For years now, I have been preaching about the need for internal auditors to cut out any activity that doesn’t create value for its customers in management and on the board. This is an essential element in the great discipline, originally used in manufacturing by Toyota, called Lean.
Environmental, social, and corporate governance (ESG) is a strategic framework for identifying, assessing, and addressing organizational objectives and activities ranging from the company’s carbon footprint and commitment to sustainability, to its workplace culture and commitment to diversity and inclusion, to its overall ethos regarding corporate risks and practices.
In 1998, the magazine of the American Institute of Certified Public Accountants (AICPA), the Journal of Accountancy, approached the IIA. They said they wanted to write an article about progressive internal auditing leaders and (I thank them) the IIA pointed them to me.