Employee Fraud: Detect, Recover & Protect Your Business

Employee Fraud Can Stay Hidden Until a Business Problem Exposes It

In a running business, everything may appear normal—accounts are being maintained, salaries are paid, vendors are being paid and business operations continue.

But a weakness in the system may remain unnoticed until a payment mismatch, employee complaint, vendor enquiry, tax notice or GST ITC adjustment, resignation, missing asset or unexpected financial loss brings it to light.

Employee fraud can happen through payroll, vendor payments, procurement, petty cash, insurance, company assets, bank transactions or manipulation of accounting records. Sometimes more than one department may be involved.

If Something Has Already Happened

Do not panic or immediately confront everyone involved. Secure the records, stop further leakage, understand the fund trail and quantify the actual loss. The recovery and legal process should then be planned based on the evidence.

At Team IN Filings, our CA, CS and legal team works directly with the promoter or senior management on sensitive matters to help the business protect its interests, recover the loss where possible, address statutory consequences and strengthen the system for the future.

How Employee Fraud Can Happen in a Business

Employee fraud is not limited to taking cash from the company. It can happen anywhere an employee has control over money, records, vendors, payroll, assets or approvals.

Some common areas that businesses should regularly check include:

• Bank payments: Unauthorised transfers or payments made for personal benefit.
• Payroll: Dummy employees, duplicate salaries or payments to incorrect accounts.
• Vendor payments: Duplicate payments, changed bank details or manipulated invoices.
• Procurement: Inflated purchases, undisclosed commissions or favourable vendor arrangements.
• Petty cash: Unsupported or inflated bills used to withdraw company money.
• Insurance: Unauthorised persons, incorrect dependants or improper claims.
• Company assets: Personal use or non-return of laptops, mobiles, vehicles, credit cards and other assets.
• Company advances and loans: Money or assets not properly accounted for or recovered.
• Accounting records: Entries changed or adjusted to hide an unusual transaction.

Employee Fund Diversion: When Company Money Is Used for Personal Benefit

One of the most serious forms of employee financial fraud is the unauthorised use or transfer of company money for personal benefit.

It may appear as a normal business payment, advance, reimbursement or vendor transaction. The problem may only become visible when the bank statement, books and supporting documents are independently reconciled.

What Businesses Should Check

• Payments to personal or unrelated bank accounts.
• Transfers to relatives or persons connected with an employee.
• Unusual employee advances or reimbursements.
• Personal expenses recorded as business expenses.
• Payments without proper approval or supporting documents.
• Unusual transactions followed by accounting adjustments.

If a suspicious transaction is identified, the first step should be to preserve the records and establish the actual fund trail. The transaction should be properly verified before conclusions are drawn.

Team IN Filings can assist the management in reviewing the bank transactions, accounting records, approvals and supporting documents, quantify the suspected loss and advise on the appropriate recovery and legal process based on the evidence.

Payroll Fraud: Dummy Employees Salaries & HR-Accounts Misuse

Payroll is one of the most sensitive areas of a business. When employee records, salary processing and bank payments are not independently checked, a small control gap can result in repeated monthly losses.

Common warning areas include:

• Dummy employees created in the payroll system.
• Salary paid to an incorrect or unrelated bank account.
• Salary continuing after an employee has left.
• Duplicate employee records or duplicate salary payments.
• Unauthorised changes to salary, allowances or bank details.
• HR and Accounts records not matching the actual employee list.

How to Prevent Payroll Fraud

A simple monthly cross-check can compare the employee master, attendance, joining/exit records, payroll, bank payment, PF/ESI and TDS records, wherever applicable.

If a payroll discrepancy is discovered, Team IN Filings can help management reconcile the records, identify the financial impact, preserve the supporting evidence and advise on recovery and corrective controls.

Petty Cash Fraud: Small Expenses Can Become a Large Business Loss

Petty cash is often treated as a small matter. But when cash is given regularly to Admin or Accounts without proper checking, repeated small claims can become a significant loss over time.

In one business situation reviewed by professionals, approximately ₹1 lakh per week was being misused through various bogus or unsupported expense bills. The issue was not necessarily one large transaction; the problem was the absence of regular verification and reconciliation.

Common Petty Cash Risks

• Bogus or unsupported expense bills.
• Duplicate bills submitted for reimbursement.
• Personal expenses shown as business expenses.
• Expenses recorded without proper approval.
• Cash withdrawals not properly reconciled.
• Old advances remaining outstanding without explanation.

Simple Controls Can Prevent Repeated Loss

The company should define a petty cash limit, require supporting bills, obtain appropriate approval and regularly reconcile the physical cash with the books.

For businesses with higher cash movement, surprise verification can also be useful. The objective is not to question every employee, but to ensure that company funds are being used only for genuine business purposes.

Vendor & Procurement Fraud: When Genuine Business Payments Hide a Control Failure

Vendor payments are another major area where employee fraud can occur. A company may have a genuine vendor, a genuine invoice and a genuine business requirement, but the payment process can still be manipulated.

Common risks include:

• Creating or modifying a vendor master without proper approval.
• Changing vendor bank account details without independent verification.
• Duplicate invoices or duplicate payments.
• Inflated or unsupported purchase invoices.
• Payments for goods or services that were not actually received.
• Employees having undisclosed relationships with vendors.
• Unauthorised advances or payments made before proper verification.
• Coordination between Procurement, Admin and Accounts to bypass controls.

The Important Point

A fraud review should not only ask, “Was the invoice genuine?” It should also examine who selected the vendor, who changed the vendor details, who approved the purchase, who verified the invoice, who released the payment and who reconciled the transaction.

For larger purchases, businesses should maintain a clear trail from vendor selection → purchase order → invoice → delivery/service confirmation → approval → payment → reconciliation.

If a vendor payment appears suspicious, Team IN Filings can review the vendor master, purchase records, invoices, bank transactions, approvals and accounting entries to establish what happened, quantify the potential loss and advise management on the next steps.

₹50 Lakh Vendor Payment Case: How a Bank Detail Change Can Create a Major Loss

This type of fraud can happen even when the vendor and invoice are genuine. In one business case reviewed for fraud and reconciliation purposes, around ₹50 lakh was genuinely payable to a vendor. The problem arose in the payment process.

The employee handling accounts payable changed the vendor’s bank details before the payment was processed. The payment was then transferred using the changed details. Later, the original bank details were restored.

The vendor was not actively following up for the payment at that time. This created an opportunity for the payment process to be manipulated without immediate detection.

What Needed to Be Checked?

• Who changed the vendor’s bank account details?
• When was the change made?
• Who approved the change?
• What bank details existed before and after the change?
• Who created and approved the payment?
• What do the accounting and ERP/SAP records show?
• Was the vendor contacted independently?
• What was the payment trail after the transfer?
• When and why were the original bank details restored?

How Businesses Can Reduce This Risk

Vendor bank-detail changes should have a documented approval process and independent verification with the vendor. The person making the change should not have unrestricted authority to approve and release the payment.

For significant payments, management should be able to trace the complete transaction from vendor record → bank-detail change → invoice → approval → payment → bank statement → reconciliation.

When a suspicious payment is identified, Team IN Filings can assist with accounting reconciliation, transaction review, document verification, fund-flow analysis and loss quantification, followed by advice on appropriate recovery and legal action based on the evidence available.

Employee Collusion: When More Than One Department Is Involved

Employee fraud is not always committed by one person. In some situations, two or more employees may coordinate with each other because different departments control different parts of the transaction.

For example, Admin may coordinate with Procurement, Procurement with Accounts, and Accounts with another function so that a transaction appears normal when each individual document is checked separately.

Where Can This Risk Appear?

• Vendor selection and purchase orders.
• Invoice approval and payment processing.
• Payroll and employee master changes.
• Travel and reimbursement claims.
• Company asset purchases and allocation.
• Insurance and employee benefit records.
• Advances and other employee-related payments.
• Stock purchase, transfer or disposal.

Why One-Level Checking May Not Be Enough

If the same person can create a transaction, modify the supporting record, obtain approval and influence the payment, management may have difficulty detecting an irregularity through routine checking.

This is why businesses need practical segregation of duties and maker-checker controls. The objective is not to distrust employees. It is to ensure that no individual or group has complete control over a sensitive transaction from beginning to end.

Management-Level Procurement Risk: Vendor Selection, Favourable POs & Undisclosed Benefits

Procurement risk is not limited to junior employees. In some businesses, a senior Operations or Business Head may have significant influence over vendor selection, purchase orders, pricing and advance payments. This can create a conflict of interest if the person receives an undisclosed personal benefit from the vendor.

For example, a person involved in procurement may influence a purchase order in favour of a particular vendor, push for an advance payment or repeatedly prefer the same supplier. The personal benefit could potentially be in the form of a commission, gift, travel benefit or other advantage.

This should not be assumed merely because a particular employee prefers a vendor. The issue needs to be examined through documents, commercial terms, approval records, payment trails and other evidence.

What Should Management Check?

• Why was the particular vendor selected?
• Were comparable quotations or commercial offers obtained?
• Who negotiated the price and terms?
• Who approved the purchase order?
• Was an advance payment commercially justified?
• Are prices significantly different from comparable purchases?
• Does the employee have any disclosed relationship or conflict of interest with the vendor?
• Are there unusual gifts, travel benefits or other personal benefits connected with the vendor relationship?

For smaller businesses, a promoter or director can independently review selected high-value purchases rather than relying entirely on the employee managing the procurement process.

Insurance & Medical Benefit Misuse: When Employee Records Are Manipulated

Employee insurance and medical benefits involve both employee data and company payments. If the records are not periodically cross-checked, incorrect or unauthorised entries may continue without immediate detection.

Possible risk areas include:

• Unauthorised persons or dependants being added to company insurance records.
• Incorrect employee information being maintained in the insurance database.
• Employees who have left the company continuing in benefit records.
• Unusual or unsupported medical reimbursement claims.
• Differences between HR records, payroll records and insurance records.
• Unauthorised changes made to employee benefit information.

A Simple Reconciliation Can Identify Gaps

Management can periodically compare the Employee Master → HR Records → Payroll → Insurance Database → Supporting Documents.

The purpose is not to question genuine employee claims. It is to ensure that the company’s money and benefit arrangements are being used only for eligible employees and authorised dependants, according to the company’s policy.

If management identifies an unusual claim or mismatch, the records should first be verified and reconciled. Where evidence indicates misuse, the financial impact can be quantified and appropriate recovery or other action can be considered.

Company Asset & Credit Card Misuse: Protecting Business Property

Company fraud is not limited to bank transfers. Laptops, mobile phones, company cars, fuel cards, credit cards, SIM cards, equipment and software subscriptions are also business assets and can be misused.

Common situations include:

• Company credit cards being used for personal expenses.
• Fuel cards or company vehicles being used for unauthorised purposes.
• Laptops, mobiles or other equipment being used personally without approval.
• Company assets not being returned when an employee leaves.
• Assets being transferred between employees without proper records.
• Company subscriptions or services continuing after they are no longer required.

Maintain a Proper Asset Trail

Every important company asset should ideally have a clear record showing what was purchased, when it was purchased, where it is located, who is responsible for it and what happened to it when the employee left or the asset was replaced.

When an employee leaves, the exit process should not stop with salary settlement. Management should also check laptops, mobiles, vehicles, cards, SIMs, documents, access credentials and other company property.

Company Loans & Advances: Track Every Amount Given to Employees

Employee loans and advances can become a hidden financial risk when the company does not maintain a proper record of the amount given, the purpose, repayment terms and outstanding balance.

This can include salary advances, employee loans, advances for business expenses, company-funded purchases or other amounts recoverable from an employee.

Common Control Gaps

• Advance given without proper written approval.
• Old advances remaining outstanding for a long period.
• Amounts adjusted against unsupported expenses.
• Repayment terms not clearly documented.
• Outstanding amounts not reconciled with payroll or accounting records.
• Employee leaving the company while an amount remains recoverable.

Maintain a Clear Recovery Trail

For every significant employee advance or loan, the company should maintain a simple record showing amount given, date, purpose, approval, repayment terms, amount recovered and balance outstanding.

If an employee advance appears to have been misused or cannot be properly accounted for, Team IN Filings can help reconcile the records, quantify the outstanding amount, review supporting documents and advise on an appropriate recovery process.

Misuse of Company Name: When an Employee Acts Beyond Their Authority

An employee may have genuine access to the company’s customers, vendors, documents and systems. The risk arises when that access is used beyond the authority given by the company.

For example, an employee may represent themselves as authorised to make a commitment on behalf of the company, negotiate with a vendor or customer, collect money, issue company documents or continue representing the business even after their authority has ended.

Where Can This Create Problems?

• Unauthorised commitments made to vendors or customers.
• Collection of money using the company’s name.
• Use of company documents or letterheads without approval.
• Unauthorised quotations, purchase commitments or commercial promises.
• Use of company email, systems or customer relationships after resignation.
• Employees continuing to represent themselves as authorised after their role has ended.

Keep Authority Clearly Defined

Businesses should clearly identify who can approve, sign, negotiate, collect money, access systems and communicate binding commitments on behalf of the company.

If an employee has acted beyond their authority, the company should preserve the relevant emails, documents, payment records and communications before taking action. The exact response will depend on the facts and the nature of the commitment or loss.

Inventory & Stock Disposal Fraud: When Company Stock Is Sold Below Its Real Value

Inventory can become a fraud risk when stock is slow-moving, obsolete or being disposed of. Because management may be more focused on regular sales, employees handling operations can sometimes get greater control over how such stock is valued, offered and sold.

For example, during an off-season or stock-clearance exercise, an Operations Head may obtain quotations from known parties and recommend selling the stock to a particular buyer at a lower price. If the process is not independently reviewed, the company may not know whether the price was commercially reasonable or whether there was an undisclosed personal benefit.

What Should Management Check?

• Actual quantity and condition of the stock.
• Book value and available market value.
• How the stock was identified for disposal.
• Whether multiple genuine bids or quotations were obtained.
• Who selected the buyer.
• Who approved the selling price.
• Whether the stock was actually dispatched to the approved buyer.
• Whether the full sale consideration was received by the company.

A lower selling price does not automatically mean fraud. Stock may genuinely require a discount because of age, condition, seasonality or market conditions. The important point is that the company should have evidence supporting the disposal decision and the price accepted.

If management suspects manipulation in stock disposal, Team IN Filings can help review the inventory records, valuation, quotations, sales documents, dispatch records, customer details and payment trail and quantify the potential financial impact.

Government Notice Matters: Why Management Should Not Leave Everything to One Employee

GST, Income Tax, PF/ESI, Labour, ROC/MCA and other statutory notices require proper tracking and timely response. A common business risk is allowing one Admin or Accounts employee to receive, handle and respond to important notices without sufficient management or professional oversight.

The problem may not be intentional fraud. However, if a notice is missed, incorrectly handled or not properly documented, it can create interest, penalties, repeated notices, compliance complications and unnecessary financial exposure.

Maintain a Simple Notice Control System

• Notice received: Record the date and subject.
• Deadline: Clearly identify the response date.
• Responsibility: Record who is coordinating the matter.
• Professional review: Obtain CA/CS/legal review where required.
• Response: Maintain the final reply and supporting documents.
• Submission: Keep acknowledgement or filing proof.
• Closure: Track whether any further action is required.

Uncontrolled handling can also result in undocumented communications, incomplete records or commitments being made without management knowledge. Therefore, sensitive statutory matters should remain under management oversight with appropriate professional coordination.

Everything Looks Fine? Why a Periodic Management Audit Can Still Help

One of the biggest mistakes a business can make is assuming that everything is fine because there has been no complaint so far. Fraud, control weaknesses and financial leakage can remain unnoticed for a long time when nobody independently checks the underlying records.

A problem may come to management’s attention only after a payment mismatch, vendor complaint, employee resignation, tax notice, missing asset, unexplained expense or unexpected financial loss.

A Preventive Review Can Look at the Business Before a Problem Appears

Management can periodically review selected high-risk areas such as:

• Bank payments and unusual transactions.
• Payroll and employee master records.
• Vendor creation and bank-detail changes.
• Purchase orders, invoices and payment approvals.
• Petty cash and employee advances.
• Company assets and physical verification.
• Insurance and employee benefit records.
• Inventory and stock movement.
• Statutory notices and compliance follow-up.
• Maker-checker and segregation-of-duty controls.

What If Everything Really Is Fine?

That is also a useful outcome. A review can give management greater visibility over the existing system and identify areas where controls can be made stronger as the business grows.

Many growing businesses start with a small team where one person handles multiple functions. As turnover, employees, vendors and transactions increase, the same informal process may no longer provide sufficient control.

You do not need to wait for a fraud complaint to ask whether your business controls are strong enough.

Employee Fraud Investigation: Follow the Money, Documents and Transaction Trail

When employee fraud is suspected, the first objective should be to establish the facts. A proper review should not be based only on an employee’s explanation or on one suspicious transaction. The surrounding records should be examined to understand what actually happened.

What Should Be Reviewed?

• Bank statements and payment transactions.
• Accounting ledgers and journal entries.
• Vendor master and employee master records.
• Invoices, purchase orders and supporting documents.
• Approval records and payment authorisations.
• Payroll, reimbursement and advance records.
• Emails, business communications and relevant system records.
• Asset registers and physical verification records.
• Changes made to important master data.
• Timing of transactions and subsequent adjustments.

The Objective Is to Build a Clear Transaction Trail

For example, instead of simply identifying that ₹5 lakh was paid, the review should establish why it was paid, who initiated it, who approved it, which account received it, what supporting document existed and whether the underlying transaction was genuine.

Where appropriate, the review may also compare different records maintained by different departments. A mismatch between HR, Procurement, Accounts, Bank, Asset Register or Vendor records can sometimes reveal a control failure that is not visible from one record alone.

The purpose is not to accuse an employee without evidence. The purpose is to establish the facts, protect the company’s records, quantify the financial impact and provide management with a reliable basis for deciding the next step.

Suspected Employee Fraud? Secure the Records Before Taking Action

When a business first discovers a suspicious transaction, the immediate reaction may be to confront the employee. But in a financial fraud matter, management should first protect the relevant records and understand the transaction trail.

If important records are changed, deleted or become unavailable after the employee is questioned, it may become more difficult to establish what actually happened.

What Should Management Preserve?

• Bank statements and payment records.
• Accounting ledgers and transaction reports.
• Invoices, purchase orders and supporting bills.
• Vendor and employee master records.
• Relevant emails and business communications.
• Approval records and payment authorisations.
• ERP or accounting-system logs, where available.
• Asset registers and related acknowledgement records.
• Relevant statutory and compliance documents.

Do Not Change the Evidence Unnecessarily

Management should avoid making unnecessary changes to the relevant records merely to correct the accounting immediately. First preserve the original information and establish the transaction history. Necessary business-continuity measures can then be taken with proper documentation.

At the same time, the company should take reasonable steps to stop further unauthorised access or financial leakage while maintaining business continuity.

How Team IN Filings Handles Employee Fraud Recovery

When a business suspects employee fraud, the first requirement is usually clarity. Management needs to know what happened, how much may have been lost, whether the loss is continuing and what can be done next.

Team IN Filings brings together its Legal and CA/CS team so that the accounting, financial, compliance and legal aspects can be considered together.

Our Practical Approach

1. Confidential initial discussion: Understand the concern directly from the promoter, director or senior management and identify the immediate risk.
2. Secure and review records: Identify the important bank, accounting, payroll, vendor, procurement, asset and other supporting records relevant to the matter.
3. Reconcile the transactions: Compare accounting records with bank statements, invoices, approvals, vendor records, employee records and other available evidence.
4. Trace the transaction or fund flow: Identify how the transaction originated, who approved it, where the money or asset went and what subsequent entries or adjustments were made.
5. Quantify the potential loss: Prepare a clear working of the amount involved based on the records and evidence available.
6. Coordinate the legal response: Where the facts support further action, coordinate with the legal team regarding appropriate recovery, notices or other legally available remedies.
7. Address related compliance issues: Review whether the matter has created any accounting, tax, GST, payroll, statutory or other compliance consequences requiring attention.
8. Strengthen the internal controls: Identify how the issue occurred and recommend practical controls such as maker-checker, approval limits, independent reconciliation and periodic management review.

For sensitive matters, Team IN Filings can coordinate directly with the promoter, director or senior management and maintain appropriate confidentiality while the review is being carried out.

Team IN Filings provides practical support for businesses that need employee fraud investigation, accounting reconciliation, financial loss assessment, recovery coordination and internal-control improvement.

Zero-Tolerance Financial Control System: Make Fraud Difficult to Commit

Zero tolerance should be a management policy, not a promise that fraud can never happen. The practical objective is to make unauthorised transactions difficult to initiate, difficult to approve and easier to detect.

A good control system does not depend only on the honesty of employees. It creates checks and balances so that important financial transactions are independently reviewed.

Key Controls Every Growing Business Should Consider

• Maker-checker: The person creating a transaction should not be the only person approving it.
• Segregation of duties: Wherever practical, separate transaction creation, approval, payment and reconciliation.
• Approval limits: Define who can approve expenses, purchases, advances and payments at different levels.
• Independent reconciliation: Regularly reconcile bank, vendor, payroll, petty cash and other important records.
• Vendor controls: Closely control new vendor creation and changes to vendor bank details.
• Payroll controls: Periodically compare employee records, payroll, bank payments and exit records.
• Asset verification: Maintain an asset register and periodically verify important physical assets.
• Management review: Review selected high-value or unusual transactions independently.
• Periodic testing: Do not wait for a complaint. Test whether the controls are actually working.

Even when a business has a small team, management can introduce practical compensating controls through promoter review, independent reconciliation, selected transaction testing and periodic management audits.

Ongoing Management Audit & Compliance Support for Growing Businesses

Fraud prevention should not be a one-time exercise. As a business grows, the number of employees, vendors, transactions, bank payments, assets and statutory responsibilities also increases. A control that worked when the business was small may not be sufficient later.

This is why businesses can consider a periodic management audit and internal-control review instead of waiting for a financial problem to appear.

What Can Be Reviewed Periodically?

• Bank payments and unusual transactions.
• Bank reconciliation and accounting records.
• Vendor additions and bank-detail changes.
• Payroll and employee master changes.
• Purchase and payment processes.
• Petty cash and employee advances.
• Company assets and asset registers.
• Inventory and stock movement.
• Statutory notices and compliance follow-up.
• Maker-checker and approval controls.

A Practical Support Model

Depending on the size and nature of the business, Team IN Filings can work with management on a periodic review model covering selected high-risk areas rather than checking every transaction.

The review can identify control gaps, unusual transactions, pending compliance matters and areas requiring management attention. Where issues are identified, the focus is on corrective action and stronger systems.

For businesses that do not have a large internal audit or finance-control team, this can provide an additional layer of independent management oversight while allowing the existing staff to continue their regular work.

Why Early Action Matters When Employee Fraud Is Suspected

Time can matter in a suspected employee fraud matter. The longer an unexplained transaction remains unreviewed, the more difficult it may become to establish the complete transaction trail, preserve records and determine the actual financial impact.

Early Action Can Help Management to:

• Stop further financial leakage where the risk is continuing.
• Preserve important records before relevant information is changed or lost.
• Establish the transaction trail while records and supporting documents are available.
• Quantify the potential loss based on reconciled financial information.
• Identify related transactions that may not be visible from the first discrepancy.
• Take appropriate recovery steps based on the facts and available evidence.
• Strengthen internal controls so that the same weakness is less likely to continue.

At the same time, avoid making accusations without verification. A suspicious transaction should first be reconciled, documented and supported by evidence. This gives management a stronger basis for deciding whether recovery, disciplinary, civil, criminal or other action is appropriate.

Team IN Filings can help businesses move from suspicion to a structured review — secure the records, understand the transaction, quantify the impact, coordinate recovery and strengthen the control system.

Frequently Asked Questions About Employee Fraud Recovery

Below are practical answers to common questions businesses ask when they suspect employee fraud or want to strengthen their financial controls.

Suspect Employee Fraud? Protect the Business Before the Loss Becomes Bigger.

Whether you have identified a specific employee fraud, noticed an unexplained payment, found a vendor or payroll mismatch, or simply want to know whether your existing controls are strong enough, early professional review can make a significant difference.

Team IN Filings provides practical support through its CA/CS and legal team for employee fraud review, accounting reconciliation, financial loss assessment, recovery coordination and internal-control improvement.

For sensitive matters, we can coordinate directly with the promoter, director or senior management and maintain appropriate confidentiality while reviewing the matter.

Prevention is better than cure. You do not have to wait until a major loss occurs. If you want to understand your business risk, review your controls or address a suspected fraud, speak with Team IN Filings and take the next step with proper records and professional guidance.

About the Author

Sreedhara S – CA, Company & Business Consultant, with support from the Legal Team of Team IN Filings, including Adv. Satish C and Adv. Mahesh S.

The article is prepared from practical business, accounting, compliance and legal perspectives to help companies understand employee fraud risks, recovery processes and internal financial controls.

Last Updated: 23 September 2026