strong demand for broader assurance services, including Data Analytics and Fraud Investigation and Dispute Services (FIDS), which grew more than 40% in FY15.  Based on the latest transparency reports, EY is now the second largest audit and assurance business in Ireland.

Change continues to be a key focus for our domestic and international clients, driven by both the need to control costs and remain competitive, but also to ignite growth and penetrate new markets.  We invested heavily in new areas including Data Analytics, Assurance, Centres of Excellence and Performance Improvement.

The PI team in Advisory led by Frank O’Dea, continues to grow due to an increase in demand for business transformation, process improvement and IT change management services. The PI team alone now employ over 200 people working across public and private sector clients, improving key business functions to achieve significant and sustainable improvement in enterprise-level performance.

But our success is about much more than financial results. It is also about our people, who continue to deliver exceptional client service. EY has a leading people culture and a transformational approach to developing talent. The firm continues to accelerate investment across the organisation and intend to acquire additional new office space in a number of Irish locations over the coming months to cater for their growing numbers.

By focusing on our people agenda, we have been able to create real momentum both inside and outside the organisation. It’s a virtuous circle – we enable them to deliver exceptional service, which strengthens our client relationships, helps us to capture market share, and this growth creates career opportunities for our people.

EY IS DOING PARTICULARLY WELL WITH AUDIT WINS. WHAT’S THE REASON FOR THAT? WHAT’S YOUR VIEW ON PROPOSALS FOR STATUTORY ROTATION OF AUDITORS?

EY had several fantastic audit wins in FY15, which reflects the significant investment made globally and locally to innovate our audit service through the use of analytical tools. Collectively our Audit and other Assurance services grew 16% in FY15, driven by excellent performance across our core Audit business, Fraud Investigation and Dispute Services and Data Analytics.  We will continue to invest in these areas.

Regulatory change, particularly audit rotation, will continue to alter the audit market for some years to come and we believe innovation and data analytics solutions will be in increasing demand.

European legislation on audit reform enacted in April 2014 will come into force in Ireland from June 2016 in the form of a new EU regulation and amendments to the existing EU Audit Directive on statutory audit. The objective of the reform measures is to ensure the objectivity and independence of auditors and includes the requirements for the mandatory rotation of audit firms on public interest entities.

These significant audit reforms will affect the auditing profession, the entities we audit and our relationships with our clients and the regulatory authorities who supervise us. We have actively engaged on these changes with the legislators and regulatory authorities, including making submissions to reflect the views of EY Ireland.

We are committed to supporting regulatory change which is appropriately proportionate for financial statement preparers and their auditors, and which ultimately strengthens public confidence in the audit model. EY Ireland will therefore continue to support regulatory change that enhances stakeholder confidence.

EY IS A BIG 4 FIRM THAT MULTINATIONALS GO TO. HOW CAN IRISH SMES BENEFIT FROM USING YOUR SERVICES TOO, AND CAN THEY AFFORD IT?

Critical to our market leading growth in Ireland is combining our global strength together with deep local connections in each of our offices across Ireland.  Our ability to collaborate internationally helps both multinational and entrepreneurial clients expand across borders.

While FDI can be a critical enabler of growth, it is equally important to help Irish companies become global players in their own right. The EY Entrepreneur Of The Year programme is the leading business award in Ireland and represents a unique business development and support network opportunity for entrepreneurs across the island of Ireland.

Our annual EOY CEO retreat is designed to take entrepreneurs out of their comfort zone and challenge them to think differently about their business.  Attendees are given the opportunity to expand their leadership skills, forge links to new markets and develop their own successful strategy for growth in addition to developing an invaluable network of peers.

Change continues to be a key focus for EY clients of all sizes, driven by both a need to control costs and remain competitive, and to ignite growth and penetrate new markets.

The diversity of our service offering and international reach means that we have a broad spectrum of experience to offer indigenous and multinationals alike. In this way, we can transfer our expertise of working with large multinationals to Irish SMEs, focusing on improving key business functions to achieve significant and sustainable improvement in enterprise-level performance.

STABLE GOVERNMENT SINCE 2011 IS ONE FACTOR CREDITED FOR RENEWED BUSINESS CONFIDENCE. IS THIS ISSUE OVER-STATED, OR IS STABLE GOVERNMENT REALLY THAT IMPORTANT FOR ECONOMIC GROWTH GOING FORWARD?

A number of factors have contributed to the economic growth that Ireland has enjoyed in recent years – among them is confidence and having a stable government in place. Having a stable economic environment has helped to reassure both Irish firms and external investors that it is safe to invest, takes risks and pursue new opportunities. During 2016, we expect to see a strengthening domestic economy, and continued export growth further enhance business confidence.

Late last year, we carried out a survey with our EOY community.  The survey shows that over half of the entrepreneurs surveyed have conducted business with other members of the EOY community, demonstrating the importance of professional networks in creating a supportive climate for doing business in Ireland. Furthermore, a skilled and educated workforce, low corporation tax rates and government support were listed as the biggest enablers to doing business in Ireland.

It therefore vital for government, industry and academia to understand the specific challenges facing entrepreneurs and to collaborate to solve problems, address legislative and cultural barriers to success, and together shape the future of entrepreneurship in 

Ireland.

Reference: 

http://goo.gl/vbMiYn

Audit News Briefing: 26 July 2016

Audit-is-cool is pleased to accumulate and provide its readers with the news on audit and related topics:

July 20, 2016

Accounting Today (Debits&Credits)

Internal Auditors Move to Combat Cyberattacks

New Report – Institute of Internal Auditors: Growing Role of Internal Audit Profession in Cybersecurity

The kind of support needed:

·         Not simply focused on prevention.

·         Setting and management of expectation.

·         Helping the company assess readiness in dealing with the inevitable.

IIA President and CEO Richard Chambers: “What we continue to find is that cybersecurity is recognized almost universally as one of the most significant risks that organizations face … It’s one that internal auditors have increasingly begun to recognize they have to help address. But what we also find is that in a lot of instances the focus can’t just be on trying to prevent a cyberattack because cyberattacks are virtually inevitable. Anyone who tells their board or their customers that they are immune from a cybersecurity attack is just not being truthful.”

Please follow link for details: http://www.accountingtoday.com/blogs/debits-credits/news/internal-auditors-move-to-combat-cyberattacks-78732-1.html

July 19, 2016

Accounting Today (Accounting Technology)

Internal Audit Function Varies Globally

19-July REPORT – Internal Auditors Research Foundation: Found a variety of factors affecting the maturity levels of internal audit in different parts of the globe, including the:

-       age and size of the internal audit function,

-       the type of industry,

-       the size of the organization, and

-       other variables.

Highlight: technological variation across regions – regions still relying on manual systems and processes (13%) North America (36%) East Asia and Pacific.

Please follow link for details: http://www.accountingtoday.com/news/audit-accounting/internal-audit-function-varies-globally-78716-1.html

June 29, 2016

Accounting Web

PCAOB Issues Staff Guidance for Firms on the New Form AP

(AP) Audit Participants NEW FORM requires disclosure of the following:

·         The name of the engagement partner for all public company audits issued on or after Jan. 31, 2017.

·         Information about other audit firms participating in the audit for all public company audits issued on or after June 30, 2017. That information will include the names, locations, and extent of participation of other accounting firms that took part in the audit, if their work constituted 5 percent or more of the total audit hours. It also will include the number and aggregate extent of participation of all other accounting firms that took part in the audit whose individual participation was less than 5 percent of the total audit hours.

Written Statement of Martin Baumann (PCAOB chief auditor and director of professional standards) – “Form AP will provide transparency to investors about the engagement partner and other accounting firms that took part in the audit… The guidance issued today (29-Jun) will help firms implement the processes required to deliver that information.”

Please follow link for details: http://www.accountingweb.com/aa/auditing/pcaob-issues-staff-guidance-for-firms-on-the-new-form-ap  

Audit Method: Internal Control Component: Information Systems

The ISA 315, has divided the entity’s internal control process in to five components. One among these components is the Information Systems. According to ISA 315, while conducting the audit of financial statements, the auditor needs to obtain an understanding of the information system, including the related business processes, relevant to financial reporting, including the following areas:

·         The classes of transactions in the entity’s operations that are significant to the financial statements;

·         The procedures, within both information technology and manual systems, by which those transactions are initiated, recorded, processed, corrected as necessary, transferred to the general ledger and reported in the financial statements;

·         The related accounting records, supporting information and specific accounts in the financial statements that are used to initiate, record, process and report transactions;

·         How the information system captures events and conditions, other than transactions, that are significant to the financial statements;

·         The financial reporting process used to prepare the entity’s financial statements, including significant accounting estimates and disclosures; and

·         Controls surrounding journal entries, including non-standard journal entries used to record non-recurring, unusual transactions or adjustments.

The information system relevant to financial reporting objectives, which includes the accounting system, consists of the procedures and records designed and established to:

·         Initiate, record, process, and report entity transactions (as well as events and conditions) and to maintain accountability for the related assets, liabilities, and equity;

·         Resolve incorrect processing of transactions, for example, automated suspense files and procedures followed to clear suspense items out on a timely basis;

·         Process and account for system overrides or bypasses to controls;

·         Transfer information from transaction processing systems to the general ledger;

·         Capture information relevant to financial reporting for events and conditions other than transactions, such as the depreciation and amortization of assets and changes in the recoverability of accounts receivables; and

·         Ensure information required to be disclosed by the applicable financial reporting framework is accumulated, recorded, processed, summarized and appropriately reported in the financial statements.

Practice

Significant and rapid changes in information systems can change the risk relating to internal control. The extent and nature of the risks to internal control vary depending on the nature and characteristics of the entity’s information system. The entity should respond to the risks arising from the use of IT in internal control by establishing effective controls in light of the characteristics of the entity’s information system.