Tawanda Mutingwende

Audit Manager of Lafarge Cement Zimbabwe reporting functionally to the Board Audit Committee Chairman and administratively to the Managing Director since June 2008.
Lafarge Cement, formerly Circle Cement, is a cement manufacturing company. Lafarge is listed on the ZSE and a subsidiary of Lafarge group which is the world's biggest cement manufacturing company.

Key result areas include: ☞ Establishing risk-based audit plans to set out the priorities of the internal audit function, consistent with the organisation's objectives.
☞ Coordinating internal auditing activities and plans with external providers of assurance to ensure proper coverage and minimise duplication of effort.
☞ Ensuring that internal auditors have appropriate professional qualifications and skills, and opportunities for sufficient training and development to maintain and develop their internal auditing competence
☞ Ensuring risks are systematically identified, managed and that adequate mitigatory controls are implemented.
☞ Liaison with Finance Director in ensuring that all activities of the company have comprehensive procedures and controls.
☞ Training managers and employees on ethics, governance and risk management
☞ Reporting on internal auditing engagements to the board audit committee.
☞ Overseeing the Tip offs whistle-blowing program.
☞ Providing an annual opinion on the effectiveness and adequacy of risk management, control, and governance processes.

ACHIEVEMENTS
 Awarded a certificate of achievement for improving internal controls in the company in 2012. The awards were given to three departments out of a total of ten departments in the organization.
 Successfully introduced Audit Command Language (ACL) software at Lafarge. The software significantly improved the audit turnaround time. Other Lafarge sites in Africa have followed suit due to the immense benefits they saw at Lafarge Cement Zimbabwe
 Aligned internal audit independence with global standards. The function now reports to the Audit Committee of the board and the Chief Executive Officer.
 Designed and introduced an actions tracker to the business used for tracking progress on completion of management actions across the business. The tracker was adopted and is still being used.
 Conducted business processes review of the entire company’s business processes. Re-designed and re-documented system flowcharts and narratives which are still being used at Lafarge.

Senior Internal Auditor
TSL Group Limited (2006-2008) reporting to the Group Internal Audit Executive. TSL is a conglomerate which is into tobacco auctioning, agricultural chemicals manufacturing, combine harvester services, flower production & marketing, timber processing, inland port & storage services and hardware supplies.
Key result areas included: ☞ Audit Planning and carrying out Financial & Operational Audits
☞ Special Investigations
☞ Conducting Internal control systems reviews
☞ Preparing Audit Reports
☞ Team leader in audits of the various subsidiaries of the group.


☞ Successfully contributed to the divestment if Transtobac logistics, a former subsidiary of the TSL conglomerate.
☞ Drafted the TSL Code of Ethics which was subsequently adopted.

Internal Auditor
Dairibord Zimbabwe limited (2002-2006) Joined as a graduate trainee from University and was appointed within one year. Dairibord is one of the biggest milk and beverage processing company in Zimbabwe: Duties involved: ☞ Carrying out audits as per the audit plan and/or as assigned by the Senior Internal auditor
☞ Preparing comprehensive audit working papers to support the audit findings
☞ Taking part in the annual audit planning
☞ Preparation of audit programmes and files for audits assigned by the Senior Internal Auditor
☞ Attending pre-engagement audit meetings with the Senior Internal Auditor.


COMPUTER KNOWLEDGE & SKILLS
☞ Microsoft Powerpoint, Word, Excel, Project
☞ Audit Command Language (ACL)
☞ Sage
☞ SAP
☞ Navision
☞ Email & Internet