Global profiles of the fraudster:

Technology enables and weak controls fuel the fraud

Anti-fraud controls are Fraudsters who exploited
not strong enough Weak controls weak controls:
Fraud threats are constantly changing and the problem are a factor in
6

61
and companies need to conduct
regular risk assessments, altering
1
is growing.
% of frauds

3
the way they prevent and

201
5
201
detect fraud, as needed.

To combat external
Based on a worldwide survey
of KPMG professionals who
investigated 750 fraudsters 18% %
RISK
threats, companies
need to do third-
party due diligence.
between March 2013
and August 2015 27
Companies rely heavily
Only on tip-offs to catch fraudsters.

38 % of fraudsters
are working
alone
2 Whistle blowers
and other tips 43%
Fraudsters need to collude Other forms of detection
to circumvent controls. Management
22%
62% of fraudsters Review
5
work in
groups. Accidental
14%
Technology not a major means of detection

3 % of fraudsters detected
3 Only through proactive
data analytics
4
Male fraudsters outnumber females, but the

(38 ) % 24 %
Well respected Technology
proportion of women has risen since 2010.
enabled the fraud
Female
nearly 4x more likely than Cyber fraud is a growing threat, but many
0

someone with a low reputation companies are not defending themselves.

201
5
201

69 % are 36-55
years of age 13%
Females more likely to be
17 %
44 % of fraudsters staff members; males more @2016 KPMG International Cooperative (”KPMG International”), a Swiss entity. Member firms of the KPMG
have unlimited likely to be executives network of independent firms are affiliated with KPMG International. KPMG International provides no client
services. No member firm has any authority to obligate or bind KPMG International or any other member firm
authority vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm.
All rights reserved. The KPMG name and logo are registered trademarks of KPMG International.
Source: Global profiles of the fraudster, KPMG International, 2016