Suchergebnisse

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  Case 37: Siemens (Germany, 2006)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …small central management enthroned above them was mainly responsible for company-wide issues. The division heads learned to value this new-found free-… …conceal the identities of the officials who authorized such payments. At the same time, Siemens central management tight- ened its anti-corruption… …railway lines. In a separate investigation, a member of Siemens’s central management, Johannes Feldmayer, was arrested by prosecutors on charges…

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  Case 38: Daewoo Group (South Korea, 1999)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …he once said. However, Kim’s global expansion far outstripped the group’s financial and management capabilities. But he ignored warnings that he was… …. But he excoriated Kim for trying to justify his wrongdoings by describing them as management decisions and as part of a widespread practice at the time…
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  Case 39: Seibu Railway (Japan, 2004)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …(“Corporate responsibility for financial reports”) and 404 (“Management assessment of internal controls”). “The new guideline is a departure from the…
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  Case 40: Kanebo (Japan, 2005)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …prevent the fraud was a consequence of “serious deficiencies” in its internal controls. As a result of inspect- ing Chuo Aoyama, the firm-wide management…
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  Case 41: Livedoor (Japan, 2006)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …came to dominate the company. Horie testified: “I never studied accounting. A management book I read said to leave that to spe- cialists, so… …the Japanese appetite for reform is limited. Livedoor still exists today under new management, but it is a mere shadow of the high-flying…
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  Case 43: Sanyo Electric (Japan, 2007)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …March 2007, Tomoyo Nonaka quit as CEO and chairwoman of the troubled elec- tronics firm. Nonaka, a former TV journalist with little senior management… …falsely reported a profit instead of a loss. Sanyo apologized to investors, saying it would strengthen its management team and internal controls, but… …, but also for a string of management failures that badly dented Sanyo’s image. The company had repeatedly promised a turnaround under what was billed as… …“innova- tive management”, but Nonaka failed to engineer Sanyo’s recovery. She announced a bold programme (dubbed “Think Gaia”) to transform Sanyo into a…

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  Case 44: Satyam Computer Services (India, 2009)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …was always only a fraction of what the company had es- timated before. Such data hinted that Satyam’s management might have been manipulating the…
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  Fraud Theories

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …conditions � Excessive pressure for management to meet the requirements or expectations of third parties � Management‘s personal financial situation… …threatened by the entity‘s financial performance � Complex or unstable organizational structure � Ineffective monitoring of management � Deficient internal… …control components � Inappropriate values or ethical standards of management � Strained relationship between management and auditor Incentive/ Pressure… …effective risk management policies) is decisive for any fraud prevention program. Moreover, opportunity often represents the only element an organization… …organization (=> Management override of controls) (2) Intelligence (“brains”), creativity and experience (3) Strong ego and great confidence (4) Coercion… …bosses and will say: “Management is dis- honest, so I can be dishonest, too.” Fraud Case Analysis: Lessons Learned 282 – The “Low-Hanging…

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  Chapter 4: Conclusion and Outlook

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …guidelines for “best practice” in fraud risk management. For a summary of basic anti-fraud strategies, see Exhibit 9 (the definitions are extracted from… …barometer is a good tool for setting the process of “integrity management” in motion. (For further details on how to develop and implement an ethics… …barometer, see Appendix I.) – Senior management must create an appropriate tone at the top and communi- cate the importance of a zero tolerance attitude… …and hiring and promotion standards. – A comprehensive fraud risk assessment helps senior management to under- stand their fraud risks, identify gaps… …elements of any integ- rity management approach. Integrity management does not only prevent major fraud risks and save significant costs. In the long run… …Exit Plan?), www.theconglomerate.org, January 2010 KPMG: Fraud Risk Management: Developing a Strategy for Prevention, Detection, and Response…

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  A Practice Aid for Company Executives: The Ethics Barometer

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …management team have a clear picture of the ethi- cal issues occurring at all levels of the organization. But to develop a sophisticated understanding of an… …agree, 2 = disagree, 1 = strongly disagree). A. Leadership/“Tone at the Top” A.1 In my opinion, the management team sets a good example in… …management team communicates the importance of ethics and integ- rity clearly, convincingly and consistently. The CEO and the other senior executives set the… …. A.12 It is easy for me to comply with the company’s standards of conduct because there is a strong level of commitment from top management and… …: everyone treats one another with respect; there is a relationship of trust between management and employees. B.6 In my immediate working environment… …violation of the company’s standards of conduct to local management, I believe my report would be handled confidentially and I would be protected from… …of em- ployees through speeches from senior management, internal newsletters, in-house magazines and training sessions. C.15 The company’s… …: Practice Aids 295 The management team can use the results of the ethics barometer to develop a com- prehensive integrity profile for the organization… …. 12–13): – Management commitment: Of course, the management team needs to stand behind the survey and to make its commitment clear to the… …to the organization or a particular industry. By consulting the employees, the organization not only shows that integrity receives management…

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