LINDIE ENGELBRECHT

Throughout my career, and the various positions that I have held, I have been afforded many opportunities to grow strong leadership and interpersonal skills. I have always enjoyed facing new challenges with an energetic, positive outlook towards opportunities and a dynamic approach to getting things done. I have a good strategic appreciation and vision, being able to build and implement effective solutions to challenges and risks facing any organisation. I am self-driven, leading by example to motivate and inspire those that work with me and have developed strong communications skills. Strong leader and problem-solver dedicated to streamlining operations to decrease costs and promote organizational efficiency. Uses independent decision-making skills and sound judgment to positively impact company success. Encouraging manager and analytical problem-solver with talents for team building, leading and motivating, as well as excellent customer relations aptitude and relationship-building skills. Proficient in using independent decision-making skills and sound judgment to positively impact company success. Dedicated to applying training, monitoring and morale-building abilities to enhance employee engagement and boost performance.

• Member of the Institute of Directors
• Member of the King committee on Corporate Governance in South Africa
• Member of the King task force on Climate change and Sustainability
• Member of the South African Institute of Chartered Accountants

• ACCOUNTING: exposed to various financial processes and accounting systems. Assisted clients with their accounting needs and performed the accounting function on some of the smaller engagements.
• BUSINESS PERFORMANCE IMPROVEMENT: experience in this area of expertise through involvement in several engagements of this nature. This experience included problem identification, 'as is modeling', 'to be modeling' as well as MIS and IT system reviews.
• CORPORATE GOVERNANCE: extensive research and technical input on all areas of corporate governance. Drafted various governance policy documents, governance codes and position papers. Evaluated and analysed governance structures, including board and committee evaluations.
• INTEGRATED REPORTING: extensive research and technical input on integrated reporting. Assisted clients in designing and implementing integrated reporting frameworks, performed gap-analysis on integrated reports in terms of best practice guidelines and provided assurance on integrated reports.
• INTERNAL AUDITING: experience in the field of internal auditing. This service included risk assessments and recommendations on specific internal controls to address the risks identified.
• STANDARD SETTING: experience in serving on committees established to comment on and draft various Accounting, Assurance and Auditing standards.
• SUSTAINABLE DEVELOPMENT: experience in assisting companies in understanding sustainable development and integrate sustainable development objectives in strategic planning.
• TRAINING: experience in course development and training in the subject of Business Performance Improvement, Finance, Auditing and Corporate Governance, specifically King III and the Companies Act 2008.
• WORLD CLASS FINANCE: various projects concluded where the Finance Function of an organisation was improved and structured towards World Class Finance. These projects included both re-engineering the transaction processes and focused on the reporting and management accounts processes using the 'Fast close' techniques. These projects also included structural and systems redesign and recommendations

• 2008, 2010, Valued Citizens, Independent Non-Executive Director, Treasurer
• 2008, 2010, Business and Arts South Africa, Independent Non-Executive Director
• 2008, 2010, Business and Arts South Africa, Audit Committee Chairman
• 2011, 2018, Hyprop Investments Limited, Independent Non-Executive Director, Board, Audit Committee (Chairman), Risk Committee, Nomination and Remuneration Committees

• 2003, Regulating the accounting and auditing profession, New Frontiers, July 2003
• 2004, Mandatory audit firm rotation: Did this turn Parmalat sour?, Acumen, Third Quarter 2004
• 2004, SEC finds mandatory audit firm rotation is not the answer, New Frontiers, May 2004
• 2004, Section 404 – stripping companies down to their SOx?, Acumen, Fourth Quarter 2004
• 2004, Did mandatory firm rotation sour Parmalat?, Accountancy SA, August 2004
• 2005, Section 404 – stripping companies down to their SOx?, Accountancy SA, January 2005
• 2005, Watchdog guards integrity of financial statements, Business Day, 14 March 2005
• 2005, Fraud and the Audit Committee, New Frontiers, July 2005
• 2007, Leadership in South Africa – what’s needed now, South Africa’s Leading Managers, 2007
• 2008, Hindsight to foresight: Internal Audit Manages Risk, Business Brief, October/November 2008, Vol.13 No. 5
• 2008, The governance and ethics of sponsorship, Sponsorship SA – An Investor’s Guide, August 2008
• 2008, Risk in the boardroom, Enterprise Risk, August 2008
• 2008, Wanted – experienced directors, Best Employers, 2008
• 2008, Executive remuneration – non-exec performance-based payment on the cards, Directorship, Volume 2, 2008
• 2008, Director independence – how King III addresses this issue, Directorship, Volume 3, 2008
• 2009, King III moves sustainability beyond just reporting, The sustainability handbook, Trialogue, 2008
• 2009, The ethics of relationship building, Leadership, December 2009
• 2009, All the King’s horses and all the King’s men, Directorship, Volume 3, 2009
• 2014, Climate change in the boardroom, The Corporate Report, Volume 4, Issue 2, August 2014
• 2014, Beyond the integrated report, The Corporate Report, Volume 4, Issue 2, December 2014
• 2018, The role of the internal audit function in integrated reporting: a developing economy perspective, Meditari Accountancy Research, ISSN: 2049-372X