Wirtschaftkriminalität bei Auslandsgeschäften Erfahrung aus der Praxis

Transcription

1 Wirtschaftkriminalität bei Auslandsgeschäften Erfahrung aus der Praxis

2 Content 1 Types of economic crime 3 2 Cybercrime Hacked? 4 3 Cybercrime Project Coral & Project Indigo 5 4 Asset misappropriation Project Future 6 5 People & Culture 7 6 Effective compliance programme 8 7 About me 9 2

3 Types of economic crime Asset misappropriation 64% 69% 64% Asset misappropriation 32% Cybercrime The message is clear: the burden of preventing, protecting and responding to economic crime rests firmly with organisations themselves. Global Economic Crime Survey 2016 Cybercrime Bribery & corruption Procurement fraud Accounting fraud Human resources fraud Money laundering IP infringement Insider trading 32% 24% 24% 27% 23% 29% 18% 22% 12% 15% 11% 11% 7% 8% 7% 4% 24% Bribery & corruption Economic crime continues to forge new paths into business, regulatory compliance adds stress and burden to responsible businesses, and and increasingly complicated threat landscape challenges the balance between resources and growth. The moral of this story is not new, but is one that may have been forgotten in our hastle to succeed in today s fast-paced global marketplace. We challenge you to adjust your lens on economic crime and refocus your path towards opportunity around strategic preparation. Tax fraud Mortage fraud Competition/anti-trust law infringement Espionage Other 4% 5% 2% 3% 6% 6% 6% 7% 11% 14% 0% 20% 40% 60% 80%

4 Cybercrime Hacked? 4

5 Cybercrime Project Coral & Project Indigo Project Coral Client Project Indigo Client Service provider for pension funds Life Sciences company What An investigation in Switzerland into a social engineering fraud case for a leading service provider for pension funds in Switzerland. The investigation was performed by several interviews with local staff und reviewing supporting documentation. What An investigation in South Africa into potential client data leakage to third parties (social engineering) for a global Life Sciences Company in Switzerland by its own local staff. The investigation was performed by several interviews with local staff (including polygraph testing). 5

6 Asset misappropriation Project Future 미래계획미래계획 미래계획 Ch'unch'on Uijongbu Kangnung Kangwon Puch'on Kuri Seoul Tonghae Inch'on Kyonggi Wonju Kwach'on Anyang Chech'on Suwon 미래계획미래 Ch'ungju 계획미래 Ch'onan Andong Ch'ongju Kunsan Taejon Chonju Chollabuk Kyongsangbuk Kumi P'ohang Taegu Kyongju Ulsan Client A South Korean subsidiary of a Swiss based power transmission and industrial automation company. What Mokp'o Cheju Kwangju Chollanam Sunch'on Yosu Chinju Ch'angwon Masan Pusan P.-Chunggu An investigation into a CHF 100 million embezzlement in South Korea to assist a leading manufacturing firm with the identification of fraudulent transactions and the collation of financial data. A team of over 50 team members in two countries were detecting suspicious transactions based on structured ERP data, banking data, vendor analysis, process review and year-end reviews. 6

7 People & Culture People & culture At the heart of any economic crime is a poor decision driven by human behavior. So it stands to reason that the answer should start with people. That means not only instilling clear processes and principles for your employees, but also creating a culture where compliance is hardwired to values and to the overarching strategy of the organization. is your first line of defence 7

8 Effective compliance programme Five steps on the way to a more effective compliance programme Ensure Evaluate Ensure Remember Don t your programme is in line with corporate strategy; and communicate this alignment. and potentially reimagine the identity of your compliance function so it may adapt to an environment where risk and threats are everchanging. 2 all owners of compliance obligations fully understand the compliance big picture across the organisation, and the scope of their own responsibilities within it. 3 that policies and training on values are not enough: credible, consistent engagement across the organisation are essential. 4 downsize when risks are going up

9 Erwin Frank Barentsen Forensics Services Director Advisory, Switzerland Tel: Mobile erwin.frank.barentsen@ch.pwc.com Languages German (fluent) English (fluent) Dutch (native) French (advanced) Qualification B.A. Accountancy (Nyenrode University) M.A. Auditing (Nyenrode University) Postgraduate Accountancy (Nyenrode University) Career Development Since 2016, Director KPMG Switzerland and Bermuda Core Competencies Erwin Frank has experience leading large and complex antimoney-laundering, economic sanctions, fraud, cross-border tax, other financial crime investigations and remediation projects in various countries. 9

10 Thank you for your attention and please contact me if you have questions or feedback This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers AG, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it All rights reserved. In this document, refers to PricewaterhouseCoopers AG which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.