[Webinar] Practical Responses to Corporate Scandals and Emergencies – Case Studies of Management Fraud, Accounting Fraud, and Quality/Inspection Fraud – Part 2

Overview

In recent years, with a seemingly endless string of corporate frauds and scandals, crisis management has come into question once again. How should companies approach investigations and regain trust?
This course will look at trends in corporate scandals and fraud, and will use three case studies to provide concrete insight into the subject from the perspectives of how they were discovered and the initial response, identifying the root causes (causes in the organizational structure), and improving governance and internal controls.
It is recommended for directors, auditors/audit committee members, legal affairs, compliance, internal audit departments, and other personnel responsible for dealing with corporate fraud and scandals.

Program

1. Practical response to corporate scandals and emergencies (general overview)
・Trends in corporate scandals and fraud – management fraud, accounting fraud, quality fraud, etc.
・The importance of the clues to detection and the initial response – For those who want guidance on how to respond
・Fraud prevention perspective – Identifying the root causes (causes in organizational structure) and measures to improve governance and internal controls
2. Case studies of misappropriation of business expenses by business managers
・The beginning of the discovery (internal report) and initial response – should it be an internal investigation or a third-party committee (special committee)?
・Discovering top management's involvement in fraud and deciding whether to dismiss them (this is difficult)
・Fraud prevention perspective – Strengthening the nomination governance of top management and the second line of checks and balances, etc.
3. Case study of accounting fraud with management involvement (advancing sales, fictitious sales)
・The beginning of discovery (reporting by an external agency) and initial response – The role of outside directors in management involvement cases
・Structure of corruption by the top three management – ​​pressure to achieve sales targets and power harassment of sales staff
・Fraud prevention perspective – Renewal of management attitude, business model, organizational structure, etc. since the company's founding
4. Case studies of quality and inspection fraud
・The beginning of the discovery (reporting to an external agency) and initial response – Why did internal reporting not work?
・The structure that allows ordinary employees to commit fraud – the pressure of short-term development (planning issues), the burden on on-site certification test staff, and staff shortages. Inadequate system for checking certification application documents (opportunities for fraud).
・Perspective of preventing fraud – Identifying the cause back to the management level. Reviewing the rigid short-term development and certification process (allowing for ample time in the schedule, prohibiting the use of test data from the development stage for certification testing, etc.) and reforming the business model. Independence of the certification function from the development department (checking function), etc.
5. Question and Answer Session

Only members can watch it.