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Fighting Crime in the Workplace

Fighting Crime in the Workplace. Tom Phillipson – Head of Contingency & Crime, Swiss Re Corporate Solutions Lois Fuchs – Risk Manager, Honeywell. Aims & Agenda. Aims Understanding the prevalence of crime in the workplace What can YOU do to mitigate this exposure? Agenda

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Fighting Crime in the Workplace

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  1. Fighting Crime in theWorkplace Tom Phillipson – Head of Contingency & Crime, Swiss Re Corporate Solutions Lois Fuchs – Risk Manager, Honeywell

  2. Aims & Agenda Aims • Understanding the prevalence of crime in the workplace • What can YOU do to mitigate this exposure? Agenda • Industry Statistics • Common Scenarios • Real Losses • Profile of a Perpetrator • Prevention and Detection – a Risk Manager's Perspective (Lois Fuchs) • Commercial Fidelity Insurance • Questions

  3. Crime Exposures • Cost to industry: typical organisation loses 5% of annual revenue to fraud: global estimated USD2.9 trillion per annum • Recession fuelling rise in crime: loss as a proportion of income has risen 20% in the last year • Severity: approximately 25% of all reported losses cost US companies more than USD1million • Difficult to detect: average length of fraud losses prior to detection is 24 months • Time served: largest frauds are committed by longest serving employees

  4. Common Scenarios • Theft (by employees or third parties): cash / stock • Billing: employee creates a fictional vendor and bills employer for non-existent services • Bribery and corruption: employee processes inflated invoices for supplier and takes a kickback • Premises and transit: robbery/burglary/hold-up • Payroll: employee claims overtime for un-worked hours or adds ghost employees to the payroll • Information: employee or third party steals confidential customer or product information

  5. Real Losses • Case Study 1: Milton Morris, senior manager in charge of trucking at SC Johnson conspires with suppliers to overpay them in return for back-handers. Scam goes undetected for 10 years. Company obtains judgement against the perpetrator and trucking companies in excess of USD 200m. • Case Study 2: ChiaTeckLeng was sentenced to 42 years in jail, one of the longest jail term meted out for the largest case in commercial fraud in Asia to date. Chia was a finance manager at Asia Pacific Breweries when he forged documents to swindle banks out of S$117 million over four years to feed his gambling addiction. • Case Study 3: Singapore Airlines' employee Teo Cheng Kiat, who embezzled S$35 million from the airline over 13 years. He was convicted in 2000 and jailed for 24 years for the crime.

  6. Profile of a Perpetrator • Age/seniority: middle management aged 41-50 commit more than a third of internal frauds – more authority and more access to company resources. Also responsible for the largest losses • Tenure: longer-term employees commit the largest frauds • Department: accounting department employees commit disproportionate number of crimes (30%). Senior management (18%), operations (16%) and sales (11%) staff also feature strongly • Background: 87% or perpetrators have never been charged or convicted and 82% have never previously been punished or terminated • Motivation: domestic financial difficulties/stress including divorce, gambling, drugs. Pure jealousy combined with rationalisation ("I work just as hard as the CEO why shouldn't I have the benefits which he/she enjoys"?) • Red flags: living beyond means, financial difficulties, divorce/family problems, close association with vendor, refusal to take vacation, complains about lack of pay

  7. Prevention and Detection – A Risk Manager's Perspective Detection • Tip or complaint (including whistleblower hotline) • Surprise audit • Linguistic software • Red flags Prevention Internal/external audit Anti-fraud training Dual controls for cheque signing/wire transfers Employee vetting

  8. Commercial Fidelity Insurance Covered Indemnifies the insured for direct financial loss i.e. first party loss caused by: • Employee dishonesty • Theft by a third party • Counterfeiting or forgery of a negotiable instrument by a third party • Computer crime by a third party • Trigger: losses discovered during the policy period.

  9. Commercial Fidelity InsuranceNot Covered • Unauthorised trading • Liabilities to third parties • Loss caused by directors or major shareholders • Consequential loss (e.g. computer downtime) • Pure inventory loss • Theft of trade secrets or confidential information

  10. Questions?

  11. Appendix I – Sources and Recommended Reading • Association of Certified Fraud Examiners Global Report 2010 • Kroll Global Fraud Report 2011/12 • PWC Global Economic Crime Survey 2011

  12. Appendix II - Swiss Re Corporate Solutions Underwriting Appetite • Target clients: all industry segments, except jeweller’s block & casinos • Multi-year capabilities • Capacity & attachment linked to size of insured • Revenue > USD 500m • Capacity: up to USD 25m • Attachment point: minimum USD 5m • Revenue < USD 500m • Capacity: up to USD 10m • Attachment point: minimum USD 25k Required Underwriting Information: • Number of employees and their locations • - Audits- Training- Dual controls • (5) year loss history

  13. Thank you!

  14. Legal notice • ©2012 Swiss Re. All rights reserved. You are not permitted to create any modifications or derivatives of this presentation or to use it for commercial or other public purposes without the prior written permission of Swiss Re. • Although all the information used was taken from reliable sources, Swiss Re does not accept any responsibility for the accuracy or comprehensiveness of the details given. All liability for the accuracy and completeness thereof or for any damage resulting from the use of the information contained in this presentation is expressly excluded. Under no circumstances shall Swiss Re or its Group companies be liable for any financial and/or consequential loss relating to this presentation.

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