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Reducing Fraud Losses through Risk Mitigation - ABF Conference on Managing Risks in Corporate Fraud

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Kenny Ong
Kenny Ong
Wirtschaft & FinanzenBusiness
1 von 52
REDUCING FRAUD LOSES THROUGH RISK MITIGATION CNI’s Journey, Mistakes, and Lessons Learned Kenny Ong CNI Holdings Berhad
Contents: ,[object Object],[object Object],[object Object],[object Object]
Intro and Background Different Business, Different Frauds
Intro: CNI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Intro: CNI ,[object Object],Factory CNIE DC SP Leaders Customers
A. Risk Mitigation in CNI No Business, No Risks.
No Business, No Risks. ,[object Object],[object Object],[object Object],[object Object]
Fraud Risk Mitigation? (1/2) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Fraud Risk Mitigation? (2/2) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Where are the Risks? ,[object Object],Management Staff Frontline Suppliers/Vendors Retail Front
Industry Risks ,[object Object],[object Object],[object Object],[object Object],[object Object],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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
B. Reducing Fraud risk Probabilities Prevent. Deter. Kill.
Fraud Root Causes ,[object Object],[object Object],[object Object]
Risk Mitigation Strategies Culture Mitigation Identified Fraud Risks Structure Resources Leadership Person
Alignment: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Structure
*Power Balancing ,[object Object],[object Object],[object Object],[object Object],BOD Set 1 BOD Set 2 Approval/Verification
Alignment: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Resources
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Leadership
Alignment: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Person
The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
[object Object]
Possible General Root Causes for Fraud ,[object Object],[object Object],[object Object],[object Object]
GENERAL STRATEGIES AND POLICIES ,[object Object],[object Object],[object Object],[object Object]
GENERAL STRATEGIES AND POLICIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
GENERAL STRATEGIES AND POLICIES ,[object Object],[object Object],[object Object]
GENERAL STRATEGIES AND POLICIES ,[object Object],[object Object],[object Object],[object Object],[object Object]
SPECIFIC STRATEGIES AND POLICIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SPECIFIC STRATEGIES AND POLICIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SPECIFIC STRATEGIES AND POLICIES ,[object Object],[object Object],[object Object],[object Object]
*ICT Security and Fraud (1/3) ,[object Object],[object Object],[object Object],[object Object]
*ICT Security and Fraud (2/3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
*ICT Security and Fraud (3/3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ICT Security, Backup, and Continuity Strategies 2005-2008:
C. Decreasing the Impact We failed. Now what?
Why Impact? ,[object Object],[object Object],[object Object],[object Object]
Levels of Impact (Fraud) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
small Impact ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Real Fraud, Real Risks ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Real Fraud, Real Risks ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BIG Impact ,[object Object],[object Object]
Crisis Management Plan Logistics & Info Systems Communications Process Owner: [dept. accountable] Policy and Planning After (profiting and learning) During (sound crisis management) Before (readiness for crisis) Crisis: Business Function
Crisis Communication Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
D. Tracking and Reporting
[object Object],[object Object],[object Object]
Tracking: Who? How? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
E. New Fraud Risks We need help.
New Fraud Opportunities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
eCommerce Frauds Account Takeover Pharming Counterfeit Advances Phishing Application Lost/Stolen Credit Cards eCom Frauds?
Mistakes and Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
In the end… ,[object Object],[object Object],[object Object],[object Object]
Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com

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Reducing Fraud Losses through Risk Mitigation - ABF Conference on Managing Risks in Corporate Fraud

  • 1. REDUCING FRAUD LOSES THROUGH RISK MITIGATION CNI’s Journey, Mistakes, and Lessons Learned Kenny Ong CNI Holdings Berhad
  • 2.
  • 3. Intro and Background Different Business, Different Frauds
  • 4.
  • 5.
  • 6. A. Risk Mitigation in CNI No Business, No Risks.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13. B. Reducing Fraud risk Probabilities Prevent. Deter. Kill.
  • 14.
  • 15. Risk Mitigation Strategies Culture Mitigation Identified Fraud Risks Structure Resources Leadership Person
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21. The Four Desperates 1. Desperate Competition 2. Desperate Consumer 3. Desperate Achievers 4. Desperate Changes
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34. C. Decreasing the Impact We failed. Now what?
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41. Crisis Management Plan Logistics & Info Systems Communications Process Owner: [dept. accountable] Policy and Planning After (profiting and learning) During (sound crisis management) Before (readiness for crisis) Crisis: Business Function
  • 42.
  • 43.
  • 44. D. Tracking and Reporting
  • 45.
  • 46.
  • 47. E. New Fraud Risks We need help.
  • 48.
  • 49. eCommerce Frauds Account Takeover Pharming Counterfeit Advances Phishing Application Lost/Stolen Credit Cards eCom Frauds?
  • 50.
  • 51.
  • 52. Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com