In the wake of high-profile corporate scandals, an increasing emphasis to identifying and managing these risks, and in light of increasing local and international laws and regulations, executives are increasingly aware of the need to create policies, programs and controls to address fraud and misconduct.
While acknowledging that no single approach to risk management exists, this paper spotlights leading practices that organisations have generally found to be effective when building their compliance programs and related antifraud programs and controls. It also offers strategic insights for aligning organisational values with performance.
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