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Preventing Corporate Fraud and Business Partners Due Diligence, 1-2 March 2017


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3rd annual conference


DAY 1WEDNESDAY,  1 March 2017
Development of key fraud drivers and specifics of fraud schemes in Russia

Evgeniy Maltsev, P.H.D., head of ethics and compliance, Russia and CIS


  • Key drivers enhancing fraud probability in Russia: the historical perspective
  • The most common fraud schemes and instruments
  • Does culture and national specifics influence propensity to fraud?
Preventive Security Management. Prevention or Response — Building Loyal Corporate Culture or Strengthening Control Measures

Alexander Sayganovsecurity director


  • Preventive security management, as a system of proactive and control measures, is intended to exclude and/or prevent the occurrence of any vulnerabilities in the company's security system
  • Key principles and models of preventive management by a company of its economic security
  • Organizational and methodological measures for minimizing the risks of fraud and criminal transactions, and for reducing the probability of abuses
  • Preventing abuses — building efficient internal controls and developing a system of preventive measures
Leveling of fraud and corruption risks by building an efficient system of internal control and audit

Victoria Dereza, corporate risks & internal control department director


  • What are fraud and corruption? Types and definitions
  • Goals and tasks of internal control
  • The most vulnerable directions of business
  • Principles and approaches in the sphere of antifraud and anti-corruption practices
  • Building and function of internal control system
  • Practical examples of results of specific control schemes implementation
PANEL  DISCUSSIONBest Practices of Ongoing Improvements in Counteracting Corporate Fraud in the Current Conditions

Svetlana Zueva, head of economic security department, Vimpelcom

Evgeny Yudin, chief audit executive, Rosvodokanal

Natalya Rogova, head of internal audit and control methodology department, Stroygazmontazh

  • What are the most effective mechanisms for establishing a successful partnership between internal audit and control, security, legal and compliance services
  • Key parameters for assessing the efficiency of prevention and control of fraud
  • Effective distribution of functions: Specifics of controls, risk identification methods, roles and tasks of various company units in identifying fraud
  • Best methods of assessing and managing fraud risks and ways of their mitigation
  • Latest trends and innovations in minimizing the risks of internal corporate fraud
  • Practical examples of in-house trainings on fraud prevention
Practical Experience of Building an Efficient Compliance Service at Philip Morris International

Andrey Bezzubtsev, managing director

Philip Morris International

  • Structure and place of the compliance service in the company's organizational structure
  • Key regulations determining compliance standards
  • Compliance risk assessment methods and criteria
  • Examples of developing a compliance culture within the company
  • Building a staff training system and its components
Business Ethics and Corporate Hospitality with Business Partners: Company's Policy for Receiving and Giving Presents and Organizing Entertainments Without Risks

Dmitriy Nikitin, compliance & internal control director


  • Determining the acceptability thresholds for gifts
  • Where and how to register gifts, and the procedure and method of determining their value
  • Possible compliance risks for the company where the representatives of its business partners take part in entertainments
  • What to pay attention to when planning entertainments
Building Efficient Interaction with Counterparties as an Element of Anti-Monopoly Compliance 

To be confirmed

  • Typology of relations with counterparties, and their specifics, from the perspective of anti-monopoly compliance
  • Price and non-price relations, as part of interaction with counterparties
  • Regulation of interaction, smoothing relations with counterparties
  • Establishing internal rules for interaction with counterparties
Practical Issues of Assessing the Business Reputation of Counterparties

Pavel Tikhomirovchairman of the central arbitration committee, internal control and audit


Corporate fraud in the sphere of purchasing: complex activities for improvement of control and prevention of fraud with a purpose of financial loss minimization

To be confirmed

  • The most common types, methodology and practice of fraud detection in the sphere of purchasing
  • Restrictive measures in respect of internal and external counterparties
  • Centralization or decentralization of corporate purchasing: benefits and risks
  • Compliance control at preliminary, current and consequent stages of purchasing with a purpose of fair competition development, provision of free speech, transparency and corruption prevention
  • Audit of suppliers and contractors, their due diligence and financial stability level in terms of disclosure of information on owners of counterparties including final beneficiaries
  • Tender confederacy: anti-monopoly legislation vs. legislation on purchasing
Successful strategies for managing conflict of interest and its interrelated elements: Identification, regulation and prevention based on practical examples

Natalya Shikova, compliance control director

Dixy Group

  • What is the definition of “Conflict of Interest” in a commercial organization?
  • What are the main signs and types of “Conflict of Interest” in a company?
  • How can “Conflict of Interest” have a negative influence on business success in modern times?
  • What are the methods for identifying and regulating “Conflict of Interest”?
  • How to prevent “Conflict of Interest”?
  • Using legislative regulation to manage “Conflict of Interest”
  • How to probe your potential business partners  to identify interrelated connections with the company’s own employees
  • The process of organizing the declaration of “Conflict of Interest”
Practical aspects and recommendations for identifying and assessing the factors of internal fraud

Svetlana Zueva, head of economic security department


  • Risk management and the distribution of duties for internal fraud prevention
  • Examples of widespread and new schemes of theft
  • The recommendations of their identification: The latest tendencies and best methods and practices
  • Minimizing risks through the creation of approaches for building transparent business processes
Tone from the Top, or the Role of the Company's Management in Building an Effective Program of Internal Corporate Fraud Control

Ludmila Aitova, head of ethics and compliance

Mercedes-Benz Russia

  • Tone from the top as an integral element of compliance (place and value)
  • CEO's practical role in ensuring compliance efficiency
  • Practical examples of involving management in the process
  • Compliance manager and company executives: Team decisions
Practical Strategies for Verifying and Monitoring the Security of Counterparties in the Current Business Environment

Igor Kapustin, director, head of economic security and compliance

Russian Post

  • How to analyze the type of company or business of a counterparty and evaluate the probability of a crisis situation on the part of the counterparty
  • Antifraud monitoring of the existing counterparties
  • Determining the scope of due diligence, in order to obtain guaranteed results: Optimum expenditures of time and money when searching for information about counterparties
DAY 2: THURSDAY, 2 March 2017


Fraud Prevention and Due Diligence of Counterparties, as Part of Effective Compliance Control: In Focus 

Julia Novikovadealer compliance manager, General Electric Healthcare

Julia Fedorovasenior legal counsel, General Electric Healthcare

  • What compliance controls are required to prevent fraudulent transactions inside the company
  • Key issues in assessing the efficiency of compliance controls, for due diligence purposes
  • Know Your Customer check of counterparties, for their compliance with global sanctions, internal corporate and anti-corruption requirements
  • Identifying any possible conflicts of interest, while checking potential suppliers and contractors
  • Typical compliance issues arising in the course of doing business with trade representatives and trade agents
  • Distribution of functions and roles for preventing fraud and corruption
  • What compliance indicators are representative, and what actions should be taken when red flags appear
  • What corporate strategy to choose in order to prevent and identify fraud
  • Using information technologies to fight internal corporate fraud
Practical Examples of Investigating Internal Corporate Fraud and Topical Issues of Building an Efficient System for Its Counteraction

Maya Timofeeva, audit director

Russian Machines

  • Fraud in fulfilling government contracts
  • Remote assets: Signs of fraudulent transactions. Specifics of remote monitoring
  • Areas for manipulations when developing real estate
  • Why people commit fraud: Key theories describing the reasons for non-compliance
  • Key principles and examples of internal corporate management for reducing the risks of fraud
Due Diligence on Third Parties and Management of Compliance Risks

Ilsur Akhmetshin, compliance manager


  • Most common risks associated with third party bad faith
  • Compliance issues arising in the course of due diligence investigation of third parties
  • Specific compliance issues arising in relations with trade representatives and trade agents
  • Mitigating compliance risks before entering into a contract
  • Tracking contractual relations with third parties
 Corporate Hotline/Whistleblower Reports: Practical Aspects of Accepting, Recording and Processing Information

Mikhail Nikulshin, director of asset protection department


  • Goals and objectives of hotlines and notification mechanisms established within the scope of the company's anti-fraud and anti-corruption efforts
  • The company's policy for encouraging its employees and third parties to use hotlines and notification mechanisms
  • Processing of calls, independent and objective evaluation of the received information
  • Distribution of information among the applicable services for further decision making
Compliance with Russian Laws when Conducting Internal Inspections and Investigations, and Response Options to Offences and Crimes Committed by Personnel

Dmitriy Likhov, head of anticorrution control & internal security

О’КЕY Group

  • Efficient and competent staff management and compliance in order to prevent liability on the part of the company's management and officials
  • Rights and obligations of employees during internal inspections and investigations
  • The practice of imposing disciplinary measures against a company's employees who committed an offence
  • Determining the sufficiency of evidence to remove an employee from office based on signs of fraud or corruption and methods of evidence collection
  • Special issues when it comes to firing employees who had access to confidential information, actions to be taken, and creating the correct documentation
Auditing the Efficiency of the Corporate Economic Security System in a Group of Companies

To be confirmed

  • Economic security as a factor in the company's sustainable development
  • Methodological aspects and practice of auditing the company's economic security
  • Risk management in the economic security system of holding structures
  • Developing an efficiency audit plan based on the risk map and threat models
Compliance with Russian and Foreign Anti-Corruption Laws when Conducting Business in Other Countries: Risks and Solutions of the Renova Group

Galina Maloshenko, internal audit director

Renova Management AG

Role of Internal Control and Audit Services in Investigating Fraudulent Actions and Abuse of Office by Top Management

Ekaterina Bolotovainternal control director


  • Necessity criteria for Internal Control and Audit (ICA) to take part in the investigation
  • ICA audit limitations
  • Methods of assessing ICA performance during the investigation
  • Recommendations on documentation and reporting on investigation results
Modern Approaches to Managing Corporate Bad Debts 

Vladimir Lugovoy, head of division security department


  • What services are to be involved in managing Corporate Bad Debts (CBD)
  • Automation of CBD management: What can and what cannot be automated
  • Involving and motivating personnel to prevent CBD
  • Red flags in the initial counterparty audit
  • Key tools to mitigate CBD risks
Electronic Document Flow in Building Communications with Counterparties: New Risks, New Opportunities and Legal Relevance 

Olga Nikitina, head of compliance Russia, CIS & Turkey

Becton Dickinson

  • Pros and cons of switching to electronic document flow with business partners
  • Electronic document flow as a tool to control contracts and mitigate the risks of conflicts in relations with counterparties
  • How to make your counterparties switch to electronic document flow?Attracting counterparties to electronic systems: What type of EDS to choose?
  • Exchanging electronic source documents with counterparties
  • Delegating the EDS key to a third party: Risks
Pending issues of evidence collection system and organization of fact proofing

Leonid Ivanovsecurity director

Schneider Electric

  • How to build a system of investigation result documentation
  • Obstacles of evidence collection: overview of common factors
  • Questions of search, extraction and use of digital evidences
  • Efficient system of incident registration
  • Prosecution of guilty persons based on correct and efficient use of collected data 
The further actions after having established the act of fraud and conducted an internal investigation. How to punish the liable and compensate the material damage. The consequences of conducting an internal investigation

Ivan Lomaka, Head of Business Protection Department for the Central Regional Direction


  • The variety of employees’ liability (disciplinary, administrative, criminal, civil law). The methods and opportunities for attractions.
  • The best legal practice for bringing the perpetrators to justice (dismissal, indemnification) under the conditions of a contemporary reality and the imperfection of the Russian legislation.
  • Public punishment: solve the issue “quietly” and not  attract negative attention to the company or demonstrate integrity in preventing fraud in the company in the future