Chief Internal Auditor

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Job Summary

• Define and own the country Internal Audit strategy and risk‑based audit plan, ensuring alignment with:

- Country strategy and key strategic initiatives

- Group Audit strategy and emerging risk priorities

- Regulatory and Board Audit Committee expectations

• Provide forward‑looking assurance and independent insight on material strategic projects, transformations, new products, outsourcing and significant change initiatives, ensuring risks are identified early and control design is robust.
• Continuously monitor the internal and external environment (economic, regulatory, technology, conduct and operational risk developments) and proactively refocus audit coverage to address evolving and emerging risks.
• Act as a strategic thought partner to the Board Audit Committee, supporting informed decision‑making through clear, prioritised and judgement‑based assurance.

• Leading, developing and managing the execution of the Internal Audit strategy that aligns to the Board’s approved Purpose, Values, Risk Appetite, Frameworks and Policies.
• Hold end‑to‑end accountability for the quality, timeliness and impact of all Internal Audit work performed in country, ensuring delivery in line with:

- AIA methodology, professional standards and quality assurance requirements

- Approved audit plans, budgets and timelines

• Lead senior‑level engagement with Executive and Business leadership to:

- Discuss meaningful audit observations and root causes

- Influence sustainable remediation actions

- Reinforce management accountability for control effectiveness

• Ensure Internal Audit outputs go beyond compliance to deliver practical, value‑adding insights on risk, control weaknesses and process effectiveness that support business performance and resilience.
• Delivering the agreed Audit Plan through the issuance of audit reports and other assurance services to Management and the Chairman of the Audit committee, as appropriate, in accordance with the internal audit methodology.
• Attest (at least annually) Internal Audit’s conformance with the IIA Standards and Code of Ethics.
• Providing an overall statement (at least annually) as to the effectiveness of the organization’s governance, risk management and control processes.
• Providing periodic reports (at least six monthly) on the sufficiency of department resources (appropriate skills, experience, and expertise) to discharge the Audit Plan and Internal Audit strategy.
• Monitoring follow-up action undertaken by Management to remediate weaknesses identified by Internal Audit, forming a view on whether the action taken is sufficient, timely and that controls introduced or enhanced are operating as intended to mitigate the risk.
• Contribute authoritative commentary to Group and country governance forums, including Board Audit Committee reporting and Group governance and control reporting.

• Serve as the principal independent assurance voice to the Board Audit Committee on:

- Effectiveness of governance frameworks

- Risk management and internal control maturity

- Resolution of high‑risk audit issues and themes

• Maintain constructive, transparent and professional relationships with local regulators, external auditors and Group assurance functions, in line with AIA and Group governance policies.
• Ensure significant control failures, risk issues or irregularities are escalated decisively, with clear articulation of impact, root cause and remediation expectations—without compromising independence.
• Uphold Absa’s reputation by embedding ethical conduct, integrity and sound judgement within the Internal Audit function and through engagement with senior stakeholders.
• Maintaining an open, constructive, and co-operative relationship with Regulators, internal control functions (e.g., Risk, Finance and Compliance) and the appointed external auditors, which supports the sharing of information relevant to carrying out their respective responsibilities.

• Act as a full functional executive, accountable for the performance, capability, conduct and succession of the country Internal Audit function.
• Developing and leading a high performing and sustainable Internal Audit Function to ensure Internal Audit’s reputation, capability, and independence in relation to Absa Group is maintained as benchmarked against external best-practice standards of service quality, effectiveness, and efficiency.
• Build and lead a high‑performing audit leadership team, ensuring:

- Clear role accountability and performance standards

- Active talent development and succession planning

- Timely management of under‑performance

• Foster a culture of professional excellence, continuous learning and courageous challenge within Internal Audit, aligned to Absa’s Values and Director‑level leadership expectations.
• Represent the country at Group and regional Internal Audit forums, contributing to the evolution of AIA strategy, standards and best practice.
• Ensuring that Internal Audit staff members have the skills and experience commensurate with the risks of the organisation. This may entail training, recruitment, internal secondment from other parts of the organisation (i.e., Group Internal Audit and/or guest auditors) or co-sourcing with external third parties.
• Maintaining an appropriate audit needs assessment to cover the material risks in line with the Enterprise Risk Management Framework (ERMF) and Regulatory requirements through a flexible ‘12-month audit plan’ coverage programme.
  
  

Education