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1、外文文献翻译原文：Internal auditings role in ERMAs organizations lay their enterprise risk groundwork, many auditors are taking on managements oversight responsibilities, new research finds.Internal audit departments have played a variety of roles in their organizations enterprise risk management (ERM) activ
2、ities since The Committee of Sponsoring Organizations of the Tread way Commission (COSO) released its Enterprise Risk Management-Integrated Framework in September 2004. An IIA position paper issued in the wake of COSO ERM, The Role of Internal Auditing in Enterprise-wide Risk Management, indicates t
3、he roles that the internal audit function should and should not play throughout the ERM process, ranging from full involvement to no involvement. According to the paper, internal auditors should have a core role in five ERM-related assurance activities: giving assurance on risk management processes,
4、 giving assurance that risks are evaluated correctly, evaluating risk management processes, evaluating the reporting of key risks, and reviewing the management of key risks.A recent IIA Research Foundation study examined the extent to which internal audit functions adhere to the ERM roles recommende
5、d in the IIA paper. During October 2005, researchers disseminated an online survey to 7,200 IIA members through The Institutes Global Auditing Information Network. The survey generated 361 responses from a mix of large, mid-sized, and small organizations in a variety of industries, including busines
6、ses, government agencies, and not for profit organizations. Nearly 60 percent of respondents identified themselves as a chief audit executive or audit director, 23 percent were audit managers, and 7.8 percent were staff or senior auditors. Approximately 90 percent were from the United States and Can
7、ada.Respondents organizations are at different stages of implementing ERM, as defined by COSO. More than 11 percent say their organizations ERM infrastructure is mature or relatively mature, and 37 percent have recently adopted or are in the process of implementing ERM. Among all organizations surve
8、yed, the internal audit function is primarily responsible for ERM-related activities in 36 percent of respondents organizations, while 27 percent say the primary responsibility belongs to a chief risk officer (CRO) who is not part of the audit function. Nearly one-third of respondents say another ex
9、ecutive or function oversees ERM.The hours and dollars internal audit functions spend on ERM-related activities are minimal for many respondents. Nearly half say their audit department spent 10 percent or less of its hourly and financial budgets on ERM-related activities during fiscal year 2004. Mor
10、e than one-third of audit departments spent II percent to 50 percent of their time on ERM, and 28 percent spent n percent to 50 percent of their financial budgets, while less than 10 percent of departments Spent more than 50 percent of their time and money.The IIA position paper categorizes 18 ERM-r
11、elated activities according to the appropriate level of responsibility for the internal audit function. Survey respondents reported their current and ideal level of responsibility for these activities: no responsibility, limited responsibility, moderate responsibility, substantial responsibility, an
12、d total responsibility.CORE ACTIVITIESDifferences between respondents current and ideal responsibilities are greatest for the five core ERM assurance activities identified In the IIA paper. Respondents Indicated that their current responsibility for each of the core ERM related activities is moderat
13、e, but they say they should have a substantial level of responsibility. These views agree with the IIA guidance. Additionally, roughly half of internal audit functions surveyed currently have substantial or full responsibility for at least one core activity, and more than two-thirds say they should
14、have till or substantial responsibility for at least one core activity.Within the core category, the audit functions two highest levels of current responsibility involve reviewing management of key risks and evaluating the risk management process. Evaluating the risk management process and giving as
15、surance on risk management processes are the highest-rated ideal responsibilities. Conversely, giving assurance that risks are evaluated correctly is the lowest-rated current and ideal responsibility.The following respondent comments offer some insight into why audit departments are not currently in
16、volved in core ERM-related activities at the level they deem appropriate; We have just recently begun implementing ERM activities in our company. We do not yet have complete understanding of the process and buy-in from management.The audit committee and management are not aware of what ERM is. The internal audit function has just initiated an awareness campaign among the audit committee members.These comments suggest that educating management and
