Gain critical insights into modern slavery and human rights challenges in global supply chains, and discover strategies to strengthen compliance and mitigate risks for 2025 and beyond. 

Gain critical insights into modern slavery and human rights challenges in global supply chains, and discover strategies to strengthen compliance and mitigate risks for 2025 and beyond. 

Gain critical insights into modern slavery and human rights challenges in global supply chains, and discover strategies to strengthen compliance and mitigate risks for 2025 and beyond. 

Gain critical insights into modern slavery and human rights challenges in global supply chains, and discover strategies to strengthen compliance and mitigate risks for 2025 and beyond. 

Preparing for the UK’s New Failure to Prevent Fraud Offence: What You Need to Know

The UK’s new Failure to Prevent Fraud Offence comes into force in September 2025. To help organizations prepare, we’re hosting a webinar on 14 August with Neeta Chityal, Partner in Global Investigations at Addleshaw Goddard LLP. Neeta recently spoke at our Third-Party Risk Management Summit, where she shared practical guidance on navigating the new requirements. 
 

This blog post recaps the highlights from her Summit presentation and introduces key themes for the upcoming webinar. 

The offence in a nutshell 

The new Failure to Prevent Fraud offence, introduced under the Economic Crime and Corporate Transparency Act 2023, significantly expands the UK’s corporate liability regime. It makes it much easier to hold large organizations criminally liable when fraud is committed by employees, subsidiaries or third parties who are acting for the benefit of the company. Similar to the Bribery Act 2010 in some respects, the offence goes further in scope and reach, with real implications for international companies operating in or connected to the UK as well as UK companies with international operations. Neeta summarizes the Act’s aims to prove, “the fraudster intended to benefit (either directly or indirectly) the company.” 

What are the offences? 

The law covers a wide range of fraud types, including false accounting, false statements by company directors, fraudulent trading and obtaining services dishonestly. Crucially, the offence applies not just when a company directly benefits, but also when it benefits indirectly from fraudulent activity. If the fraudster intended the company to benefit, liability may apply, even if the fraud also benefited the individual. 
 

Implications of the senior manager test 

The senior manager test is a key feature of the Act. Prosecutors no longer need to prove that someone at the board level was involved. Instead, a “senior manager” anywhere in the organization could suffice, especially if they have significant decision-making authority. 
 
This shift emphasizes the importance of cultural integrity throughout a company, not just at the top. Neeta tells us, “The guidance sets a good definition for leadership and emphasizes tone from the middle as well as tone from the top.”  This reinforces the need for clear messaging and compliance at all levels. 
 

What are the potential defences? 

The organization will not be held responsible if it is the victim of the fraud. 
There is also a potential defence if the organization can demonstrate that it had reasonable prevention procedures in place. This isn’t about having perfect systems; rather, it’s about taking proportionate, risk-based steps to prevent fraud. 
To rely on this defence, companies must show active engagement in fraud prevention and a clear framework tailored to their specific business risks. Simply having a fraud policy will not be enough. 
 

What are reasonable prevention procedures? 

Key features of reasonable prevention procedures include: 
  • Risk assessments that are dynamic and specific to operations. 
  • Clear policies, due diligence tools, and monitoring systems. 
  • Strong governance and leadership support (budget, resources, and accountability). 
  • Training and communication across all levels. 
  • A culture that actively discourages fraud, not just compliance for compliance’s sake. 


Next steps for setting up a framework
 

Companies should begin with a risk assessment and a gap analysis.  A horizon scanning exercise should assess emerging fraud risks, regulatory shifts, and internal vulnerabilities. A risk-based, holistic framework can then be prepared that combines process, technology and culture and prioritizes ongoing monitoring. Risk assessments should examine not only how your business could be a victim of fraud but also how it might inadvertently benefit from it. 
Use this time to review existing controls, set appropriate budgets, and ensure cross-functional engagement. As Neeta explains, “Culture and risk mitigation measures need to go hand in hand.” By embedding fraud prevention into the core of your compliance strategy, your business will be better positioned, both legally and reputationally, as enforcement tightens.   
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