Start with the reporting deadline, identify the dependencies and give each significant item a clear owner.
Why does an audit become disruptive?
Often the pressure comes from uncertainty: information requests arrive late, evidence is incomplete or a significant judgement reaches the right person too close to sign-off. Planning should make those dependencies visible. It cannot remove the need for independent challenge or additional evidence when the facts require it.
Work backwards from the reporting deadline
Identify when the board expects to approve the accounts, when a draft is needed and when the audit work should be substantially complete. Allow time for management responses, partner review and any specialist input. The target date should reflect the availability of information and the issues that must be resolved.
Start at the deadline.
Plan the dependencies.
Work backwards to agree dates, then manage delivery in the sequence below.
- 01
Records and schedules ready
Reconciled balances, supporting evidence and significant accounting papers.
Owner: finance team, with accounts preparer where relevant - 02
Audit work and responses
Audit procedures, management explanations and follow-up evidence.
Owners: audit team and named management contacts - 03
Significant matters resolved
Review judgements, proposed adjustments, disclosures and outstanding evidence.
Owners: management and audit engagement team - 04
Approval and audit reporting
Management approves the accounts; the auditor reports when the work is complete.
Owners: directors or trustees, and auditor respectively - 05
Filing or submission deadline
Build in time for the agreed filing or reporting responsibilities.
Owner: organisation or authorised filing agent, as agreed
A planning framework, not a fixed-duration promise. Stages can overlap; allow time for review and unexpected issues.
Agree what a complete response looks like
A request for a balance is different from a request for evidence supporting it. Clarify the period, source, reconciliation and supporting explanation needed. Assign an owner to each area and tell the audit team promptly when information will be delayed. A shared request tracker can make responsibilities and outstanding items easier to see.
Raise unusual matters early
Changes in the group, new financing, significant estimates, unusual transactions or changes to systems may affect both the reporting and the audit. Discuss them during planning so that management has time to prepare its analysis and the auditor can consider the evidence required.
Five questions for the planning meeting
Who owns each workstream? What is the reporting timetable? Which judgements need early discussion? How will queries and progress be communicated? When will significant unresolved matters be escalated? Clear answers help the finance team plan its own workload alongside the audit.
General information to support an initial discussion. The appropriate approach depends on your organisation and the agreed engagement.
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Meet the firm ↗︎Discuss your priorities ↗︎A planning checklist for the finance director
Confirm the earliest reporting deadline, ledger close date, accounts preparer, inventory arrangements, significant estimates, forecast owner and signatories. Agree how changes to the trial balance will be tracked. Where an external accountant prepares the accounts, include their timetable in the same plan.
Discuss your next step
Tell us your year end, reporting deadline, group structure and the issue you want to resolve. We will assess the scope, capacity and independence requirements before accepting an engagement. Discuss your audit requirements
Reviewed 26 September 2026. General guidance; the appropriate approach depends on your organisation and circumstances.
Related guide: Why do audits get delayed?.