Why a strong workplace culture matters
Regulations alone won’t protect your organization from fraud or misconduct. What makes the real difference is how people act and why they act that way. Compliance isn’t just about rules; it’s about behavior, decisions under pressure and whether people feel safe to speak up when something feels off.
A strong workplace culture helps close the gap between policy and practice. It turns compliance into something active and shared - rooted in trust, inclusion and everyday accountability.
Compliance is a practice, not a policy
Let’s be honest: policies don’t prevent fraud; people do. That’s why compliance must move beyond static documents and become everyday practice. At its core, compliance is about decision-making. Good compliance learning uses critical thinking, social connections and real-world context. It builds “muscle memory” for ethical choices, reinforces accountability and helps individuals understand the real consequences of their actions.
Take, for example, the human side of fraud. A high performer respected and relied upon made one unethical decision under pressure, with an opportunity and just enough rationalization to believe it didn’t hurt anyone. The fallout? Massive for them, the team and the company. It’s a powerful reminder that malice doesn’t always drive workplace fraud. It’s often driven by circumstance. Financial stress, coercion, lack of oversight and fear of speaking up are fertile grounds for risk.
Culture as a fraud prevention strategy
Fraud grows in the cracks of overwork, job insecurity, unclear values and weak controls. So, the question isn’t just how someone committed fraud but why no one saw it coming. When we view compliance through the lens of culture, we uncover opportunities to build trust, create safe spaces for discussion and reinforce ethical norms before the pressure hits.
The truth is, every single one of us has a role to play. Looking out for fraud isn’t just the compliance officer’s job. It’s part of being a good teammate, a responsible leader and a thoughtful employee. When workplace culture is strong, people speak up early. They are concerned about flags. They ask questions. They make better decisions because they feel supported in doing so.
The ECCTA and the new compliance landscape
The Economic Crime and Corporate Transparency Act (ECCTA) is changing the game by expanding corporate liability. Businesses can now be held accountable for fraud committed by associated people, meaning accountability must extend far beyond leadership. This makes compliance training and fraud prevention not just best practices but business-critical.is changing the game by expanding corporate liability. Businesses can now be held accountable for fraud committed by associated people, meaning accountability must extend far beyond leadership. This makes compliance training and fraud prevention not just best practices but business-critical.
NAVEX has a new ECCTA compliance training course so teams can prepare for these changes in practical, engaging ways. It brings the ECCTA to life through relatable scenarios, teaches how to spot early warning signs and empowers people to act, turning awareness into action. teams prepare for these changes in practical, engaging ways. It brings the ECCTA to life through relatable scenarios, teaches how to spot early warning signs and empowers people to act, turning awareness into action.
ECCTA Guidance: Comply with UK Failure to Prevent Fraud Law
Preventing corporate fraud is foundational for risk and compliance programs. In the U.K., the Economic Crime and Corporate Transparency Act 2023 (ECCTA) is a landmark UK corporate transparency law …
Training that works because it connects
Practical training isn’t dry or disconnected. It’s adaptive, emotionally resonant and contextual. It uses stories that stick, familiar scenarios and insights from the field. It also builds community, creating shared understanding and purpose.
But training is just the start. Real culture change comes from leadership. That means setting clear expectations, staying connected with your team and reinforcing ethical decision-making daily. It means asking: What are we missing? Where can we improve? What conversations are we not having?
Curious, not complacent
People should leave training sessions not just informed, but curious. Curious about blind spots, where pressure might be building unnoticed, how to better support teams in making good decisions under stress.
In the end, compliance isn’t about preventing fraud. Companies must build cultures where integrity thrives and people are confident in their ability to do the right thing every time.
