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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

The document discusses CNI Holdings Berhad's journey in mitigating fraud risks through various strategies and lessons learned. It outlines CNI's business model and areas where fraud risks exist, such as at distribution centers, among staff, and from management. The strategies discussed focus on reducing the likelihood and impact of fraud through improved culture, structures, resources, leadership, policies and procedures, tools, and crisis management plans. CNI aims to prevent, deter and address fraud at its roots by balancing oversight and addressing human factors that enable fraud.

Economy & FinanceBusiness
1 of 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