4/6/2016
As the economy continues to rebound, it’s easy for small businesses to become complacent about the risk of fraud and the need to maintain strong internal controls. After all, new jobs and new opportunities are demanding more and more attention, leaving less time for owners and managers to monitor potential risks.
Unfortunately, as the pace of business quickens, the risk of fraud also increases. In busy times, fraud deterrence actually becomes more important — not less.
Increased cash flows and distracted owners mean there are more opportunities for employees to commit fraud. In addition, as employees struggle with greater volumes of work, some might also find it easier to rationalize fraudulent activities by convincing themselves that they’re entitled to more compensation.
Expect the Unexpected
Every two years, the Association of Certified Fraud Examiners (ACFE) issues its “Report to the Nations on Occupational Fraud and Abuse.” The report tracks trends in the growth and detection of various internal fraud schemes such as embezzlement, misappropriation of funds, phony expenses, bribes and kickbacks.
The most recent ACFE study, completed in 2014, found that nearly half (46.5 percent) of the reported fraud cases involved some form of corruption, such as purchasing schemes, invoice kickbacks or bid rigging. Other fraud categories that posed high risks include billing schemes, check tampering, phony expense reimbursements and payroll fraud.
Many of these ploys have a long history in the construction industry. Yet fraudsters are resourceful and inventive, consistently devising ingenious new schemes to avoid detection.
For example, in one recent case of payroll fraud, a company controller awarded herself bonuses amounting to thousands of dollars. But rather than writing large checks to herself — which almost certainly would have been noticed — she applied all of her bonuses to her payroll tax withholding account.
As a result, she was due a very large refund on her income taxes — in effect, using the IRS to launder her stolen funds. Because the business was growing and adding employees, and the owner failed to regularly review payroll records, the larger payroll tax deposits attracted no attention and the scheme went undetected for some time.
As this example illustrates, fraudsters can be patient and clever, and no system of internal controls is foolproof. Nevertheless, certain internal controls can minimize the opportunities for fraud and deter all but the most determined thief.
Here are some effective steps you can take to reduce fraud risk:
This is not a complete list of all the internal controls you should have in place, and even sophisticated controls may not stop a truly determined thief. But extra vigilance and a systematic approach to basic internal controls can make your company less vulnerable.