Skip to main navigation

Global bribery and corruption fraud risks - 2. Why now - Ernst & Young - Global

Global bribery and corruption fraud risks

2. Why now

  • Share


A full 40% of executives admit that they rarely perform bribery or corruption due diligence.

As regulators step up their pace and determination in pursuing bribery and corruption, senior executives, audit committees and boards of multinational corporations need to be prepared.

Yet, in Ernst & Young's 11th Global Fraud Survey, a majority of business leaders indicate that they are still not making it standard practice to implement measures that mitigate bribery and corruption.

A full 40% of executives admit that they rarely perform bribery or corruption due diligence, even though more than half are seeking growth opportunities in regions where the corruption risk is high.

Disastrous consequences:

A violation of anti-corruption legislation in the US or abroad can have disastrous consequences:

  • The offending organization could face substantial punitive fines, and individuals charged within the organization could face jail time.
  • An accusation of bribery or a conviction on bribery charges could cause irreparable damage to the organization's reputation and its brand.
  • An implication of corruption could discourage investment and erode shareholder value.
  • The organization could experience greater scrutiny by regulators for years to come.


<< Previous | Next >>

Inside

Answers to your questions, at a glance

5: insights for executives series asks five questions to get to the core of an issue – and answers them at a glance.

Related content

  • Who owns fraud?
    Learn how to define roles and responsibilities within an organization for dealing with fraud.

  • Third-party due diligence: key components of an effective, risk-based compliance program
    Corporation and audit committees are looking closely at how they manage third-party relations. Our article reviews components of an effective vendor due diligence program.

  • From compliance officer to strategic advisor
    There's no better time for change. Read our report to learn how transforming your Internal Audit function can drive value for your organization.

Download


Contact us

  • Steve Singer - Partner
    Global Internal Audit Leader
    +1 513 612 1856

  • Daniel Torpey - Partner
    Fraud Investigation & Dispute Services
    +1 214 969 8373

  • Vincent M. Walden - Partner
    Fraud Investigation & Dispute Services
    +1 214 754 3941

Feedback

Back to top