What is one safeguard for managing non-audit work?

Establishing separate teams for audit and non-audit work serves as an effective safeguard for managing non-audit work due to several important factors related to independence and objectivity. By delineating responsibilities and ensuring that teams focus solely on either audit or non-audit functions, the firm can minimize the risk of conflicts of interest and protect the integrity of the audit process.

When audit teams operate independently from non-audit teams, it allows auditors to maintain an unbiased perspective when performing audits. This separation helps to uphold professional standards since auditors must remain impartial and not be influenced by any non-audit services provided to the same client. Furthermore, this structure allows for clearer reporting lines and accountability, making it easier to identify and manage any ethical dilemmas or compliance issues that may arise.

In contrast, combining audit and non-audit teams or using a single partner for both services can blur the lines of independence, potentially compromising the objectivity required in the audit function. Additionally, having a client representative assess services may not adequately address the independence concerns that arise from mixing audit and non-audit work. Maintaining distinct teams reinforces the need for rigorous adherence to ethical standards and promotes trust in the audit process.