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Agenda
9.00 9.05 Andreas Hammer Head of Public Relations & Public Affairs, KPMG Switzerland Anne van Heerden Head of Risk & Compliance and Head of Forensic, KPMG Switzerland 9.30 How does the typical Fraudster look like? Presentation of the world-wide Study: Profile of a Fraudster 2011
Prof. Dr. Peter Leibfried Geschftsfhrender Direktor des Instituts fr Accounting, Controlling und Auditing (HSG) Mag. rer. soc. oec Alexander Schuchter Institut fr Accounting, Controlling und Auditing (HSG) Forschungsgeschprche mit rechtskrftig verurteilten Wirtschaftsdelinquenten
10.00
John Ederer Head of Corporate Client Forensic Services, KPMG Switzerland Fraud Risk Management Prevention is better than a cure!
10.20 10.30
Q&A End
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Anne van Heerden, Partner, Head of Risk and Compliance, Head of Forensic, KPMG Switzerland
Content
Survey Methodology The Fraud Triangle Who is the typical Fraudster Detection of the Fraudster Size of the Crime Warning Signs Emerging Trends
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Survey Methodology I
KPMG gathered data and details from fraud investigations (from January 2008 through December 2010), in:
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Survey Methodology II
Frauds investigations included in this survey comprise: material misstatement of financial results theft of cash and/or other assets and abuse of expenses
The survey covers: fraudster profiles more common types of fraud conditions that tend to enable fraud typical follow-up actions by organizations impacted by fraud
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Motive
Opportunity
From a theoretical point of view there are three important drivers for committing fraud.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Motive
The offenders impulse to commit fraud.
Financial pressure resulting from excessive lifestyle; Gap between the financial remuneration earned and the responsability held by individual; Pressure to meet financial targets.
Opportunity
The situation that enables fraud to occur.
Weaknesses in the internal controls, Trust / confidence in certain employees, Dominate position.
Rationalization
The mindset of the fraudster that justifies them to commit fraud. The fraudsters convince themselves that they are owed extra remuneration by the employer; Not enough appreciation, regarding the person, or the professional activity.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Senior Management
Management
2011 Survey
2007 Survey
Staff
Board Member
11%
Senior Management remain the most likely fraudster. Most people involved in committing fraud work in the finance function.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Finance
CEO Operations / Sales Procurement Board Level Research and development Back Office
8% 9% 7% 2% 1% 3% 1% 5% 0% 2% 26% 11% 25%
32% 36%
32%
Legal
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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29%
36%
4%
The survey shows an increase in the detection of fraud among longer-term employees. 60% of the fraudster worked at the company for more than five years.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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As the global average the typical swiss fraudster is: Male, aged between 36 and 55, working in the finance function or in a finance-related role, in a senior management position, employed by the company for more than five years.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Alone
With others
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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6%
Motivation
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Many frauds continue to be exposed by formal or informal whistleblowing mechanisms, One in seven frauds are discovered by chance. This puts question marks over the effectiveness of controls and management review at detecting and preventing fraud. (In 2007, 8% of frauds were discovered by accident, rising to 13% in 2011), Companies seem to depend increasingly on the good consciences of staff / third parties, or on accidental discovery, to identify fraud. Globally, there are moves to create more formal frameworks to promote whistleblowing In the US the Dodd-Frank Act (2010), in the UK the Public Interest Disclosure Act. In Switzerland there is legislation scheduled to be debated in parlament to protect whistleblowers.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Warning signs
Red Flags What do we understand by the term Red Flag? A red flag is an event or set of circumstances that ought to alert an entity to the possible presence of fraud risk
Red Flag identified and resulting actions taken
No prior red flag Prior red flag not acted on Prior red flag acted on
6% 21% 24%
44%
55% 50%
Companies are failing to read and to act quickly on the warning signs. Ignored red flags are a license for perpetrators to carry on operating and a missed opportunity for the business to detect or prevent fraud and to possibly reduce losses and associated costs.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Emerging trends I
Switzerland Family office in Switzerland are becoming targets for fraudster. perpetrators tend to be employees and outside agents such as investment advisers rather than family members.
Asia pacific To overcome cultural and language barriers, there is, a tendency to staff subsidiaries with local people rather than with trusted and experienced employees from the home markets. This allows for gaps in controls and means that fraud can go undetected for prolonged periods, leading to high losses.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Emerging trends II
India Companies are too focused on the front end [growing the business] rather than the back end [the support functions] so red flags get ignored or treated as one-offs. When frauds blow up, it's typically several years down the line, when the value of the deception has multiplied and all the warning signs have been missed.
Central and Eastern Europe (CEE) Many multinational companies have tended to transfer trusted expatriate employees from the parent company into key financial positions at their subsidiaries in the region, to provide not only the necessary experience, but also to police the subsidiary from within the finance function. They act as whistleblowers.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Untersuchungsrahmen
Dissertation an der Universitt St. Gallen (HSG) Referent Prof. Dr. Peter Leibfried, MBA, CPA: Geschftsfhrender Direktor Institut fr Accounting, Controlling und Auditing (ACA-HSG) Korreferent Prof. Dr. Urs Jger: Ehem. geschftsfhrender Direktor am Center for Leadership and Values in Society (CLVS-HSG); nun Visiting Professor an der INCAE Business School in Costa Rica Doktorand Mag. Alexander Schuchter, CINA: bungsleiter und Mittelbau-Reprsentant der School of Management (SoM-HSG) Wer knnte zu den tatauslsenden Faktoren und tatverhindernden Massnahmen eine wirklichkeitsnhere Antwort liefern als die Wirtschaftsstraftter selbst?
Zeitlicher Horizont: Seit 2006 Recherchearbeiten, seit Ende 2009 Erhebungsphase, seit Sommer 2010 Abschluss der persnlichen (12) und telefonischen (1) Interviews mit rechtskrftig verurteilten Wirtschaftsstrafttern in der Schweiz (9) und in sterreich (4)
Untersuchung beschrnkt sich auf die Bereiche: Falschbilanzierung, Korruption & Bestechung, Unterschlagung, Veruntreuung & Betrug, vorwiegend qualitativ
peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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Forschungsdesign
Erhebung
Zugang zum Forschungsfeld hat sich als Herausforderung besttigt (Datengewinnung durch Interviews mit verurteilten Wirtschaftsstrafttern mit Deliktsummen im Millionenbereich; strenger Datenschutz, Themenernsthaftigkeit etc.) Befragte: Vom ehemaligen Geschftsfhrer, CEO, Accountant in den oberen Fhrungsebenen und Aufsichtsorgan zum Verurteilten und Insasse einer Haftanstalt Erwhnenswert: berraschend offene Haltung whrend der Gesprche, beraus sympathische und freundliche Personen Aufbereitung
12 der 13 Interviews sind zu verwenden und wurden nach der Tonbandaufnahme (mit Einverstndnis der Befragten) in die hochdeutsche Sprache transkribiert
Gesamtgesprchs- ( 81; 1060 Min.) vs. Aufnahmedauer ( 31; 405 Min.) Auswertung und Interpretation
1. Verfahren: Manifestes: Qualitative Inhaltsanalyse (computergesttztes GABEK) 2. Verfahren: Latentes: Feinstrukturanalyse (hermeneutische Interpretation)
Methoden- und Forschertriangulation Validitt
Quelle: Vgl. Zelger/Oberprantacher (2002), Art. 27. peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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noch unbescholten
berdurchschnittlich gebildet risiko- und entscheidungsfreudig stark karriere-, erfolgs- und publicityorientiert
peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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Quellen: Vgl. Blickle et al. (2006), S. 220 ff.; Collins/Schmidt (1993), S. 295 ff.; Ones/Viswesvaran (2001), S. 31 ff.
2. Persnlichkeitseigenschaften entwickeln und verndern sich mit der Zeit 3. Machiavellistische Intelligenz erschwert Untersuchung tatschlicher Persnlichkeit 4. Auch wenn es gelingen sollte, alle Ausprgungen der Persnlichkeit eines Tters bei langjhrigen Unternehmensangestellten oder auch bei Bewerbern fr eine offene Stelle nachzuweisen, ist es dennoch kein Beweis fr ein zuknftiges, deliktisches Handeln
Quelle: Vgl. Schuchter (2010), S. 80.
peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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Die These, dass Individuen mit bestimmten Persnlichkeitsmerkmalen eher Wirtschaftsdelikte begehen, wird im Rahmen der Doktorarbeit abgelehnt ANNAHME: Weniger Wirksamkeit: Prvention durch Personalrekrutierung Mehr Wirksamkeit: Profunde Ursachenanalyse, um Prvention zu entwickeln
peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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Theoretischer Bezugsrahmen
Abb. 1: Vom Fraud Triangle zum Fraud Diamond Die Untersuchung sttzt sich auf einen der wohl bekanntesten wissenschaftlichen Erklrungsanstze der Entstehungsgrnde doloser Handlungen von Donald Ray Cressey (Ursprung), einem Pionier der Wirtschaftskriminologie Bentigt es immer alle Fraud Triangle- bzw. Fraud DiamondElemente?
Quellen: Vgl. Cressey (1950), S. 738 ff.; Cressey (1953) S. 90 f.; Wolfe/Hermanson (2004), S. 38 ff.
peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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Transkribierter Interviewtext
Ombudsstelle_extern
Auslser
unbewusst
Nein, es gab keinen Druck und nein, eine innere Stimme hat es auch nicht gegeben, weil ich mir eigentlich eines wirklichen Unrechts in der Zeitspanne nicht bewusst war. Der Anreiz des Vorfalls war nicht gegeben, da gab es keinen. Es war nie beabsichtigt, dass wir die Leute betrgen []. Die Absicht einer Tat war nicht da, deshalb waren es keine der genannten Auslser.
Innere_Stimme_keine
Druck_keinen
Gew issen_rein
FAZIT: Einzig die Gelegenheit ist eine conditio sine qua non
peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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Tatauslsende Faktoren
Sogwirkung der Motivation, aus welchem eine selbstndige Befreiung aus Sicht der Respondenten kaum mehr mglich scheint
Buch (erscheint voraussichtlich Anfang 2012): Titel: Perspektiven verurteilter Wirtschaftsstraftter Erklrungsansatz der Entstehungsgrnde von Wirtschaftskriminalitt und deren Prvention in Unternehmen
peter.leibfried@unisg.ch alexander.schuchter@unisg.ch
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All those activities involving dishonesty and deception that can drain value from a
business, directly or indirectly, whether or not there is personal benefit to the fraudster.
In numbers
In Switzerland fraud losses are estimated at 2-4% of GNP that would be at least
CHF 8 billion.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Rule of Thumb
According to the 20:20:60 Rule of Thumb
20% of all employees are honest
20% 20%
No special measures / actions necessary 20% of all employees are dishonest Pre-employment-screening Fraud risk management (effective controls) 60% of all employees are as honest as the circumstances allow fraudulent activities and misconduct or not
80%
60%
Fraud risk management Ethics and integrity management (code of conduct, whistle blowing hotline, management as role model, tone of the top) Know your employees
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Misuse of merger reserves Manipulation of transfer pricing Manipulation of joint ventures Improver valuation of other assets Misuse of inter company and suspense accounts False cash entries Hidden pledges of cash deposits Teeming and lading or lapping
False sales and customers Advancing or delaying revenue Manipulation of rebates and discounts Misrepresentation of credit status
Other
Revenue Expenses
Under or over provision for bad debts Under or over accruals Delaying or advancing expenses
Cash Inventory
Manipulation of rebates and discounts False valuation False quantity Misrecording of capital items Hidden contract terms
This graphic contains illustrative examples and should not be considered as a complete list of fraud risk factors and not all of these examples are necessarily applicable in all circumstances. Professional judgment is required in response to the specific circumstances.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Managing Fraud I
Effective control starts with..
Prevention:
A Code of Conduct with a section on Fraud Risk Management must be implemented and considered effective, with regular training held by most of the company, and dedicated IT security measures ought to be implemented. Fraud risk assessments should also be conducted on an annual basis. Detection: Management review and basic Internal control mechanisms are rated as the most effective means for detection. The role of whistle blowing is significant, but unevenly spread across different regions and cultures. Response: The majority of large companies have incident assessment and escalation procedures, but few have a dedicated fraud response team.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Managing Fraud II
Essential components
Effective anti-fraud strategy Tasking key people to take ownership for fraud management Open minded - on specific fraud risks: not It wont happen here!, rather
Why couldnt it happen?
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Immediately ask for experienced professional assistance Keep it confidential to a small number of essential individuals Block electronic and physical access of suspects Withdraw powers of attorney of involved persons
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Do not touch, save, back up nor shut down any PC/Laptop that may contain
evidence.
Do not alert the suspect Do not let involved targeted employees touch the PC/Laptop anymore, not even
for just shutting it down properly
Do not search for evidence yourself Do not fire the suspect before taking legal and tactical advice.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Quick Wins
Check the fundamentals reconciliations are carried out independently & appropriately signatures are completed limits are applied segregation of duties is obeyed assets are appropriately valued & control
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Red Flags
Examples of Red Flags Refusing to take a holiday (especially more than a few days ) Persistent anomalies in behavior or attitude, e.g. a dominating style, not tolerating questions Excessive generosity towards other staff / auditors
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The number of the cases may be constant, but more and more are coming to light due to Increased consciousness Increased willingness to report fraud and misconduct More rigorous laws and guidelines Control & fraud risk systems
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Q&A's
Additional Information
Red Flags I
Yes
No
Complex/unusual payment methods; agreements between the business and certain suppliers/customers. These may be set up in a deliberately opaque manner to hide their true nature.
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Red Flags II
Yes
No
A division or department of the business is perceived as complex or unusually profitable, thereby diverts the attention of management and the audit functions.
Increases in profitability fail to lead to increased cash flows. A remote operation not effectively monitored by the head office.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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Sub Region Asia and Middle East North America Australia and New Zeland Europe Africa South America India
Average total losses per fraud US$m 1.5 1.2 1.1 1.0 0.9 0.8 0.7
In some fast growing economies where there is a culture of not loosing face or speaking up they tend to have higher average losses, Increased commercial pressures to recover funds,
Direct correlation between the size of the crime and attempts to recover the loss.
2011 KPMG AG/SA, a Swiss corporation, is a subsidiary of KPMG Holding AG/SA, which is a subsidiary of KPMG Europe LLP and a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (KPMG International), a Swiss legal entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
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