2014 - How to Build an Anti-Fraud Culture-Going BEYOND Just Ethics

Instructor: Peter Goldmann, CFE
Description:
If yours is like most organizations, it has a well-crafted ethics policy as well, perhaps as a formal compliance policy. These are important for building a "corporate culture" of integrity and honesty. However, they generally do not go far enough when it comes to reducing the organization's risk of fraud. And fraud, after all, is among the most damaging threats to high standards of business integrity.
That's because most ethics and compliance policies address general aspects of employee behavior?including anti-discrimination, harassment, conflicts of interest and the necessity to adhere to all applicable regulations.
To truly reduce the likelihood that your employees will engage in fraudulent conduct, it is essential to build a clear anti-fraud "Tone at the Top" of zero-tolerance toward fraud and implement specific policies that explain to employees what constitutes fraud, how to recognize its red flags and how to take action.
Why Should you Attend:
Fraud is growing by a staggering 20% per year, according to the respected international fraud investigation firm, Kroll. The majority of all fraud, according to the Association of Certified Fraud Examiners is committed by employees. Organizations that operate on the assumption that their existing ethics and compliance policies are sufficient to thwart fraud are misleading themselves and risking debilitating financial and reputational loss.
This makes crystal clear the urgent need for proactive anti-fraud actions by management to build a culture that minimizes opportunities, pressures and justifications for committing fraud. Employees generally want to conduct themselves honestly; but in organizations where management's attitude is one of ambivalence or outright tolerance of financial misconduct, the message to all is clear: Why not?
Objectives of the Presentation:
Participants will be able to:
Explain why employees commit fraud
Understand the key difference between ethics and fraud policies and their impact on corporate culture
Identify specific management steps for creating a powerful anti-fraud Tone at the Top
Identify anti-fraud measures that encourage employees to "do the right thing"
Take away lessons from organizations that have successfully built fraud-resistant corporate cultures
INTRODUCTION:
Statistical overview of the fraud problem generally, and T&E fraud specifically
Who commits fraud
Case studies of employee fraud in an environment of poor anti-fraud "values"
Ethics/compliance policies vs fraud policies
PROACTIVE MEASURES TO BUILD AN ANTI-FRAUD CULTURE
Tone at the Top
Employee fraud awareness training
Encouraging whistle-blowing
How to build a workable anti-fraud policy
How to set up an effective fraud hotline
Who can Benefit:
Internal and external audit professionals
Compliance and ethics officers
Accounting and audit practitioners
HR managers
Senior financial management seeking to reduce their vulnerability to costly frauds
Procurement managers
Compliance and ethics managers
CFO's/senior financial managers
Security personnel
Quick Contact
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