As leaders strive to be the best they can be, they can unknowingly pass the pressures they’re facing onto their team. The first step is to recognise these pressures, then, act to reduce them. If under too much pressure, employees can become disengaged and demotivated in their role, leading to them to do what is right for them rather than their organisation.

The white paper highlights real-life examples from the business world as to what can happen when workplace culture isn’t aligned with the team. The power of culture is immense as an aide to fraud prevention– leaders need to recognise this.

The law and ethics set different behaviour standards. Ethics are personal – they depend on an individual’s perception as to what is right and what is wrong. The white paper looks at leaders setting their own ethical standards, above the base-level set by the law, in order to drive positive behaviours.