Abstract
The paper examines the way that companies and their directors view crime in the context of their legal and social responsibilities for managing business risks. It concludes that, especially outside financial services, the duties to identify, manage and report crimes are very limited, but post-'9/11' insecurities, reputational issues and the (under-enforced) Turnbull requirements for directors to take note of key business risks (including crime) have ratcheted up security risk management in large businesses while leaving SMEs largely untouched. A business risk profile related to crimes is developed, involving: the business as a victim; individuals as victims in the context of business operations domestic and overseas; products and processes generating opportunities for crime; and the business and individual employees as offenders. Some key steps are outlined to help board members in both PLCs and SMEs to analyse their problems. The article concludes with some key issues for government, police, business and civil society to consider in clarifying problem ownership.
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