b'AUDITING DEPARTMENTAudit Strategy & Leadership recorded correctly to ensure losses to the business are kept to a minimum. Every vehicle audit we do is captured by means of an Howdoyouapproachdevelopinganauditstrategyapp that directly feeds back to the Fleet Department which can thatalignswithOrganisationalgoalsandregulatoryact promptly on any repairs needed. This can reduce downtime on requirements? vehicles and unnecessary maintenance.For us, the audit strategy is based on what the needs are at the timeofthebusiness,sowecanadaptourauditorstowhatisCan you share an example of how you successfully led a required. For example, if the business operations in FTTP and SDmajor audit project or a transformation initiative within the are seeing a high number of quality defects or health and safetyindustry? issues we will target that specific type of work, to bring that backEvery contract my team and I have worked on has been a success into line. So really our key strategy is adaptability. When we firstfor different reasons. However each project is different, but they started auditing, we were focused on the quality of work, then itall have the same goal, an operation will always be an operation, transitioned into health and safety and then the state of vehiclesthe product is whats different. So, we have taken poor-performing engineers are using out on the field. Then we realised the plantareas and turned them into good profitable areas but also, we have tooling needed to be looked over.had to manage, for example, contracts that were not profitable, in Its important to understand that the needs are different acrossthis case, we look to mitigate as much cost and reduce the damage.each project, its our rule to ensure we can hop from project to project and carry out multiple lines of auditing. At the end of the day, from a business perspective, our role is to ensure our engineers are out there working safely, and the maintenance of all the assets Kelly Group has invested into is upheld.What steps do you take to ensure the internal audit function adds value to the organisation, beyond compliance? The welfare of the engineers and the business is a vital part of adding value to the business. We are another set of eyes and ears for the operational team so we can make sure our engineers are out working safely with the right equipment. When looking at it from a financial perspective, its important its important we are aware of the large amounts of plant and equipment that requires auditing.We are aligned with all parts of the Business, for every In Progress H&S audit we carry out, feedback is documented and shared with the operational teams and we chair weekly feedback sessions to ensure that the right coaching and feedback is delivered to the engineers who need it. Every plant and tooling audit we complete is shared with the Plant Management team to ensure that company records are kept up to date and maintained. Any missing plant are The Networker Issue 15 13.'