The dynamics of the modern workplace are changing – not only in terms of working models, but also in terms of ethical behaviour and fraud prevention. The Workplace Fraud Trends Report 2025, published by Cifas, offers new and alarming insights into this. Based on a survey of 2,000 employees from various industries and hierarchical levels, the report shows that fraudulent behaviour is increasingly tolerated – and that this is no longer limited to isolated cases.

Growing tolerance for questionable behaviour

The study reveals a range of behaviours that were previously considered unimaginable. Particularly striking is the acceptance of fake employment references: 30 per cent of respondents consider the use of so-called reference houses to create false qualifications to be ‘justified’. The results also show that expense fraud, such as submitting private expenses as business expenses, is the most common form of fraud, at 24 per cent.

Another phenomenon is so-called polygamous working – simultaneous employment with competing companies. Here, 19 per cent of respondents admit to working two jobs at the same time, while almost a quarter (24 per cent) consider this acceptable. The sale of company access is also not uncommon: 13 per cent of respondents have passed on their login details in exchange for money, often believing this to be harmless.

In addition to these classic forms of fraud, another risk is coming to the fore: insider threats from gambling. According to the survey, 13 per cent of respondents know someone who has used company funds for betting.

Managers show worrying attitudes

Particularly alarming is that 88 per cent of company owners and 70 per cent of C-level executives consider certain illegal activities to be justified. These figures illustrate that the responsibility for fraud prevention does not lie solely with employees, but that the corporate culture itself harbours systemic risks.

Mike Haley, CEO of Cifas, explains: ‘Our research reveals not only individual decisions, but systemic vulnerabilities ranging from polygamous working to fake employment references. This raises urgent questions about organisational culture, risk management and accountability.’

Keith Rosser, Chairman of the Better Hiring Institute and Director of Reed Screening, emphasises the growing challenge of fraud in the hiring process, exacerbated by modern working practices and AI technologies. In his view, polygamous working, the use of reference houses, fake IT employees and AI-assisted fraud are among the biggest threats to British companies.

Preventive measures: Recommendations for companies

In light of these findings, Cifas recommends that companies take a number of proactive measures to strengthen fraud prevention:

• Analyse vulnerabilities: Regular risk analyses help to identify and remedy weaknesses at an early stage.
• Check beyond CVs: Qualifications and professional experience should be thoroughly checked, ideally with the help of specialised vetting services.
• Continuous background checks: Beyond onboarding, employees should be checked regularly.
• Training and awareness: Employees should be continuously trained in fraud detection and prevention.
• Targeted monitoring: Suspicious behaviour should be observed, not for control purposes, but for responsible management.
• Create a culture of accountability: Clear codes of conduct and confidential reporting channels, including anonymous whistleblowing, are essential.
• Support employees: Offers to promote well-being can reduce the pressure that leads to dishonest behaviour.

Methodology of the study

The survey was conducted by Opinion Matters between 14 and 21 July 2025. Participants included 2,000 employees from companies with at least 1,000 employees, with at least 500 people working partially or completely from home. The aim was to obtain a representative sample and to reflect current fraud trends in the workplace in the UK.

Need for action by companies

The Workplace Fraud Trends Report 2025 makes it clear that fraud in the workplace is not an isolated case, but a growing systemic problem. Fake references, polygamous working and the sharing of company access pose significant risks to companies.

The responsibility for a trustworthy and secure working environment lies not only with employees, but also, and in particular, with senior management. Only through preventive measures, training, continuous monitoring and the promotion of a transparent corporate culture can companies minimise risks, prevent fraud and ensure integrity and trust in the long term.