A huge thanks to Brendan Weekes, Associate Director at S&W, Chartered Accountant, and Certified Fraud Examiner with over a decade of experience in forensic accounting and investigations. In this session, we explored how and why workplace fraud often starts, not with bad actors, but with good people under pressure. We discussed practical strategies for triaging disclosures, conducting internal investigations, and preparing for the upcoming UK “Failure to Prevent Fraud” offence. With a focus on real-world examples and operational best practices, Brendan shared insights on how organisations can respond swiftly, ethically, and effectively when fraud concerns arise.
Fraud Often Starts with Pressure, Not Malice
Most people don't set out to defraud their employer. Instead, they’re often under pressure, financial stress, personal issues, job insecurity, and see a moment of opportunity. They rationalise it as temporary or harmless. Understanding this psychological context helps organisations focus on prevention through support, culture, and controls, rather than assuming wrongdoing is always intentional.Tip-Offs Are the Top Source of Fraud Detection
According to Brendan and global fraud data, the majority of internal fraud cases are identified through whistleblowing, well ahead of audits or controls. This highlights how crucial it is to empower individuals inside and outside your organisation to raise concerns. Whistleblowers are often the first to see something wrong, making them your most effective early warning system.Whistleblowing Systems Must Be Trusted to Work
Having a policy or hotline on paper isn’t enough. If employees or third parties don’t believe their concerns will be taken seriously, or fear retaliation, they won’t come forward. Trust is built through visible leadership support, confidentiality, and consistent follow-up. Systems like Continual make it easier to create a safe and transparent reporting experience.The First 48 Hours Are Critical After a Disclosure
Brendan emphasised that early response missteps, like forwarding emails, interviewing without preparation, or failing to secure systems, can permanently compromise investigations. The way a concern is handled in the first two days often determines whether you can take effective action or lose your ability to do so. A clear triage and escalation framework is essential.Clear Role Assignments Prevent Chaos
When a disclosure surfaces, who steps in? Who leads? Who supports? Without clarity across Legal, HR, Compliance, and Audit, organisations often end up duplicating work or missing crucial steps. Defining roles and responsibilities ahead of time helps eliminate confusion and ensures every response is efficient, ethical, and defensible.Cultural Signals Can Prevent Fraud
A culture of integrity and openness doesn’t just make fraud less likely, it makes employees more willing to speak up when they see something wrong. Brendan pointed out that “culture is your strongest control.” If people see unethical behaviour going unchecked, silence becomes the norm. Embedding ethics into your culture sets a tone that misconduct won’t be tolerated.Third Parties Should Be Part of Your Defence
Many fraud issues, especially those involving procurement, contracts, or conflicts of interest, are visible to suppliers, contractors, or partners. Yet these groups often have no clear way to raise concerns. Creating channels for third-party disclosures expands your visibility and helps surface issues early. Tools like Continual make it simple and secure to collect this input.The 'Failure to Prevent Fraud' Offence Demands Proactivity
Coming into force in September 2025, this new UK offence will hold organisations accountable for not preventing fraud by their staff or associates. It’s not enough to say you had policies, you’ll need to prove that you embedded them, trained people, monitored for risk, and responded appropriately. Proactive systems and culture-building will be critical to show “reasonable procedures.”Behavioural Red Flags Are Often Visible
Fraud isn’t always hidden. Brendan shared behavioural signs that often precede misconduct: sudden defensiveness, unexplained wealth, over-closeness to vendors, or resistance to audits. Training line managers and team leads to recognise and act on these signs adds another layer of defence. Most fraud schemes reveal small signals before they escalate.Investigation Logs and Documentation Matter
When responding to a fraud concern, what you document, and how, is just as important as what you do. Courts, regulators, and boards want to see a clear, well-documented trail: who took what action, when, and why. Keeping a clean chain of custody and decision log not only protects the organisation legally, it also supports learning and improvement.
Watch the full recording of the session here.
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