Staff Writer 
Bothwell P. Nyajeka
LAST week I wrote about the power of board committees and how they have evolved into critical pillars of corporate governance.
Today I want to focus on what is arguably the most important committee of the board, the audit committee.
In many organisations, the effectiveness of the board is ultimately reflected in the effectiveness of its audit committee. Whilst every committee performs an important governance role, the audit committee occupies a unique position because it sits at the intersection of financial reporting, risk management, internal controls, compliance, and assurance. It is the committee through which the board discharges its responsibility for the integrity of financial reporting, the rigour of internal and external audit, the robustness of internal controls, and compliance with laws and regulations.
So it is not surprising that whenever a major corporate failure occurs, one question inevitably arises: Where was the audit committee when all this was happening?
In my experience, audit committees seldom fail because they lack information. More often, they fail because they do not ask the right questions, challenge management sufficiently, or connect seemingly unrelated warning signs into a coherent picture of emerging risk.
The first reason audit committees miss red flags is overreliance on management. The audit committee exists because of what governance gurus refer to as the principal-agent problem. Shareholders delegate responsibility for running the company to management, but management’s interests do not always align perfectly with those of shareholders. The audit committee was created to provide independent oversight of management on behalf of shareholders.
However, some committees become too dependent on management for information and interpretation. Instead of independently evaluating information, they accept management explanations without sufficient challenge. Meetings become exercises in receiving reports rather than scrutinising them. An audit committee that merely listens is not performing oversight.
The second reason is a lack of professional scepticism. Effective audit committee members possess what auditors call a questioning mind. They do not assume that everything is operating as presented. They probe assumptions, challenge forecasts, test explanations, and seek corroborating evidence.
Weak committees tend to accept good news at face value while dismissing negative indicators as temporary problems. Strong committees should be curious when results appear too good to be true.
The third reason is inadequate financial expertise. Corporate reporting has become increasingly complex. Modern financial statements contain sophisticated accounting estimates, fair value measurements, impairment assessments, revenue recognition judgments, and complex financing arrangements.
Audit committees that lack sufficient financial expertise may struggle to identify areas where management’s judgments are aggressive or unrealistic. This is why governance best practice recommends that at least one member of the committee should possess strong accounting and financial reporting expertise. In addition, the entire committee should receive adequate financial literacy training to enable them to engage meaningfully in discussions around financial performance and reporting risks.
The fourth reason is failure to understand the business model. Financial statements tell a story, but that story can only be interpreted properly when directors understand how the business creates value. Many audit committees focus exclusively on financial reports while paying insufficient attention to operational realities.
For example, declining customer satisfaction, increasing staff turnover, production disruptions, deteriorating supplier relationships, or loss of market share may initially appear to be operational issues. In reality, they are often early indicators of future financial distress.
Audit committees that understand the business can identify emerging risks long before they appear in financial statements.
The fifth reason is weak relationships with internal and external auditors. The internal audit function acts as the eyes and ears of the audit committee. External auditors provide independent assurance over financial reporting. Both functions frequently identify warning signs before they become major problems.
Unfortunately, some committees view auditors as service providers rather than strategic partners in oversight.
Effective committees regularly challenge auditors, explore audit findings in depth, and hold private sessions with both internal and external auditors without management present. These discussions often reveal concerns that may not emerge during formal meetings.
The sixth reason is a culture of excessive trust. Trust is important in any organisation, but governance requires verification. Many corporate failures occur in organisations led by charismatic, successful, or long-serving executives who enjoy the confidence of the board. Over time, directors may become reluctant to challenge management because they trust the individuals involved.
