Tips from Land Registry to combat fraud

The Land Registry has released some tips to help owners protect their property from fraudsters
Property is an attractive target to fraudsters because it can be sold and mortgaged to raise money. Properties most at risk are usually empty tenanted or mortgage-free.

The individuals highlighted as a higher risk of fraud include;
• Owners who are absent.
• Buy to let landlords.
• Owners living abroad.
• The elderly not living in their properties for reasons such as long term hospital or residential care.

The Land Registry’s top tips to help owners protect their property from fraudsters are:
• If you make sure your property is registered you will be compensated for financial loss if you do fall victim to fraud.
• Once registered keep your contact information up to date so you can be easily contacted if a complication arises.
• You can have up to three addresses on the register; email addresses or an address abroad can be used. The more information you provide the more chance the Land Registry has of reaching you.
• You can have a restriction entered on your property if you feel it might be at risk. A restriction is designed to help prevent forgery by requiring a solicitor or conveyancer to certify they are satisfied that the person selling or mortgaging the property is the true owner.

From the 1 February 2012, there is no Land Registry fee for home owners to register this restriction, as long as they do not live in the property they wish to protect. Owner occupiers will continue to pay a small fee.

Malcolm Dawson, Chief Land Registrar said:
“Today’s launch of our ‘Top Tips’ shows how important it is to let home owners know what simple steps they can take to protect their property – one of which is now the ability for those at greatest risk to have a free restriction entered which might prevent their property from being targeted by fraudsters and stolen unawares.

“We have introduced a range of additional safeguards in the last four years and we also work closely with other organisations to do all we can to tackle fraud and identify and take corrective action when it has happened. But home owners must also be vigilant and play their own part in protecting their properties against fraud.”

FRAUD – SMALL AND MEDIUM SIZED COMPANIES

Workplace fraud is costing small and medium sized business billions of pounds a year. It not only jeopardises the financial stability of the victim companies; it can also have a devastating effect on employee morale, leading to lower productivity and higher employee turnover.
It is estimated that approximately 75% of crimes against companies, such as theft, fraud and assaults either go unnoticed or are not reported.
A small or medium sized company is 15 times more likely to have an employee steal from them than a non-employee. The impact both financial and nonfinancial is huge, and the problem is going to get worse as economic growth slows and employees experience more acute financial difficulties through loss of overtime and short time working.
The most common types of fraud are theft of cash, inventory and assets, and the perpetrators have three things in common – they are under some form of PRESSURE, they can JUSTIFY what they are doing and they have the OPPORTUNITY to commit the fraud.
They can be of either gender, of any age and their length of service can be from 1 day to 40 years; in other they do not walk around with a sign on their forehead saying “I am a fraudster”. Fraud is not a “one off” opportunist crime; the fraudster needs to keep on doing it, and consequently will spend as much energy in hiding their crime as doing it.
Apart from the financial implications of their crime, they have a dramatic effect on staff morale and management confidence; with the reputation, value and public and client trust in the victim company suffering.
It is estimated by the Association of Certificated Fraud Examiners that a conservative annual loss due to fraud by employees is equal to 5% of a company’s turnover; and that is without the value of the environment of stress and mistrust caused when a fraud comes to light.
When a fraud is discovered within a company it can be devastating; with a whole spectrum of emotions from shock, disbelieve, anger and a sense of betrayal adding to the financial implications.
Most employers seem to think they are immune to the fraud “phenomenon” and have no response plan in place, nor do they undertake any form of risk assessment. Hence, when the unthinkable happens they make costly mistakes in dealing with it.
Simple cost effective actions such as pre-employment checks and communicated written policies telling employees what behaviour is acceptable and what is not, will go a long way to reducing a company’s exposure to fraudsters.
Internal controls and systems need to be monitored and effective by controlling who has data access.
A “zero-tolerance policy” must be clearly communicated so that everyone is aware of the consequences when they get caught.
Whistle-blowing hotlines are another effective way to ensure that a company can use every employee’s set of eyes and ears to limit the risk of fraud.
Fraud prevention should be measured as an investment; because the real cost of investigation can be very much higher.
There is no “off the shelf” solution that fits every company; companies need to tailor prevention and detection measures according to their individual needs.
A company cannot eliminate fraud – there will always be a way for bad people to do bad things; but if the risks of fraud can be reduced – it makes good sense; and it makes a positive difference to the “bottom line”.

The Top Scams of 2011

Job scam
E-mails, websites, and online applications can look professional, and the candidate is usually interviewed for the job over the phone. However, when the job “offer” is received, the candidate has to fill out a “credit report” or provide bank information for direct deposit of his or her “pay checks.” The “job” is nothing but a way to capture sensitive personal data that can be used for identity theft.

Sweepstakes and lottery scam
In order to claim the large amount of money you’ve “won,” you have to send someone a smaller amount. This year’s top sweepstakes scam was the e-mail claiming to be from Facebook founder Mark Zuckerberg announcing that the recipient was the winner of $1 million.

Social media scam
With so much information about you online, a scammer can sound like they know you. This year top social media scam sounds like it’s coming from a friend. When you click on the link, you are prompted to “upgrade your Flash player,” but the file you end up downloading contains a worm that logs into your social media account, sends similar messages to your friends, and searches for your personal data.

Home improvement scam
Home improvement contractors who often leave your home worse than they found it. They knock on your door with a story or a deal. Some move in after a natural disaster. Check out any contractor you’re considering using.

Check cashing scam
Two legitimate companies – Craig’s List and Western Union – are used for scams, especially check cashing scams. Someone contacts you via a Craig’s List posting. They send you a check for more than the amount they owe you for the item you’re selling. They ask you to deposit the check into your bank account and then send them the difference via Western Union. When the original check bounces, you’re out the money you wired.

Phishing scam
The worst phishing scam this year disguised itself as a communication from NACHA – the National Automated Clearing House Association – which facilitates the transfer of electronic transactions. The e-mail claims one of your transactions didn’t go through, and it hopes you react quickly and click on the link before thinking it through. It may take you to a fake banking site to “verify” you account information, or it may download malware to infiltrate your computer.

Identity theft scam
In a prevalent hotel scam, you get a call in your hotel room in the middle of the night saying it’s the front desk clerk. They need to get your credit card number again because the hotel computer crashed or they got the number wrong. Scammers are counting on you being too sleepy to catch on that the call isn’t from the hotel, but from someone outside who knows the direct-dial numbers for the guest rooms.

Sales scam
In penny auctions, you pay a small fee for each bid, and if you aren’t the winner, you lose that bid money. Winners often aren’t even the top bidder, just the last bidder when time runs out. Although not all penny auction sites are scams, some are being investigated as online gambling. It is recommended you know how the bidding works, set a limit for yourself, and be prepared to walk away before you go over that limit.

Complaint Against Your Business
The Better Business Bureau phishing scam. Hundreds of thousands of people have received e-mails that look like an official notice from the BBB. The subject line says, “Complaint Against Your Business,” and the instructions tell the recipient to click on a link or open an attachment to get details. If the recipient does either, a virus is launched on their computer that can steal banking information, passwords, and information needed for cyber-theft.

Be Secure On-Line

Computer Security
The following are simple steps you can take to make yourself more secure when on-line:
1. Make your passwords secure – a good password should:
* Not be based on personal information that can be easily guessed (your pet’s name, birth date, etc.)
* Not be a word that can be found in any dictionary of any language.
* Contain at least 8 characters with numbers, punctuation and both uppercase and lowercase letters.
* Not be the same as any password you use for anything else.
2. Make your computer secure – There are certain precautions you should take to keep your computer safe from viruses and hackers:
* Keep your operating system and browser up to date.
* Use up-to-date anti-virus and anti-spyware software – and set them to update automatically.
* Use a personal firewall.
* Activate a pop-up blocker.
3. Be aware of spyware – Spyware is software loaded on your computer without your knowledge. It collects personal information about you and your Internet browsing habits in order to launch pop-up ads or change the configuration of your computer. Clues that you may have spyware on your computer:
* You experience a number of pop-up ads when browsing the Internet
* Your Internet browser takes you to sites you’re not attempting to visit
* You experience a sudden and/or repeated change to your Internet homepage
* New toolbars or icons appear
* You experience error messages that seem random, and/or your computer’s performance slows down considerably.

Companies are starting to hire again

When companies start to employ, the competition to get the best gets tougher, and the company that gets the best has the edge over their competitors.
I found this article by Journalist Cheri Burns in the Employee Wellness Magazine, it emphasises how important it is to not only know the people you do business with, but also to know about one of the biggest investments you will make: the people who work for you.

Employers admit to making bad recruitment decisions
A RECENT survey which has been carried out by independent online HR consultancy firm, Reabur.com, has revealed that 74% of employers have said that they regret some of the decisions they have made in relation to hiring employees because of consequent underperformance.
When asked whether they have ever felt regretful of any members of staff that they have brought in to work at their organisation, 22% of respondents said that they were ‘unsure’, while only 4% commented on being completely confident of and happy with all of the choices they have made in regards to who they have given jobs to.
From this latest research, it has been shown that the most common reason many employers regretted taking on certain employees was because of bad performance in their daily duties, and unacceptable attitude towards the work they had to do or those they worked with.
Participants were also questioned on which traits a member of their team would have to display for them to then think it would have been better for their company if they had not hired them. A new recruit exaggerating their skills and qualifications as well previous experience within their CV came top of this list, with 71% of employers who answered sighting this as something which would make them doubt the credibility of a worker. Not being good at the job and general underperformance were also said to be key factors which would suggest that a person should not have have been given employment, with these reasons taking up 68% and 66% of responses given at the time.
Kirsty Burgess, who is Co-Managing Director of Reabur.com – the organisation that undertook the task of carrying out the survey – stated that in order to get the best out of bringing in new additions to the workforce, employers must make it a priority of theirs to ensure that their recruitment process is as thorough as it possibly can be to make sure that they are adding the right people to their specific workplace.
She continued: “Terminating an employee’s contract is not an enjoyable task for any manager; this is why it is within the employer’s best interest to make sure their recruitment processes are robust. This gives more confidence that you are hiring the right staff for the organisation. Recruiting costs a lot of money, with the CIPD estimating it is an average of £4,000 per job, you don’t want to get it wrong.”
By Cheri Burns 29th June 2011

YOUR COMPANY HAS A THIEF: WHAT DO YOU DO NEXT?

Call the police?

Call the thief into the office and dismiss them?

Call your solicitor?

You could do all of those things, and then get it horribly wrong; the police may only prosecute for a fraction of the loss; you may be taken to an Employment Tribunal by the thief, or your solicitor may not be experienced in employment law, criminal law or the recovering of money.

First of all if you are a victim of fraud by one of your employees, you are not alone.  The typical company loses 6 percent of its annual turnover to fraud.

SO YOU NEED A PLAN

In most cases when a fraud is discovered, you have a pretty good idea of the identity of the thief; this is a very dangerous time for you, and you need to use your head and dust off your plan.

I will now show you step by step what to do if you are a victim:

STEP 1

Call me; I will act as your liaison between your lawyer and the police, leaving you to get on with running your business.

I will implement your plan (if you have one), if you haven’t a plan, I’ll give you one of mine; it’s a very simple plan, and it goes like this:

• Find out how much money is involved and how it was taken.
• Begin the disciplinary process; remember you don’t want end up in an Employment Tribunal.
• Gather evidence to criminal and civil court standards.
• Perform an asset assessment on the thief.

STEP 2

I inform the police.  I make an appointment to see them, giving them an outline of the nature of the problem.

When I go and see the police I take all my evidence with me; that mean’s Section 9 Witness Statements and Exhibits, all in a format that they use.  You have immediately saved the police a lot of work, and it goes a long way to getting them “on side”.

STEP 3

This is the time where you use your lawyer; because now you are going to begin the process of getting your money back including costs, yes, that’s why one of the first things we did was an asset assessment on the thief.

We can do this in one of two ways:

1. Use the Proceeds of Crime Act 1988 and amended 2002.  The CPS Barrister will apply to the Court for a Restraint Order on the thief’s assets; this will be followed with a Confiscation Order upon conviction.
2. Or simply sue the thief in the Civil Court, if you’re a bit worried about this from a costs point of view; remember you now know what the thief’s assets are.  If the thief is convicted in a criminal court, this effectively takes away any defence they may have in a civil court.

I said there are two ways to get your money back; there is a third way which should always be considered; the thief may wish to avoid costs being awarded against them in a civil court and negotiate a return of the money, plus the costs incurred by me and your lawyer.

To recap, the criminal prosecution, the disciplinary process and the action for civil recovery can all happen at the same time, but they are done as three separate phases albeit coordinated.

So the three simple steps to take if you are a victim of a fraudster; so simple you could do it all yourself; couldn’t you?

If you didn’t have a business to run.

The UK Bribery Act 2010 becomes law on 1st July 2011

LAW UPDATE – THE BRIBERY ACT 2010 – FROM JULY 1. 2011

United Kingdom: The Bribery Act 2010 – Are You Ready?

After months of delays the Bribery Act 2010 (the “Act”) finally comes into force on 1 July 2011. The Act, which will completely replace the UK’s existing anti-bribery laws, is intentionally robust, being wide in both
scope and jurisdictional effect and imposing significant penalties.

The key offence for companies is the new offence of failing to prevent bribery. This is a strict liability offence, although companies will have a defence if they can show that they had adequate procedures in place to prevent bribery. Under the Act the Government is required to publish guidance on the procedures companies can put in place to prevent bribery, and this guidance was finally published by the Ministry of Justice on 30 March 2011 (the “Guidance”).

This article revisits the Act in the light of the Guidance, focussing in particular on the offence of failing to prevent bribery and the steps
companies should take to help ensure they have adequate procedures in place.

Offence of Failing to Prevent Bribery

The Act provides that a “relevant commercial organisation” will be guilty of an offence if a “person associated” with it bribes another person intending to obtain or retain a business advantage for that organisation, unless the
organisation can show that it had “adequate procedures” in place to prevent bribery.

The key aspects of this offence are considered in more detail below, including in the light of the Government’s suggested interpretation as set
out in the Guidance. However, it must be remembered that the Guidance is not binding in this respect and the full scope of the Act will only become clear once it has been tested in the Courts.

Relevant Commercial Organisation

The offence only applies to “relevant commercial organisations” and it is this definition that provides the wide jurisdictional scope of the offence.
A “relevant commercial organisation” is defined to cover both companies incorporated in the UK, irrespective of where they carry on business, and
overseas companies that carry on business, or part of their business, in the UK.

What constitutes carrying on business in the UK is not clear, and has been the subject of much discussion. The Government anticipates that an organisation will need to have a “demonstrable business presence in the UK”
to fall within the definition, and that being listed on the UK stock exchange or having a UK subsidiary would not in itself be sufficient.
However, it will be for the Courts to determine whether or not a company is carrying on business in the UK, so the position remains uncertain for overseas companies. What is clear is that the Act has a wide territorial scope, and so overseas companies must ensure they understand and are prepared for the Act.

Associated Person

The Act defines an “associated person” as a person who performs services for and on behalf of the organisation. The Act gives the examples of the organisation’s employees, agents or subsidiaries. However, the definition is
broad enough to also cover, for example, contractors, sub-contractors, suppliers, joint venture companies and joint venture partners. The broad scope of this definition means that organisations can commit an offence under the Act as a result of the actions of a person over whom they have very limited control.

Adequate Procedures

Given the wide scope of the offence, it is essential that companies have adequate procedures in place to prevent bribery to ensure they can rely on the defence, and the Guidance is clearly an important element of determining
what constitutes “adequate procedures”. The Guidance sets out six principles, which are not prescriptive but are instead intended to provide
for a flexible, proportionate and risk based approach. These principles are considered in more detail below.

Principle 1 – Proportionate Procedures

This principle sets out the overarching theme of the Guidance – procedures must be proportionate to the risks that an organisation faces and to the nature, scale and complexity of its activities. Adequate procedures for a large multi-national company will be very different to adequate procedures for a small UK based company.

Principle 2 – Top-level Commitment

Top-level management must be committed to preventing bribery and foster a company culture where bribery is never acceptable. A company’s board of directors should be involved in developing anti-bribery procedures and
communicating the company’s anti-bribery policy statement.

Principle 3 – Risk Assessment

A company must assess the nature and extent of its bribery risk to ensure that it adopts proportionate procedures designed to prevent bribery. This will include a review of external risk factors (such as the countries and sectors in which it operates, the types of its transactions and its use of business partners) and internal risk factors (such as deficiencies in training, a bonus culture that rewards excessive risk taking and lack of clarity on the company’s anti-bribery policies). This risk assessment must be conducted on a periodic basis as the company’s business evolves.

Principle 4 – Due Diligence

A company must conduct appropriate due diligence on its associated persons, as it may be liable under the Act for their actions. Again, the level of due diligence required will depend on the particular circumstances. In higher risk situations (such as engaging an agent in a high risk jurisdiction), appropriate due diligence may involve questioning the party involved,
investigations undertaken by external consultants and third party references. Due diligence is also critical in a mergers and acquisitions context.

Principle 5 – Communication (including training)

It is not sufficient for a company to adopt anti-bribery policies which then gather dust on a shelf. The policies must be embedded and understood throughout the organisation. This will involve communication of, and training on, the organisation’s policies and procedures, both to employees and (where appropriate) to other associated persons, such as agents and
suppliers.

Principle 6 – Monitoring and Review

Companies must monitor and review their procedures on an on-going basis to ensure they are adequate and proportionate to prevent bribery. Companies should regularly consider whether their policies and procedures are working, how they can be improved and whether they need to be updated in the light of any change to the company’s activities.

Corporate hospitality

There is a real concern that the broad scope of the Act may in fact criminalise legitimate corporate hospitality. This is particularly the case for the offence of bribing a foreign public official, which only requires an intention to influence that official to obtain or retain a business advantage. In response to this concern the Government has emphasised in the
Guidance that the Act is not intended to prohibit reasonable and proportionate hospitality. The Guidance also sets out a number of factors
which may be considered in deciding whether corporate hospitality amounts to an offence. These include the type and level of the hospitality (including in relation to sector norms), the manner and form in which it is provided and the level of influence of the recipient. The timing of the hospitality and the connection to relevant business will also be important factors to consider. Ultimately, however, companies will need to rely on the SFO
exercising its discretion not to prosecute in circumstances where legitimate corporate hospitality triggers an offence under the Act. This clearly puts companies in a very uncertain position.

Practical Steps

To the extent they have not done so already, companies need to urgently review and update their anti-bribery policies and procedures, adopting (in line with the Guidance) a proportionate, risk based approach designed to
address the specific risks faced by the organisation. Companies should also
review and update their standard form documents, including due diligence
checklists, employment contracts and contracts with business partners (such as agents, distributors and suppliers) to ensure they include appropriate anti-corruption provisions in light of the Act.

Many larger companies may already have policies and procedures in place to comply with the US Foreign Corrupt Practices Act 1977 (“FCPA”). While these are likely to go some way towards ensuring adequate procedures under the Act, there are some significant differences between the FCPA and the Act.
For example, the Act applies to both the public and the private sectors and to receiving bribes, whereas the FCPA only applies to bribing a foreign public official. In addition, unlike the FCPA, the Act does not provide an exemption for facilitation payments or a defence for reasonable corporate hospitality. Such companies must still therefore review their existing policies and procedures, and update them as necessary to ensure they cover
the Act. Given the wide territorial scope of the Act, this process should be undertaken on a global, rather than UK only, basis.

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific
circumstances.

This article was written by Ms Charlotte Hawkins of Kemp Little LLP.

RETAIL THEFT

Retail Theft
There are a wide range of opportunities available for employees to steal at the point of sale, regardless of a retail organization’s size. Failure to address such opportunities leaves both large and small companies open to fraud, especially given the current economic climate in which desperation for cash prompts employee theft to continue to increase. The following are some of the most common types of retail fraud likely to occur at the point of sale.

1. Under-ringing: An under-ring occurs when the cashier rings an item at less than its listed price, collects the full amount, and steals the extra money. To cover the fraudulent act, the cashier fails to provide a receipt or blocks the cash register display window from the customer.
2. Sweethearting: This method occurs at the cash register when cashiers give free merchandise or discounts to family and friends without proper authorization. For example, a cashier at a Macy’s store was caught intentionally not scanning items for her mother and sister at her register.
3. Refunds: The cashier rings up a false refund and takes the money, in effect causing the theft of cash to appear as an inventory shortage. The employee might also choose to prepare a false refund voucher. In this scheme, the document usually contains a fake name and address to make it appear as if a customer has returned a product.
4. Voids: Voids are similar to refunds in that they cancel a sale. To process a fraudulent void, the cashier keeps the customer’s sales receipt. The cashier is now able to ring the item up as a voided sale and takes out the cash from the register, making it appear as if the money has been returned to the customer rather than stolen. A void slip that requires a manager’s signature for verification is attached to a copy of the customer’s receipt. In many cases, however, managers fail to recognize a fraudulent void.
5. Discounts: Cashiers have the ability to redeem coupons for customers and to process employee discounts at registers. Cashiers can abuse this access without proper controls in place, often by bypassing required manager approvals. Cashiers also often abuse employee discounts by selling items to friends at a lower price so that they can attempt to return the item for a full refund at a different location without a receipt.
6. Training mode: Managers have the authority to program the cash register so that sales are not recorded during the process of training new employees. Abuse of this function takes place when actual sales are allowed under the training mode and the undocumented transactions are pocketed at the end of a shift.

Red Flags
Managers and owners should be on the alert for suspicious activity. The following red flags might be indicators of employee theft at the point of sale:
• Frequent cash shortages or overages during an employee’s shift
• Exception reports showing an unusually high number of refunds or voids
• A significant amount of no-sale transactions on the cash register tape
• A rise in inventory losses
• A low average number of sales
• Calculators located at the register that are used to keep track of the amount stolen
• Frequent customer complaints about not receiving receipts at the register
• Cash receipts found in the trash after a shift
• Refund or void slips partially filled out with customer information or without a supervisor’s signature
Prevention and Deterrence
Theft is often a result of prevention policies not being enforced or communicated to employees. Retail organizations must first evaluate procedures currently in place to determine any weaknesses. Asking critical questions provides a more accurate view of the effectiveness of existing loss prevention policies. Examples: “Are managers required to approve cash refunds?” “Do employees have minimal supervision at the register?” Honest answers guide retailers in developing and applying improved prevention strategies to reduce losses related to employee theft.

For auditing purposes, supervisors must consistently generate and review an exception report for each employee. The report outlines activities performed at the register, such as the frequency of refunds, price changes, coupon redemptions, overrides, and sales cancelations. Cash counts by management, both anticipated and unanticipated, are also an effective fraud deterrent.

Implementation of new technology is an additional tool for loss prevention. The latest growing trend in the retail market is the use of video analytics systems. Such systems function by tracking employees, customers and merchandise. A video analytics system stores data to a hard drive, including information regarding the time and place of a sale. When this technology is synchronized with video surveillance, supervisors can immediately see if merchandise that passes over the counter matches what cashiers ring up at the register.

Refund and void controls are required in the retail environment. For every refund and void processed at the register, the employee should completely fill out a voucher and attach it with the sales receipt. The voucher includes customer information, the reason for the return or void, the original sales transaction number, and the customer’s signature. Supervisors need to review every refund and void before authorization. Only managers should be able to return merchandise to the floor after approving the reason for a return or void. Another preventive strategy is to actually call the customer to verify that his transaction did not involve a fictitious refund or void.

Finally, the threat of prosecution is one of the most effective preventive measures to deter employee theft. Employees are less likely to steal from their employers if they understand the seriousness of the offense and the real risk of going to Court. If an employee is caught stealing, management should contact the police immediately. By taking such proactive measures, this conveys the message that theft from within is not acceptable.

Retailers now face the reality that most of their losses will occur internally by employees at the point of sale. As discussed earlier, even large retailers are not immune to this threat. Although the occurrence of employee theft might be on the rise, it can be reduced with increased employer awareness and the enforcement of preventive measures.

New Employee Vetting

Paul Wiseman Investigations is pleased to add a Criminal Records Bureau check on potential new employees to its range of services to the business community.
The hiring of a new employee can be one of the most costly investments a business can make; get it wrong and the repercussions can be damaging to the business, and in extreme cases lead to unaffordable losses that cannot be sustained in good times, never mind bad ones.
I can reduce that risk by checking the background of the prospective employee for any criminal offences in their past. I also check their educational history and past employment history; and finally present you with a report that allows you to make an informed decision.
Other services offered by Paul Wiseman Investigations are company and director reports on potential new customers, fraud/theft investigations, police liaison, fraud risk assessments and pre-tenant vetting for landlords. These are just a few of the services provided to the business community by Paul Wiseman Investigations.
The Bribery Act 2010 comes into force on 1st July 2011; a new offence that should be of particular interest to companies is Section 7 of the Act: Failure of commercial organisations to prevent bribery. The only defence a company can use is that they have adequate procedures in place to prevent bribery.
I am able to install policies in your company that will effectively provide you with such a defence.
To discuss further please call Paul Wiseman Investigations on 01691 655732 or 07855 691043.

New Employee Background Checks

The choice of a new employee is one of the most important and expensive decisions an employer makes; and it is on most occasions, the one given the least thought.
Wiseman Investigations now offer Criminal Records Bureau Disclosures as part of a prospective employees background check.
Balance the cost of an Employment Tribunal if an employer gets it wrong, against the cost of researching the employees background.