Covid 19, Risk
Omodele Jones
Part 6 - Mitigation - The Gambian View from ...

This is Part 6 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 6 interviews Lamin Manjang, the Group CEO for West Africa operations of Standard Chartered Bank. His previous assignments with the Bank recently included a stint as Group CEO of the Bank's East Africa operations.

In Part 6, Lamin responds to the second of three questions:

"How well did Corporate Africa mitigate the risks of the COVID 19 pandemic? What lessons have been learnt?".

Part 6 - Mitigation - The Gambian View from Nigeria: COVID 19 & Corporate Africa
Covid 19, Risk
Omodele Jones
Part 5 - Mitigation - The View from Eastern ...

This is Part 5 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 5 sees the return for a second question of Stanley Tsikirayi, a highly experienced governance practitioner who serves on Boards in Eastern & Southern Africa.

Part 5 - Mitigation - The View from Eastern & Southern Africa: COVID 19 & Corporate Africa
Covid 19, Risk, Corporate Governance
Omodele Jones
Part 4 - The West African View from Ghana: ...

This is Part 4 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 4 interviews Sadia Chinery-Hesse, Group Head, Legal & Company Secretary, Enterprise Group West Africa. Enterprise are an insurance company headquartered in Ghana, with operations in Nigeria and The Gambia.

Part 4 - The West African View from Ghana: COVID 19: The Experience of Corporate Africa
Risk, Covid 19, Corporate Governance
Omodele Jones
Part 3 - The Pan-African View from Nigeria: ...

This is Part 3 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 3 interviews Mr Lamin Manjang, the Group CEO for West Africa operations of Standard Chartered Bank. His previous assignments with the bank recently included a stint as Group CEO of the bank's East Africa operations. In Part 3, Lamin responds to the first of three questions: "In the African context, how foreseeable was a pandemic?".

Part 3 - The Pan-African View from Nigeria: COVID 19: The Experience of Corporate Africa
Omodele Jones
Part 2 - COVID 19: The Experience of Corporate ...

Part 2 of a 9 part series of interviews with corporate leaders on the experience of Corporate Africa with COVID 19

Part 2 - COVID 19: The Experience of Corporate Africa

Covid 19

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Internal Auditors are an integral element of entity resilience and response to the stresses of COVID 19

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Internal Auditors are an integral element of entity resilience and response to the stresses of COVID 19

"...To be an effective and trusted partner, internal auditors must understand their organisations’ business well enough to know, understand, and anticipate risks. A firm grounding in the organisation’s strategy and operations is essential to see the risk landscape fully.

An epidemic such as COVID-19 is what risk management is all about. There should be no question or hesitation by CAEs about taking on active and high-profile roles in their organisations’ plans and actions.

...Boards also want assurance that their corporate culture encourages collaboration across the organisation to develop business plans that adapt to market disruptions, such as the COVID-19 epidemic. Internal audit should be providing that assurance.

... even if the epidemic is contained and the economic impacts are temporary and mild, the outbreak offers an opportunity to examine our capabilities, strengthen our plans to manage any significant crisis, and position internal audit as a trusted partner and advisor... "

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Nigeria Financial Reporting Council provides guidelines on the execution of External Audits in the context of COVID 19

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Where the impact of Covid-19 is, in the auditor's professional judgment one of the most significant matters having an impact on the audit of the financial statements, including those which had the greatest effect on: the overall audit strategy; the allocation of resources in the audit; and directing the efforts of the engagement team, then the auditor considers reporting this as a key audit matter for entities mandated to report key audit matters.

"Given the severity of the COVID-19 pandemic and its consequential impacts on employees, mobility, the financial systems, and the economy, it is very likely that auditors may encounter scope limitations or complex auditing and accounting issues which may require audit teams to consider modifications to audit opinions.

"Audit firms' Quality leaders/engagement partners are encouraged to reach out to the Council if there are any matters, they would require the support or clarification of the Council," it stated..."

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Coping with COVID's Threat to Audit Quality

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Coping with COVID's Threat to Audit Quality

"...The ability of entities to obtain data essential to the preparation of financial statements is considerably affected, particularly for those with significant operations in countries severely affected by COVID-19. This will result in delays in receiving financial data from subsidiaries or components for group audits and will be further exacerbated as more and more audit firm employees shift to working remotely. In some countries, secondments from other jurisdictions – relied on by audit firms to meet demand in busy periods – have been curtailed.

In such testing times, auditors are looking to develop and leverage alternative procedures to audit clients’ financial statements. By harnessing available technology, they may be able to better fulfil their audit obligations, mandatory isolation notwithstanding..."

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A Compelling Analysis of Key Tensions of Corporate Governance using the recent USS Theodore Roosevelt COVID 19 Controversy

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A Compelling Analysis of Key Tensions of Corporate Governance using the recent USS Theodore Roosevelt COVID 19 Controversy: A Must Read for Directors and Senior Management

" The controversy surrounding the USS Theodore Roosevelt has been something of a media soap opera, involving an extraordinary mix of issues concerning public health, national security, politics and military tradition. The story evolves on a daily basis and, as with many controversies, the real facts seem somewhat elusive. Frustrating to the participants, to the casual observer it’s nearly as confusing as it is fascinating. And it’s not over yet.

But to those involved in corporate governance, it offers an extraordinary teaching opportunity on important principles that benefit from ongoing conversation. These include board responsibility for workforce culture and safety, dualities of loyalties of interest, compliance oversight and the preservation of whistleblower rights..."