global expectations for addressing fraud risk and investigative … · 2017-03-28 · saudi aramco:...
TRANSCRIPT
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Global Expectations for Addressing Fraud Risk and Investigative Process Waheed Alkahtani, CFE and CCEP-I
March, 2017
© Copyright 2016, Saudi Aramco. All rights reserved.
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Saudi Aramco: Public
• Saudi Aramco • Fraud Risk and
Cost of Fraud
Overview
• Fraud Risk Management
• Fraud Prevention and Controls
FRM and Controls • Who Is
responsible for managing Fraud Risks?
• The How question
Fraud Investigation Process
Agenda
27/10/2014 Copyright note text (8pt)
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Introduction and Overview General
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Saudi Aramco: Public
How we are: Saudi Aramco
• The Saudi Arabian Oil Company (Saudi Aramco) is a state-owned oil company of the Kingdom of Saudi Arabia.
• We rank first among oil companies worldwide in terms of crude oil production and exports, and natural gas liquids (NGL) exports, and are among the leading producers of natural gas.
• We are also among the world’s leading refiners and are moving further downstream into chemicals production
• We employ more than 55,000 workers and are headquartered in Dhahran in the Eastern Province.
• Internationally, Saudi Aramco subsidiaries or affiliates hold significant interests in refining and marketing companies in the United States, the Republic of Korea, Japan, and China.
• We have key market support service offices in major cities in North America, Europe and Asia.
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Saudi Aramco: Public
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Saudi Aramco: Public
President & CEO
Board Audit Committee
General Auditor
Special Audits
Functional Audits
Operational Audits
Downstream Upstream Engineering Project Mgt
Relations & General
Operations Services
Information Systems
Functional Operational
Audit Support
Internal Auditing Reporting Line
Supreme Economic Council of Saudi Arabia
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Saudi Aramco: Public
Fraud
• An intentional perversion of truth
• False misrepresentation of a matter of fact
• The use of deception (cheating) with the intent of obtaining an advantage or avoiding an obligation
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Faces of Fraud
Extortion Collusion Corruption Conspiracy Embezzlement Forgery Bribery Money Laundry False representation Concealment of material
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Fraud in Business Sectors
Fraud
Insurance
Health
Bank
Telecom
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All kind of Business Processes
Contracts Processing and Administration
Invoice Processing and Cash Payments
Materials Ordering and Handling
Payroll and Staffing
Performance and Accountability
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Why we are Discussing FRAUD?
• All organizations are subject to fraud risks
• Frauds have led to the downfall of entire organizations
• Massive investment losses • Significant legal costs • loss of key individuals and
image • Many fraud cases involve
safety.
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Safety is Everyone’s Business
27/10/2014 Copyright note text (8pt)
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The Cost of Fraud
From ACFE Report to the Nation 2014
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an upward trend
and… Global data shows
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Fraud Control and Risk Management
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Prevention
Management Controls
Command and Control Concept
27/10/2014 Copyright note text (8pt)
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Why
It is
Risky?
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Organizational Risks
Risks Global Operations
Competition
Technology
Mergers JV
Transformation
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Organizational Risks
• Local Employment and labor laws
• Global Anti-trust and Anti-corruption regulations, such as FCPA and UK bribery acts.
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Saudi Aramco: Public
Who Mange Fraud Risks?
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Who manages the RISK?
IA LAW HR Security
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The Gate Keeper
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Internal Auditing
• “Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.”
• In relation to fraud, this means that internal auditing provides assurance to the board and to management that the controls they have in place are appropriate, given the organization’s risk appetite.
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•Internal auditors should consider the organization’s assessment of fraud risk when developing their annual audit plan and periodically review management’s fraud management capabilities.
Fraud Risk Assessment
•They should interview and communicate regularly with those conducting the organization’s risk assessments, as well as others in key positions throughout the organization, to help them ensure that all fraud risks have been considered appropriately.
Communicate and Report
•When performing engagements, internal auditors should spend adequate time and attention to evaluating the design and operation of internal controls related to fraud risk management.
Internal Controls
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Role of the Internal Audit
IIA Practice Advisory 2130-1
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• They should exercise professional skepticism when reviewing activities and be on guard for the signs of fraud.
Watch Red Flags
• Potential frauds uncovered during an engagement should be treated in accordance with a well-defined response plan, consistent with professional and legal standards.
Respond
• Internal auditing should also take an active role in support of the organization’s ethical culture.
Active Role
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Role of the Internal Audit
IIA Practice Advisory 2130-1
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The How to Question
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Change Management
Assess
Build
Measure
Adjust
Change Management Theory
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Anti-Fraud Program
Fraud
Assessment
Prevention
Detection
Correction
•Fraud Risk Assessment •Consider potential fraud schemes •Evaluate he likelihood and significance •Mitigation Plans
•Awareness •Top Management •New Hires •Vendors and Contractors •All means
•Code of Conduct •Business Ethics Prog •Whistleblower and Hotline Policies
•Hotline •Cont. Audits •Unscheduled Audits •Monitoring and Data Mining
• Correction Policy • Investigation/Reporting • Disciplinary actions • Behavior Analysis
Minimum Level of Protection
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Should
Can
Must
What ...
Be Done?
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Set the Tone from the Top
You must be the change you wish to see in the world.
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Building Blocks
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Gap Analysis Methodology
Gray Area Not Enough
Accountability
Overlapping Inefficient
Redundancy
Dark No Accountability
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Tone at the top
• Management support
• Key player • Ethical icon
Who
• Identify the entity
• Endorsement
How
• Assess building blocks and available resources
The Implementation Process
27/10/2014 Copyright note text (8pt)
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Fraud Control
Section Two
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In Summary
Controls
Swing Group Fraud
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The Internal Controls and COSO Model
Internal controls
Control Environment
Monitoring Assessment
Control Activities
IT Communication
Risk Assessment
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Controls Environment
Employee Awareness
Management Oversight
Policies and Procedures
Hotlines
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Control Activities
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Controls Activities
1. Performance and Accountability
2. Planning, Budgeting, and Cost sheets
3. Plants, Tools, and Equipment
4. Policies, Instructions, and Procedures
5. Information Technology
1. Approval Authority and COI
2. Contract Services and Administration
3. Invoice Processing and Cash Payments
4. Materials Ordering and Handling
5. Payroll Procedures and Staffing
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Contracting Cycle
SOW Solicitation Evaluation Award Management of Contract
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Contracting Cycle
• Sole Source • Vague Specs
SOW
• Bidders with no prior experience
Solicitation • Release of
information • Lack of
transparency
Evaluation
• Low bidder to w ithdraw
• Last minute changes
Award • Acceptance of
sub-standard work
Management of Contract
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Red Flags
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What is Red Flags
• A red flag is a signal or a set of circumstances that are unusual in nature or vary from the normal activity and may need to be investigated further
• Red flags do not indicate guilt or innocence but merely provide possible warning signs of fraud
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In Your Orginaziation
…“ What is considered as
RED Flags?”…..
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In Your Orginaziation
“ What should YOU do when you see a RED Flag?”…..
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Reporting Irregularities
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A Wealth of Data
employees who witnessed misconduct at work
46% reported the bad behavior
65%
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The Reporting Mechanisms
Report
Web
Telephone IVR
Fax
Major means of communication
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Fire hose Water hose
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Fraud Investigation Process
3
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How to respond to an incident
Small
• Establish ownership and accountability. • Outsource.
Medium
• Establish ownership and accountability. • Formation of forensic investigations.
Large • Internal unit to address prevention, detection,
investigation and remediation of fraud.
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White Collar Crimes
Violent Crimes
Property Crimes
Cyber Crimes
Who Investigate and Examine Fraud?
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White-collar Crime
Occupational Money laundering
Identity theft
Copyright infringement
White-Collar Crime
Gray Area Black/White
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Independent Authorized Competent
Who Investigates Fraud?
Best Practice ACFE, AICPA, IIA, and SCCE
Consistency
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The Formation of the ACFE
• “America needed a new “Corporate Cop” – a professional who would be the offspring of the marriage of the accountant and the investigator.”
• Dr. Donald Cressey, the famous criminologist
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ACFE: a Corporate Cop
Accounting Investigation
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CFE Common Body of Knowledge
CFE
Accountant
Criminology
Investigation
Law
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Elements of an Anti-Fraud Program
The following elements should be found within a fraud risk management and compliance program:
1. Fraud Prevention and Awareness Services
2. Fraud Forensic and Validation Services
3. Fraud Investigation and Correction Services
4. Business Compliance Services
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The Business Model
•Investigation •Correction
•Compliance assessment
•Fraud Indicators and Trends
•Reporting
•Case validation •Computer Forensic •Data Mining
•Awareness Program
•Hotline Administration
Prevention Validation
Investigation Compliance
Compliance Manager
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Proposed Investigation Process
Hotline
• Single point of contact for all tips and complaints by all forms
• Receive the complaint
• Respond to the informant
Validation
• Assess and weight the risk
• Assign the proper risk index
• Evaluating the initiation of investigative procedures
Investigation
• Conduct the investigation and integration
• Case management system
• Produce the investigation report
Reporting
•Quality Review •Ensure the implementation of corrective actions •Communicate case results to GA
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Proposed Investigation Process
Before
• Hotline • Assess and
weight the risk
• Assign the proper risk index
• Evaluating the initiation of investigative procedures
Investigation
• Conduct the investigation and integration
• Case management system
• Produce the investigation report
After
•Reporting •Quality Review •Ensure the implementation of corrective actions •Communicate case results to GA
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Awareness Hotline Investigation Reporting Compliance
Roles and Responsibilities
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Allegation Dispatch
Preliminary Investigation
Phone, Email, Fax, Intranet, or In person
Complaint
Invalid allegation Archive
Complaint Referred
Grievance
Regular Audit
Other
Valid allegation Investigate
Compliant screening process
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Top questions that you need to answer
1. Is it a human error
2. Is it violation of company policies
3. Is it violation of laws and regulations
4. Is it a type of fraud?
5. What are the consequences of doing nothing?
Error Waste Abuse Fraud
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Business-focused investigation
Investigation to Discipline Employee
Investigation to Assess Controls
Investigations outside your SOW and Grievance
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What is Final Decision
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Investigation Measuring and Key Performance Indicators
Type
Allegation
Inquiries
Identity
Anonymous
Named
Source
group,
location
business lines
Level of employees
Management
Professionals
Education
Reporting methods
Online
Phone
Fax
walk in
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Other useful measures
Life cycle
Actions
Recoveries
Substantiation rates
Geographic/BL distribution
Trends against prior years
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Investigation categories Fi
nanc
e Accounting, Auditing and Financial Statement
Busi
ness
Eth
ics Fraud, Conflicts
of interest and Bribes
Abus
e/C
orru
ptio
n Code Violation, Release of proprietary info, misuse of corporate property
Hum
an R
esou
rces
Discrimination, Harassment, Employment Law Violation and Compensation
Oth
er
Environmental, Health and Safety
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Final thought
Why don’t
people report?
The fear of retaliation
Who cares? Nothing
will happen
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Conclusion
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Act NOW
If you ever think you’re too small to be effective, you have never been in the dark with a mosquito.