Practice Overview
You may think you are safe from financial-economic crime (FEC), because you work with people you trust or even with family and friends. You may think your procedures protect you against financial-economic crime (FEC) and limit the risk to you. Yet, without knowing it, your digital signature is being used, you have been paying a salary to a fictitious employee for years, your employees exchange payment cards, fictitious invoices are being approved, there are serious discrepancies between your stock and your records, and split sums are being used to circumvent your payment software. Or worse: hackers have stolen important business information, a dispute with a commercial partner has a significant impact on your profit, or an error in your financial statements has affected the market’s confidence in your (corporate) organization. Financial consequences aside, financial-economic crime (FEC) can be bad for your (corporate) organization’s reputation. This impact is often underestimated. Finally, don’t forget the liability risk you run as a director.
Related Expertises
All too often we see managers focus their efforts on financial-economic crime (FEC) only after the event. At which point the only possible steps are in reaction to the event to limit the impact and ensure that a case like this does not occur again,…
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