As someone who has personally conducted and overseen various outsourced programs, I cannot think of a time where our team could be accused of “busy work” and low-value reviews. Constant negotiation with the finance department tends to result in lean programs that are very focused on major risks facing companies. In my personal experience, listed companies in other developed economies desire far broader risk-based coverage and deeper reviews (with substantively more man-days to conduct work per specific audit project) and as well as reviews which touch on areas that local directors may find rather “esoteric.” As a Protiviti Singapore practice, while we cover the traditional domain areas such as procurement, inventory management and revenue, we also often examine non-traditional processes and areas from the results of our enterprise risk assessments. Such processes include enterprise spend risk, strategic planning, human resource management, outsourced vendor compliance, royalty reviews, business continuity, IT project management, governance and fraud risk management.