(Toronto, 19 May 2010) Canadian businesses are becoming more global in order to achieve growth, but according to a new survey released by EY, globalization can mean more exposure to risks such as fraud, bribery and corrupt business practices.
Fifty-three percent of Canadian respondents say their management is pursuing growth opportunistically while economic recovery remains unclear. Twelve percent go even further to say that management in their firms is pursuing aggressive growth as demand improves.
“It’s important to remember that these growth opportunities have different risks,” says Mike Savage, leader of EY’s Fraud Investigation and Dispute Services practice group. “Local knowledge and due diligence are needed to manage the fraud risks of conducting business in new geographies.”
Although less fraud was experienced in Canada than globally, the survey indicates that levels of fraud and fraud risk remain high. In fact, nearly 10% of Canadian companies surveyed have experienced “significant” fraud in the past two years.
And although reported levels of bribery have declined, the survey reveals that some Canadian businesses may cross the line to survive recessionary challenges.
When asked what actions are justifiable to help a business survive, no Canadians feel that giving or accepting personal gifts is appropriate. However, 29% of Canadian respondents say they justify entertaining clients as acceptable business expenses in these circumstances. Some, (8%) feel that misstating financial performance can be justified, and 6% say cash payments can be justified.
What’s more, a disturbing proportion, 15% of Canadian respondents are unsure if facilitation payments are permitted. Facilitation payments are often referred to as “grease money” — intended to ease the administrative process, rather than to influence a decision. The distinction can be subtle and many countries don’t distinguish at all between bribes and facilitation payments.
Confidence in Canada is high, with 80% of respondents believing in the effectiveness of internal controls to detect fraud, bribery or corruption, and most companies do assess their fraud risk. Only 6% of Canadians (15% globally) have never assessed their fraud risk.
As Savage indicates, there is always room for improvement. “Canadian companies have made a lot of cuts to survive over the past few years but, as business picks up, there is a risk that the internal controls may be insufficient to support the needs of the new business environment.”
For effective fraud prevention, Canadian respondents put the most confidence in strong internal controls (84% compared to 74% globally), rigorous internal audit (69% versus 65% globally) and regular management reviews (65% compared to 55% globally). Although perceived to be less effective, 41% of Canadian respondents feel that regular rotation of personnel is more likely to prevent fraud compared with 31% globally. The good news is that when fraud does occur or a suspected case is reported, Canadian companies are far more likely to have developed a set of first responses, including a clear process of reporting incidents to the board (82% compared to 52% globally), defined roles within investigations for internal audit, compliance, risk and legal (76% compared with 51% globally), and consistent disciplinary processes (61% versus 46% globally).
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