Fraudulent events come unexpectedly and at inconvenient times. Do you know if you would be solution-orientated and able to act in that situation?
A taboo topic that only ever affects others.
Studies prove the opposite; in practice these studies are exceeded many times over. Cases of fraud can occur in even the best (families and) companies. Including Switzerland, including yourself, including your company, and including your social circle. When it comes to judging what people are capable of, I wouldn’t put my money on anyone.
As the highest level of responsibility in a company, you delegate responsibility, distribute tasks and assign competences. You know who carries the ultimate responsibility. In the case of non-compliance and fraud, the consequences are devastating: for you as the person responsible, for employees, and for the company. In the worst case also for your business partners and additional stakeholders.
Fraud management is not an alibi exercise.
It’s not simply about putting in additional controls in order to comply with the law, but about having the right measures in the right place.
To whom, and how – and based on which decision-making criteria – have you transferred the responsibility for fraud management? How do you ensure that you can carry this ultimate responsibility?