Do closed offices open up your organization to risk? Do closed offices open up your organization to risk?

The remote working environment presents new risk management challenges while also providing opportunities to capitalize on upside risks.

For many companies, working remotely within a digital environment happened almost overnight at the onset of the pandemic. Agile operations and teaming came together on the fly as companies responded to the ever-expanding crisis, often overwhelming calendars and demanding new ways of working.

But certain organizations were better able to adapt than others. Transformational companies that implement technology at speed, innovate at scale, and put humans at the center of their strategy and decision-making were in a better position to weather the initial stages of the crisis than those that were slow to adapt to change.

To find out how the internal audit profession is responding to the challenges and pressures presented by this phase of the pandemic, we conducted a global survey of more than 370 chief audit executives or equivalents. When asked what had been the most significant lesson learned by their internal audit function throughout the COVID-19 disruption, 42% said that they could audit almost anything remotely. While this indicates that internal audit functions have been able to thrive in the work-from-home environment, there are also emerging and heightened risks that organizations should consider as they face a prolonged period of remote working. 

Emerging work-from-home risks

Organizations that have a significant number of employees working from home are facing a variety of new and heightened risks.

Technology

On the technology side, internal audit will need to evaluate the increased use of new and existing collaboration tools by employees in the remote working environment. For example, remote access tools and resources may have been quickly deployed without proper testing, and misconfigured applications could allow company information to be exposed.

The rapid implementation of new technology could also introduce new data privacy risks. Sensitive or regulated data accessed by employees or vendors outside of the office may not be protected appropriately based on leading practices or regulations.

As changes are made to enable a productive and safe remote workforce, the solutions deployed may not meet the organization’s cybersecurity and privacy-related compliance requirements. The widespread use of video conferencing, cloud-enabled collaboration and other online tools may require organizations to re-evaluate their cybersecurity program. 

Financial

The remote working environment has made it more difficult for organizations to execute financial processes and controls. For example, financial records (including non-electronic) and systems may not be available, accessible or stable. Team members may be unavailable, and insights once gained through casual conversation in the office are no longer occurring in the same manner. Even departments that are able to successfully perform their processes in the remote environment may find that attention to detail diminishes as remote working becomes the new normal.

Additionally, the current business environment may present new opportunities, rationalization and incentives for employees to commit fraud. Staff reductions, mass remote working and management distraction increase opportunities for unethical behavior as financial controls fail or are bypassed. Employee burnout, fear of job loss and poor tone at the top provide a rationale for employees to commit fraud in an unstable business environment. And pressure to achieve performance metric targets, to meet investor or analyst expectations, or to gain additional financial security in the economic downturn increases incentives to commit fraud.

People

With employees being so drastically affected by the pandemic in their personal and professional lives, it is critical that organizations give adequate focus to their workforce.

The work-from-home environment may require organizations to rethink their performance management processes. Existing measures and metrics, such as time and attendance protocols, may need to be reassessed. Performance reviews and compensation decisions will also need to account for how to best monitor the contributions of a remote workforce, and everyday processes, such as onboarding, training and development, will need to account for a new way of working.