employees and fraud risks - uitm masters in accounting special lecture

EMPLOYEES AND FRAUD RISKSCNI’s Journey, Mistakes, and Lessons Learned

Kenny OngCNI Holdings Berhad

Contents:

A. Case Study

B. Formula for Risk in CNI

C. Defining Risk Mitigation

D. Reducing Fraud risk Probabilities

E. Decreasing the Impact

F. Successful Risk Management programs

G. Researchable fraud areas

This was what happened…

Fraud Case Studies:• Lost Tickets• Over claims• Undercutting• F/L-Leader pact• Swiss cash

Intro and Background

Different Business, Different Frauds

Intro: CNI

1. 18 years old

2. Core Business: MLM

3. Others: Contract Manufacturing, Export/Trading, eCommerce

4. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan

5. Staff force: ± 500

6. Distributors: 250,000

7. Products: Consumer Goods and Services

Intro: CNI

Intro: CNI

CNI’s Business Model background

Factory CNIEDC

SPLeadersCustomers

A. Risk Mitigation in CNI

No Business, No Risks.

No Business, No Risks.

• Ironically, our success is the cause of risk• More success, more money, more fraud• Easiest way to reduce fraud is to reduce

business• Don’t laugh. This is what most FAC and HR

people do, unintentionally

Fraud Risk Mitigation? (1/2)

We follow standard Fraud definitions:

What is Fraud?

1. Someone is Lying

2. Someone is Benefiting

Both Conditions must be met in order to be considered Fraud.

Fraud Risk Mitigation? (2/2)

We follow standard Fraud definitions:

Risk = Likelihood x Impact

Risk Mitigation =

↓ Likelihood, or

↓ Impact

Def: “Likelihood”

Likelihood Definition

5. Very high 99% likely to happen, has occurred within last 12 months

4. High 75% likely to happen, has occurred within last 12 months

3. Medium 50% likely to happen, has occurred within last 24 months

2. Low 20% likely to happen, has occurred within last 5 years

1. Very Low 5% likely to happen, hasn’t occurred within last 5 years

Def: “Impact”

Impact Sub A Sub B Sub C Sub C

5. Very Serious

>1.0M >100K >30K >60K

4. Serious 501K-1M 51K-100K 21K-30K 41K-60K

3. Moderate 101K-500K

26K-50K 11K-20K 21K-40K

2. Minor 11K-100K 6K-25K 3K-10K 5K-20K

1. Insignificant 0-10K 0-5K 0-2K 0-4K

CNI Risk Categories

Four Categories of Risk in CNI:• Operational Risk• Compliance Risk• Financial Risk• Strategic Risk

How CNI Implemented Risk Management

1. Concept for BOD Approval (please refer to slides Risk and Crisis Management - CNI BOD presentation v3.ppt)

2. Implementation Plan (please refer to slides FRAMEWORK PRESENTATION.ppt)

Examples of CNI Risks and Calculations

• Please refer to Handouts

Examples of Fraud Mitigation Actions:

Fraud Risks

Where are the Fraud Risks?

Industry

Management

Staff

Frontline

Sup

plie

rs/V

endo

rsR

etail Front

Industry Risks

• Get-Rich-Quick Schemes (Skim Cepat Kaya)• Direct Selling myths• Bad Hats• Imposters• Products on Shelves

These Fraud risks affect all Direct Selling organizations but cannot be controlled by us.

Only in joint efforts by drafting & pushing new regulations

Real Fraud, Real Risks

1. DC Fraud

2. Staff Fraud

3. Management Fraud

4. Distributor

5. DC Assistant

6. SP

7. Payroll

8. Undercutting

9. Purchasing

10.Credit Card

11.Ghost Staff

12.Ghost Distributor

13.Financial Reporting

14.Theft

15.F/L

16.eCommerce

17.Tickets

18.Share manipulation

B. Reducing Fraud risk Probabilities

Prevent. Deter. Kill.

Fraud Root Causes

• Policy problem• People problem• Unavoidable problem

Risk Mitigation Strategies

Culture

Mitigation

Identified Fraud Risks

StructureResources

Leadership

Person

Alignment: Framework

• Org Structure• Job Design – C.Fraud.O.• Policies & procedures• Governance, Internal Controls• Management Systems, SOPs• Central• Special Task Force• Internal Audit, Surprise Audit, Regular Audit

(Surveillance)• Levels of Authority, Power Balancing*

Structure

*Power Balancing

1. Propose

2. Approve

3. Execute

4. Monitor

BOD Set 1 BOD Set 2

Approval/Verification

Alignment: Framework

• Tools• ICT Systems• Rules detection• Whistle Blower• PED• Profiling/Assessment Tools• Budget for Investigation,

Litigation

Resources

Strategy: Framework

• PED• Involuntary Role Modeling• Personal accountability and

Commitment • 10 Ants Values• Watch out: Current people promoted

to Key Positions• Promotional criteria

Leadership

Alignment: Framework

• New Employee Background checks

• Willingness to Punish• Root Cause Analysis (Mager &

Pipe)• Rotation• PED• Fraud Detection & Analysis

Competency• High Risk Jobs• IT breaches through Frontline

Person

The Four Desperates

1. Desperate Competition

2. Desperate Consumer

3. Desperate Achievers

4. Desperate Changes

• PED

Possible General Root Causes for Fraud

1. "Everyone does it."

2. "It was small potatoes."

3. "They had it coming." – the revenge syndrome

4. "I had it coming." – the equity syndrome

GENERAL STRATEGIES AND POLICIES

• B1. Classification of Behaviors– B1.1 Disrespectful Workplace Behavior

– B1.2 Progressive Discipline

– B1.3 Zero Tolerance

GENERAL STRATEGIES AND POLICIES

• B2. Recruitment and Selection• B3. Exit• B4. Employee Assistance Program• B5. Anonymous Hotline• B6. Communication and Feedback• B7. Training and Education• B8. Formal Complaint and Grievance

GENERAL STRATEGIES AND POLICIES

• B9 Leadership– 1. Leaders act as role models whether

consciously or unconsciously

– 2. Leaders determine the working environment

GENERAL STRATEGIES AND POLICIES

• B9 Leadership– 1. Educate– 2. Involve– 3. Teach – 4. Eliminate

SPECIFIC STRATEGIES AND POLICIES

• C1. Theft and Fraud – Root Causes– Profile: 68.6% - no prior criminal record, Aged

26-40 years old, Annual income between RM15k-RM30k, 2-5 yrs of service

– Struggling financially or large purchases • difficult time in their lives• gets out of hand

– Merger and acquisition or reorganization activity.

• ‘I don’t have a career here’ attitude.

SPECIFIC STRATEGIES AND POLICIES

• C1. Theft and Fraud - Prevention– Background checks– Duties segregated– Anonymous hotline – Share the wealth– Communicate successes– Make a big noise when discovered– Video surveillance equipment

SPECIFIC STRATEGIES AND POLICIES

• C2. Violation of confidentiality or security of company information - Prevention– a. ICT Security Policies*– b. Ownership of Intellectual Property– c. Inside Information and Trading of CNI

shares

*ICT Security and Fraud (1/3)

Biggest ICT risks to CNI

1. Security – All matters relating to the ‘coming-in’ and ‘going-out’ of all systems and information

2. Backup - including Storage of critical and non-critical information and Disaster Recovery

3. Continuity – Availability of systems and information at a 24x7x365 standard

*ICT Security and Fraud (2/3)

The following are threats faced by CNI from ‘inside’ the company:

• Current Employees, • On-site Contractors, • Former Employees, • Vendors/Suppliers, • Strategic Partners, and • OEMs

*ICT Security and Fraud (3/3)

1. Web browsing and Internet Access

2. Username and passwords

3. Instant Messaging

4. E-Mail

5. File access permissions

6. Backups

7. Crisis management, Disaster recovery and Business Continuity

8. Physical

9. PCs and laptops

10.Remote access

11.Servers, routers, and switches

12.Internet / external network

13.Wireless

14.PDA and cell phone

15.Documentation and change management

ICT Security, Backup, and Continuity Strategies 2005-2008:

C. Decreasing the Impact

We failed. Now what?

Why Impact?

1. Escaped prevention• Policy or Procedure• Performance

2. Cannot reduce likelihood - unavoidable

Levels of Impact (Fraud)

• small impact• BIG impact

TangibleMonetary Loss (>1,000,000) inc. capital, share priceLocality

IntangibleReputation, ImageCompetitivenessConsumer confidence

small Impact

1. Escaped prevention– Policy or Procedure– Performance

2. Cannot reduce likelihood - unavoidable

• CAR/PAR• Mager & Pipe

• Study Trends• PAR

Real Fraud, Real Risks

1. DC Fraud

2. Staff Fraud

3. Management Fraud

4. Distributor

5. DC Assistant

6. SP

7. Payroll

8. Undercutting

9. Purchasing

10.Credit Card

11.Ghost Staff

12.Ghost Distributor

13.Financial Reporting

14.Theft

15.F/L

16.eCommerce

17.Tickets

18.Share manipulation

Real Fraud, Real Risks

1. DC Fraud

2. Staff Fraud

3. Management Fraud

4. Distributor

5. DC Assistant

6. SP

7. Payroll

8. Undercutting

9. Purchasing

10.Credit Card

11.Ghost Staff

12.Ghost Distributor

13.Financial Reporting

14.Theft

15.F/L

16.eCommerce

17.Tickets

18.Share manipulation

Investigation: Principles

1. Preserve Evidence = documents, computers, laptops, voicemails, emails, phone logs, security camera tapes etc.

2. Focused on Facts3. Avoid (or try to avoid) legal exposure e.g.

defamation, unlawful dismissal etc.4. Verdict/Punishment only after investigation is

complete and results obtained5. Precedence6. Limit number of people7. Involve Professionals/Third Party whenever

possible

Investigation: Process

5. Public Disclosure

6. CAR/PAR

4. Management Decision

External Legal

2. Investigating Office (I/O)

External P.I.

1. CaseTip Off

3. Internal Inquiry

IndependentPanel

BIG Impact

• Crisis Management Plan• Crisis Communications Plan

Crisis Management Plan

Business Function Crisis:

Before(readiness for

crisis)

During(sound crisis

management)

After(profiting and

learning)Policy and

Planning

Process Owner: [dept. accountable]

Communications

Logistics & Info Systems

Crisis Communication Plan

• Crisis Communication Team (to determine small or BIG for communications purposes)

• Crisis Media Plan– Media Management– Media Centre– Crisis Spokesperson & Interview– Press Release

• No case study from CNI on Crisis Communications arising from Fraud

• Not yet happened (fingers crossed)

D. Tracking and Reporting

“Asking the people responsible for preventing

a problem if there is a problem is like delivering

lettuce by rabbit"

Norman Augustine

CEO & Chairman, Lockheed Martin

Tracking: Who? How?

1. Centralized monitoring: trends, patterns, flag unusual, symptoms

2. Regular reporting

3. BSC, KPI and PMS embedded

4. RWC – RMC

5. Industry comparison

6. IAD, MSD, RD, SDD

E. New Fraud Risks

We need help.

New Fraud Opportunities: CNI

Change in Business Model: InexperiencedeCommercePartner MerchantsFranchiseConventional retailM&A Targets

eCommerce Frauds

AccountTakeover

Pharming

Counterfeit Advances

Phishing

Application

Lost/Stolen Credit Cards

eCom Frauds?

Latest Fraud topics: General

1. Whistle Blowing compensation: tied to $$ amount of fraud exposed

2. New US law -> Not allowed to sue Accountants, Auditors, Lawyers. What implications?

3. Credit Crunch = Tighter Cash Flow = More desperate people = more Fraud?

4. Sub-prime crisis + Société Générale = Transparency, Disclosure, Relationship Transparency

Fraud: Research Options?

1. Profile of a Fraudster in Malaysia

2. New Fraud Risks in the 21st century business environment

3. Internet, eCommerce, and ICT related Fraud risks and prevention

4. Company Culture and its influence on Fraud Risks

5. HR practices that can decrease Fraud in a company

Risk Management: Research Options?

1. New Strategic Risks faced by businesses

2. Embedding Risk Management into Strategic Planning

3. New Risks in the 21st century business environment

4. Risk Management in Small and Medium sized companies in Malaysia

5. The role of Risk Management in Mergers & Acquisitions

End Points

Dangers of Direct Incentives

1. lessen internal motivation, 2. switch to mercenary mode, 3. do something and do not do something else, 4. easier for competitors to recruit, 5. lessen teamwork & helpful culture, 6. less and less impact for same value, 7. mockery of base salary and employment

contract, 8. rebellion from non-incentivised staff, 9. end up incentivising everyone for everything?, 10.bribe and fraud culture,

Mistakes and Lessons Learned

1. Price to Pay for Fraud/Risk Mitigation => Business Flexibility

2. Control vs. Growth

3. Rules vs. Humanity/Motivation

4. Not tackling the root cause i.e. Motive + Opportunity i.e. Humans

5. Focus on FAC vs. Sales/Marketing => who has control?

6. Relationship Role vs. Enforcement Role e.g. SDD/Ticketing, FTF vs. RD

In the end…

• Great Wall of China– humans are the weakest link– bad treatment of staff will lead to weak link i.e.

easier to bribe, easier to con, etc; – bad treatment examples: insulting, lose face,

broken promises, no dignity, public criticism, restructure without communication

Thank You.

soft copy of slides: www.totallyunrelatedrandomanddebatable.

blogspot.com