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    Compliance, Audit, Ethics and Legal Director Perspectives

        In this rapidly evolving environment, internal audit, compliance and legal departments are not only required to maintain business integrity through effective fraud and corruption prevention strategy. They need to implement these strategies in a meaningful way that goes beyond theory and has a positive impact on their company, employees and business partners.
        Focus should be placed in supporting an ethical business culture, improving fraud risk mitigation and handling the difficult legal challenges. Ethics training and successful fraud prevention certainly are key pillars. The legal challenges are abundant:  interviewing and pursuing employees, dealing with data protection and labor laws, as well as FCPA. OECD Anti-Bribery Convention and Bribery Act laws are substantial. Particular focus is necessary for CIS countries and Emerging Markets with new developments in Asia. However, in addition to prevention, it is necessary to have an effective investigations strategy in place: covering interviewing, whistle-blowing, evidence gathering and prosecution. In addition, understanding culture, HR and ethics is very beneficial.


    Veon   Training your Workforce on Anti-Corruption, Bribery and Fraud

    European Investment Bank  Compliance Requirements for Development Banks

    Telia Company  Developing Compliance and Ethics Programs to Make a Positive and Lasting Impact on the Environment, Society and Human Rights

    Halliburton  3rd Party Due Diligence in High Risk Countries: Agents & JVs

    Carlsberg  Developing a Global Compliance Programme

    SAP  Make Compliance Effective when Operating in High Risk Countries

    GE Steam Power  Ensuring a Globalised Code of Conduct and Resolving Differences between your Code and that of your Counterparty

    Swisscom  Assurance Frameworks and Recent Learnings to Ensure Cybersecurity

    Clariant International  Behavioral Economics & Compliance Leadership

    Eastman Chemical  Working with Country Heads, Sales Operations and IT

    TNT  Managing the Fraud Prevention and Detection Expectations Gap between Internal Audit and the Business

    Pfizer  Developing E-Discovery in the Internal Investigations Function

    SEB  Catch Me if You Can: Tackling Financial Crime in the 21st Century (including Social Engineering)

    Dow Chemical  Conflicts of Interest Case Study and the Use of Social Media in Investigations

    Nestle  Navigating Personal Data Protection Rules in Europe & the GDPR

    FLSmidth A/S  Setting Up (Or Optimising) an In-House Investigations Function

    Akzo Nobel  Managing Internal Investigations Effectively

    Edoardo Lazzarini  ISO 37001 and ABC Certification: Smart Phone or Esperanto?

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    Click here to see photos and testimonials from our most recent Fraud & Corruption Forum

    Rio Tinto  Working at the Field Level to Engage the Front-Line of the Business Managing Investigations

    Umicore  Implementing a Robust Third Party Risk Management Program in a Global Company 

    Bayer  Measuring the Effectiveness & Maturity of Compliance Programs

    Roquette  Personal Behavior and Liability of Auditors and Compliance Officers

    Nordea  Compliance and Regulatory Implementation - Major Behavioural Change in Banking and Society 

    International Paper  Experiences Managing a Helpline to Prevent Fraud and Corruption 

    MAN Truck & Bus  Data Protection, Legal Issues and the Cloud

    Halliburton  Compliance Risk and Management in Joint Ventures

    NetApp  Corporate Hospitality, Entertainment, Travelling, Gifts, Marketing Expenses     

    FLSmidth A/S  Training your Workforce on Anti-Corruption, Bribery and Fraud

    Adidas-Group  Principles and Rules Based Code of Conduct

    Teliasonera & Syngenta  Fostering a Culture of Integrity and Ethical Conduct: Collaborating with Senior Management and Across  Departments

    Record Group  Demystifying Bitcoin

    Pentair  Managing Internal Investigations

    LaFarge Holcim  Setting up an Internal Investigation Office