HMRC Invests almost £300m in compliance and fraud staffing to combat rising fraud threats

His Majesty’s Revenue & Customs has injected almost £300 million into its compliance and fraud investigation efforts, increasing staffing levels and pay in the Customer Compliance Group (CCG) and Fraud Investigation Service (FIS) to ensure compliance and strong enforcement across the UK, according to official data.

The HMRC CCG is responsible for the department’s enforcement and compliance activities, handling everything from taxpayer error corrections to cases involving tax evasion and fraud.

The data was retrieved under the Freedom of Information Act (FOI) and analysed by the Parliament Street think tank, observing the department’s spending on compliance staff over the past three years.

Over recent years, CCG staffing has grown significantly from 25,656 full-time equivalent staff (FTE) in November 2021 to a peak of 28,617 in October 2022, before settling at 26,841 in October 2023. This is expected to reach an estimated staffing level of 27,340 by October 2024.

Within the CCG, the Fraud Investigation Service (FIS) plays a critical role in HMRC’s strategy, leading both civil and criminal investigations into the most serious cases of fraud and financial misconduct.

The FIS, staffing mirrored the efforts of the CCG, increasing from 4,244 FTE in November 2021 to 4,956 by October 2022, with a slight decrease to 4,735 by October 2023.

Pay costs for FIS reflect HMRC’s investment in attracting and retaining skilled professionals capable of tackling complex fraud cases with costs rising from £267.1 million in 2021-2022 to £288.8 million in 2022-2023, with an estimated spend of £286.2 million projected for 2023-2024.

Yves Laffont, Sector Lead, Financial Crime Consulting Services at FDM Group, commented: “HMRC’s investment in strengthening its fraud and compliance teams serves as a strong example for businesses looking to build out their own teams.

At a time when fraudulent activity is becoming increasingly sophisticated, where we’re seeing AI used in vendor impersonation scams for example, bolstering these functions to prevent breaches and losses is essential.

65% of finance professionals were victims of attempted or actual fraud last year, highlighting that anyone can be targeted and therefore needs to be protected.

He added: “Equipping teams with the requisite skills, such as data risk management, enables staff to identify risks faster, close compliance gaps, and prevent losses. Organisations should prioritise experiential learning through simulations of real-world scenarios, teaching staff not only how to identify risks and handle important tasks, but also to understand the human impact of financial crime. This will facilitate continuous learning while building empathy and social responsibility, helping staff stay ahead of both fraud threats and their evolving societal implications.”

These staffing and funding increases reflect HMRC’s ongoing commitment to protecting public revenue and upholding tax compliance across the UK.

Laffont continued: “In England, fraud represents over 40% of recorded crimes, yet commands merely 2% of police resources, a disparity that disproportionately affects vulnerable populations, including elderly citizens, low-income communities, and small businesses.

The landscape is shifting dramatically in 2024, with enforcement actions becoming a daily reality for all businesses. The recent cases of Starling and Metro Bank signal a concerning trend: tier 2 firms, often perceived to have less robust controls, are emerging as prime targets for sophisticated criminal enterprises.

This poses a particular threat to their customers, who often choose these institutions for their accessibility and community focus.”

He added: “Success in this evolving battlefield is not just about technological/AI solutions. It requires rapid skill acquisition, holistic team development, constant agility and strategic succession planning.

However, the foundation lies in having the right infrastructure that cultivates a risk management mindset, adaptability to change and an ability to establish a trusted partnership with the business. At FDM, through relentless dedication, we’ve established Skills Lab, not just a concept, but a proven, viable solution that stands unique in the market.”