Abstract

Purpose: The purpose of the study is to investigate and analyse the effective functioning of audit committees at the largest listed companies in South Africa.Problem investigated: The modern audit committee is often seen as the panacea of the corporate world and as such is looked upon to cure all the financial reporting and control-related problems of entities. Audit committees are, however, not always as effective as they are held to be, as is evidenced by the many well-known corporate scandals and business failures that occurred where audit committees existed and fraudulent financial reporting, audit failures, internal control breakdowns and other irregularities prevailed. The modern audit committee will be of value only if it is properly constituted, is functioning effectively and if its role is clearly understood by all the parties concerned. The research problem investigated stems precisely from this issue, and the paper therefore aims to analyse the effective functioning of the audit committees at the largest listed companies in South Africa. Methodology: The study empirically tested the audit committee practices at the largest listed companies in South Africa. This was done through questionnaires addressed to the CFOs and audit committee chairs. Findings: The study found that audit committees at the largest listed companies in South Africa are well established, properly constituted, have the authority and resources to effectively discharge their responsibilities and consist of members who act independently and who have the right mix of appropriate experience, financial literacy and financial expertise amongst their members. The audit committee's role was found to be generally well understood and supported by the board and the Chief Financial Officers. It was further found that the audit committees are effective in discharging their oversight responsibilities on the board's behalf, with the only real exception being their effectiveness regarding IT-related aspects. Value of research: The study provides valuable information on audit committee practices and the effectiveness of audit committees at the largest listed companies in South Africa. These findings can therefore serve as guidelines for best practice standards for audit committees at other companies and institutions. Conclusion: Audit committees at the largest listed companies in South Africa were found to be well established and according to the views of the CFOs and audit committee chairs to be functioning effectively. Further research regarding the subject field of audit committees should focus on the status and effective functioning thereof at smaller companies, unlisted entities, higher education institutions and public sector entities.

Highlights

  • Audit committees are not a new concept: the first audit committee was formed as early as 1872 by the Great Western Railway Company in the United Kingdom (Brewer, 2001:11)

  • Many factors have given rise to renewed emphasis being placed on audit committees, the most significant of these being major corporate collapses and business failures, and the issuing of various corporate governance codes and new or amended legislation (Agulhas, 2006:30; Ernst & Young, 2007:10-13; KPMG 2005:1-2; Marx, 2008:5-13; 175-205 Payne, 2002; Terry, 2007:33)

  • 2008:1) the audit committee forms an integral part of the governance structures of a board of directors of a company and can be seen to act as the financial guard dog of the shareholders and all the stakeholders at large, in ensuring accurate and reliable financial reporting and dealing with emerging issues, such as fostering an ethical culture in doing business (Blue Ribbon Commission, 1999:6-7; Marx, 2008:326-334; PricewaterhouseCoopers, 2006:1;Van der Nest, 2006;v; Wixley & Everingham, 2005:51)

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Summary

Introduction

Audit committees are not a new concept: the first audit committee was formed as early as 1872 by the Great Western Railway Company in the United Kingdom (Brewer, 2001:11). It is only in the last 10 to 15 years that audit committees have really come to the forefront. Audit committees are trying to find an appropriate balance between overseeing and advising management, while avoiding micromanaging” This opinion is supported by, inter alia, Deloitte (2006:1): “emerging practices and public expectations continue to affect the roles, responsibilities and behaviour of audit committees”

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