Conference Day Two : Wednesday, 3 May 2017

Working proactively with watchdog agencies can help ensure your organisation complies with legislation and implements effective systems and processes. This session will challenge the way you work with watchdogs to improve your fraud control and prevention programs and ultimately strengthen your organisation’s integrity and culture. This can be achieved by:

• Breaking out of the ‘tick-and-flick’ mentality to ensure that your controls are effectively integrated, not just implemented
• Liaising with watchdog agencies to ensure policies and procedures adhere to relevant legislation and best practices
• Taking a proactive approach to ensure good administration

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Many smaller organisations face challenges around the constraints with limited resources. As a result, it’s not common to have separate internal audit and fraud prevention roles. Regardless of how major or minor the project can be, the fraud and integrity roles are often intertwined with audit, leaving those responsible to learn how to juggle and embed it in risk management. This panel will discuss effective methods for keeping the balance while still ensuring the organisation has a strong resilience against fraud and corruption.

• How to create a palatable framework and incorporate integrity and fraud prevention across all areas of the organisation without a designated integrity and fraud control department
• Generating interest and cooperation within the organisation at the early stages to better manage time and resources and enable better fraud prevention and detection methods
• Exploring the role of internal audit in work review and data analysis to prevent and detect corrupt conduct

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• Overview of role of CDPP and overview of Practice Group Model
• Current mechanisms to assist reducing timeframes and advancing pleas - Early engagement/pre-brief advice, work collaboratively, proactively exploring options for plea/narrowing issues
• Possible future actions to incentivise self reporting/early guilty pleas – including discussion of a possible DPA Scheme, and whistle blowers.

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Organisations are encouraged to put together policies and frameworks to combat fraud and corruption, but how do you measure the resilience your organisation has if you’ve never encountered it before? Additionally, measuring the integrity of your organisation has the same challenges, and surveys are often not enough to determine how ethical and honest individuals are. This session will explore the need to invest in opportunities to measure integrity, and effective ways to do so.

• Strengthening the forefront and managing your three lines of defence to construct better resilience and response
• The integrity champion: executing the role of integrity and analysing your organisation’s integrity principles for better resilience measurement
• Debating whether organisations need to consider publicly declaring their level of integrity and resilience

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Collaborating is an important part of increasing your organisation’s awareness for fraud and corruption prevention. The aim is to help develop trust, zero-tolerance and understanding that will cultivate a layer of resilience against internal and external fraud. This panel discussion will explore the necessities for incorporating such a program in your organisation as an important strategy to be embraced.

• How to effectively build a level of trust and collaboration within your organisation to develop awareness for possible emerging internal and external fraud trends
• Customising and encouraging unique training opportunities in your organisation to boost fraud resilience stance
• Incorporating zero-tolerance policies and understanding of Public Interest Disclosure Acts to also enhance and establish best-practices to collaborate against combatting internal fraud

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Solutions clinics are designed to give participants strategies and tools to deal with their most pressing challenges.

Following the panel discussion, the room will split into tables, where each table member will share their biggest challenge around the topic, before collectively deciding which issue to investigate in more detail.

Each speaker from the panel discussion will facilitate a roundtable and will record the topic being explored and the ideas of the table. After 20 minutes of discussion, the facilitator of each table will then report back to the rest of the audience their problem and potential solutions.

Conducting internal investigations can be difficult, particularly if your organisation has never been exposed to it. While it is important to build your fraud prevention strategies, it is also important to harness your own responsibilities and capabilities to investigate and interview if the event were to arise. In this session, you will be given insights into developing these skills to embed into your organisation.

• Understanding your own responsibilities in the investigation process and why harnessing the right interviewing skills is important
• Analysing the importance of communication – how conversations can also be a preventative strategy to combat internal fraud at an early stage
• Effectively managing data and information and being reactive with reporting to external authorities

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Like risk management, fraud and corruption control requires a strategic approach to create a more comprehensive barrier against fraud and corruption. Consideration into these approaches and methods will develop a multi-layer solution that meets the needs of your business in combatting corruption. This session will explore these elements of control and how it’s correct application can build better resilience in future prevention strategies.

• Managing the four main elements of control – operational arrangements, risk management, design and oversight
• The importance of understanding the drivers of human behaviour and workplace structures to drive productivity and influence the prevention of fraud and corruption
• Leveraging well managed systems to analyse and control environments for good organisational outcomes

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