Category: Criminal Justice

The Crown Prosecution Service (CPS) plays a vital role in the UK’s criminal justice system, ensuring offenders are brought to justice while supporting victims and witnesses.

However, like any public organisation, the CPS may occasionally fall short of expectations. This article explores the CPS’s guidance on providing feedback or making a complaint based on their official policy.

HM Crown Prosecution Service Inspectorate (HMCPSI) has a statutory duty to inspect the operation of the Crown Prosecution Service (CPS) and the Serious Fraud Office (SFO).

The CPS’s Commitment to High Standards

The CPS is dedicated to upholding principles of independence, fairness, honesty, openness, respect, and professional excellence. Their complaints handling is guided by standards such as the CPS Complaints Handling Standard, the Code of Practice for Victims of Crime, and the Principles of Good Complaints Handling from the Parliamentary and Health Service Ombudsman (PHSO).

All complaints are managed confidentially by trained Complaints Coordinators, ensuring fair and sensitive treatment without discrimination based on gender, sexual orientation, race, ethnicity, disability, religion, or belief. Defendants’ complaints are treated equally to those from victims or witnesses.

External oversight is provided by the Independent Assessor of Complaints (IAC), who scrutinises the process to maintain high service levels.

For more on the IAC’s role, visit the CPS website.

What the CPS Complaints and Feedback Policy Covers

Feedback includes positive or negative comments on CPS policies, procedures, services, or performance. Anyone can provide it at any time, with no restrictions. Examples might include praising a new policy or expressing dissatisfaction with a case outcome reported in the media.

Feedback is acknowledged, recorded, and analysed to improve services and promote best practices.

Complaints are expressions of dissatisfaction from those directly involved in a CPS service. They can be:

• Legal: Related to decisions, such as charging choices.
• Service: Concerning conduct, like not allowing a victim to read their personal statement in court.
• Mixed: Combining both elements.

Professional disagreements (e.g., between police and prosecutors) are excluded.

Exclusions from the Policy

Certain matters fall outside the policy:

• Victims’ Right to Review (VRR): For decisions not to charge or to end proceedings. This stems from the 2011 Killick case and is handled separately. Dissatisfaction with VRR outcomes cannot become a formal complaint. Learn more about VRR on the CPS VRR page.
• Defence Applications or Appeals: Not for dropping cases or overturning convictions; seek independent legal advice.
• Ongoing Proceedings: Responses may be limited to avoid prejudice.
• Civil Claims: Complaints pause if civil action is initiated.
• Abusive or Persistent Complaints: May be declined.
• Other Organisations: Direct complaints about police, courts, or judiciary to them (contacts below).
• Recruitment or Employment: Handled under separate policies.

CPS Complaints Procedure

Complaints can be made by the affected individual or a nominated representative (with written consent).

The process has three stages for service/mixed complaints, but legal complaints end at Stage Two.

Early Resolution

Contact your local CPS office first for informal resolution within three working days, possibly via explanation or apology.

Stage One: Local Review

Submit formally to the originating CPS office. A relevant manager investigates and responds within 20 working days (or notifies of delays).

Stage Two: Senior Review

If unsatisfied, escalate to the Deputy Chief Crown Prosecutor or equivalent within one month. Response within 20 working days.For legal complaints, this concludes the process.

Stage Three: Independent Review

For service complaints, refer to the IAC within one month of Stage Two. The IAC, independent of CPS, reviews service quality and procedure adherence, responding within 40 working days.

Contact: Independent Assessor of Complaints, 102 Petty France, London SW1H 9EA; Email: [email protected] (mailto:[email protected]); Phone: 020 3357 0893 (10am-4pm, Monday-Friday).

If involving Victims’ Code breaches, victims can escalate to the PHSO via an MP after IAC review.

PHSO details: Parliamentary and Health Service Ombudsman.

How to Provide Feedback to the CPS

There is no time limit, and feedback can be submitted via:

• Online: Use the CPS Feedback Form.
• Email: Download the form and email to your local CPS Area (addresses on the CPS Areas page).
• Post: Send written feedback or the form to local CPS addresses.
• Telephone: Call local CPS offices (numbers on the website).

All feedback helps refine services for the public.

Handling and Outcomes

Complaints are handled confidentially and fairly. You’ll be informed if upheld (wholly/partly) or not. If justified, expect an apology, corrective action and prevention measures.

In rare cases of severe distress or loss due to maladministration, a consolatory payment may be offered.

Check out our related articles on the Crown Prosecution Service (CPS), Director of Public Prosecutions (DPP), HM Crown Prosecution Service Inspectorate (HMCPSI), Rule of Law, Open Justice, Victims’ Right to Review (VRR), Is the Law Black and White ?, Abuse of Process, What Does Lady Justice Symbolise ?, McKenzie Friend, Can a Judge Direct a Jury to Find a Defendant Not Guilty ?,Law Society, Law Commission, McKenzie Friend Right of Audience, Solicitors, Solicitors Regulation Authority, Barristers, Bar Council of England and Wales, Bar Standards Board, Contra Mundum, R v Sussex Justices, Police Impartiality and the highly questionable Sussex Family Justice Board.

The Ministry of Injustice is not the Ministry of Justice nor is it affiliated in any way with the justice system, legal profession, police or any other law enforcement agencies.

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The Serious Fraud Office (SFO) serves as a vital independent government department in the United Kingdom, tasked with investigating and prosecuting instances of serious fraud, bribery, and corruption. The SFO is overseen by the Attorney General.

As a dedicated watchdog, it protects public confidence in financial systems and maintains the UK’s position as a leading international financial centre. In today’s interconnected and rapidly evolving economic environment, the SFO addresses threats that span borders and pose significant risks to individuals and the wider economy.

The SFO 2024-2029 Strategy emphasises a bold, pragmatic approach alongside efficient resource management, despite ongoing budgetary challenges. This article outlines the SFO’s historical development, operational framework, leadership structure, key prosecutions, and recent initiatives, illustrating its critical role in upholding justice and economic stability.

The Serious Fraud Office (SFO) fights complex financial crime, delivers justice for victims and protects the UK’s reputation as a safe place to do business.

SFO is a non-ministerial department.

Serious Fraud Office – What We Do

HM Crown Prosecution Service Inspectorate (HMCPSI) holds a statutory duty to inspect the operations of the Serious Fraud Office (SFO).

Historical Development

The establishment of the Serious Fraud Office emerged from the financial turbulence of the 1980s, when major scandals prompted demands for improved corporate governance and criminal accountability. The Guinness share-trading fraud, involving the artificial inflation of share prices during a corporate takeover, highlighted the limitations of conventional police investigations in handling such complexities.

Consequently, the Criminal Justice Act 1987 created the SFO, operational from April 1988, as a specialised entity to identify, investigate, and prosecute the most severe forms of financial misconduct. This initiative drew from the 1986 Roskill Committee’s recommendations, which called for an integrated body combining investigative and legal expertise.

A distinguishing feature of the SFO is its unified model, allowing simultaneous investigation and prosecution under the oversight of the Attorney General, which balances accountability with operational autonomy.

Over more than three decades, the agency has adapted to new challenges, including the aftermath of the 2008 global financial crisis and the rise of international bribery networks.

Its jurisdiction extends to England, Wales, and Northern Ireland, excluding Scotland and the Crown Dependencies, in line with the UK’s devolved legal arrangements. Official records demonstrate how the SFO has transitioned from a primarily reactive role to one focused on proactive prevention.

Mandate, Powers, and Operations

The SFO focuses on offences that cause substantial harm to the public interest, such as economic disruption, damage to the UK’s international reputation, or cases requiring specialised expertise. The Director authorises investigations based on rigorous criteria set out in the Criminal Justice Act 1987, including powers for compulsory interviews (section 2) and the execution of search warrants.

Additional tools include asset recovery through confiscation orders and Deferred Prosecution Agreements (DPAs), which encourage corporate cooperation and remediation.

Beyond domestic efforts, the SFO engages in international collaboration, sharing intelligence on cross-border schemes. During the 2024-2025 fiscal year, it prioritised swift resolutions by closing protracted legacy cases to concentrate on high-potential investigations.

Recent developments, such as the joint SFO-Crown Prosecution Service guidance on corporate prosecutions released in August 2025, strengthen procedures by incorporating provisions like Section 51B of the Crime and Disorder Act 1998 for more precise judicial oversight in complex fraud matters. These measures reflect the SFO’s determination to counter an increasingly sophisticated array of economic crimes.

Landmark SFO Cases

The SFO’s record includes pivotal cases that have influenced corporate accountability standards. The 1980s Guinness Share Trading Fraud, involving the manipulation of share prices during a takeover bid, resulted in convictions for insider dealing and false accounting against key figures, including Guinness CEO Ernest Saunders, establishing foundational precedents on market manipulation under the Criminal Justice Act 1987.

In international defence dealings, the 2010 BAE Systems settlement with the SFO imposed a £30 million penalty for accounting irregularities related to a £28 million overpriced military radar system sold to Tanzania in 1999, including undisclosed commission payments; this paralleled a US $400 million fine for Saudi-related issues, marking an early milestone in coordinated global anti-corruption efforts.

Investigations into Barclays Bank, one of the UK’s leading multinational investment banks, have played a prominent role in two major SFO cases.

In the first, concerning the 2008 Qatari fundraising scandal during the global financial crisis, the SFO launched a 2017 prosecution alleging fraud by false representation. This centred on secret £322 million fees linked to a £4 billion emergency capital injection from Qatar.

The case concluded in 2020 with the acquittal of three senior executives, including former CEO John Varley was a significant blow to the SFO.

The second involved Barclays’ role in the Libor manipulation scandal, resulting in the 2016 convictions of three ex-traders—Jonathan Mathew (four years’ imprisonment), Jay Merchant (six-and-a-half years), and Alex Pabon (two-and-a-half years suspended)—for conspiracy to defraud, with total custodial terms surpassing 10 years.

Yet, the September 2025 Supreme Court judgment overturned related convictions of Tom Hayes and Carlo Palombo owing to erroneous jury guidance on dishonesty. In response, the SFO acknowledged that the Barclays outcomes might also be unsafe.

Organisational Structure and Leadership

Headquartered in London, the SFO employs approximately 500 staff, including barristers, solicitors, forensic accountants, and digital specialists, organised into divisions for operations, legal services, intelligence and policy.

Nick Ephgrave QPM, was appointed Director of the Serious Fraud Office (SFO) on the 25th September 2023 and brings extensive experience from senior positions at the Metropolitan Police Service and the Crown Prosecution Service. Nick Ephgrave has prioritised innovation, as highlighted in his February 2024 speech to the Royal United Services Institute, where he advocated for a more assertive institutional culture.

Claire Bassett is the interim Chair of the Serious Fraud Office (SFO) Board.

The SFO Declaration of Interests shows Financial and other interests declared by the Director, Non-Executive Directors and other board members, including details of any recusals.

Serious Fraud Office (SFO)
2-4 Cockspur Street
London
SW1Y 5BS
United Kingdom

Tel : 020 7362 8100 / Email : [email protected]

His Honour Judge Melbourne Inman KC (Retired) – The High Court Judge That Never Was ! Serious Fraud by the Judiciary ? Can you Email a Judge ?

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HM Crown Prosecution Service Inspectorate (HMCPSI) is an independent statutory body established by the Crown Prosecution Service Inspectorate Act 1999, becoming fully operational in April 2000.

HMCPSI holds a statutory duty to inspect the operations of the Crown Prosecution Service (CPS) which is responsible for over 500,000 prosecutions annually in England and Wales and the Serious Fraud Office (SFO), which handles complex fraud and corruption cases.

The purpose of inspection is to drive improvements and build public confidence in the prosecution process. Our inspections do this by providing independently assessed evidence, which:

• Allows others to hold the CPS and Serious Fraud Office (SFO) to account
• Informs debate about how they perform

While we may make recommendations in our reports, we are not a regulator, and do not have any power to enforce compliance.

HMCPSI has a statutory duty to inspect the operation of the Crown Prosecution Service (CPS) and the Serious Fraud Office (SFO).

Historical Background

HMCPSI’s origins trace back to the late 1990s amid concerns over the CPS’s performance following its creation in 1986.

The pivotal Glidewell Review of 1998 commissioned by the government, exposed inefficiencies and recommended an independent inspectorate to monitor prosecutorial standards.

This led to the Crown Prosecution Service Inspectorate Act 2000, which formalised HMCPSI as a statutory entity in 2000.

Role and Responsibilities

At its core, HMCPSI’s mandate is to inspect the CPS and SFO delivering independent assessments that drive systemic enhancements.

Inspections evaluate case handling, decision-making, and resource allocation, culminating in reports that highlight strengths, weaknesses and actionable recommendations.

While it cannot enforce changes, HMCPSI’s findings empower stakeholders, including Parliament and the Attorney General, to hold agencies accountable. Additionally, it extends expertise to other UK and international prosecution services through collaborative arrangements promoting best practices globally.

Transparency is paramount: methodologies are openly documented, ensuring credibility and fostering trust in the justice process.

We are part of the solution to improving the Criminal Justice System through high quality inspection.

• We hold the CPS and SFO to account for what they deliver (we make recommendations that drive improvement)
• Victims will be at the heart of inspection (where we can, we will use victim experience in our inspection)
• Using our 25 years of experience we will help public prosecutors improve (their legal casework)
• Inspection will identify and spread best practice

HM Crown Prosecution Service Inspectorate (HMCPSI) Vison Statement

Organisational Structure and Leadership

HMCPSI operates as a lean, specialised organisation, comprising around 40 staff members divided into inspection, policy, and support teams. The inspection division, led by two Deputy Chief Inspectors, conducts fieldwork and compiles evidence-based reports.

At the helm is the Chief Inspector, appointed by the Attorney General for a fixed term. In January 2025, Anthony Rogers, a seasoned prosecutor with extensive CPS experience, assumed this role, bringing fresh perspectives on efficiency and victim support.

Reporting directly to the Attorney General, the leadership ensures strategic direction aligns with evolving justice priorities.

The operational relationship between the Attorney General and the Chief Inspector is set out in a protocol agreed between the Law Officers (the Attorney General and Solicitor General) and the Chief Inspector.

Recent Activities and Impact

HMCPSI’s 2024-2025 annual report underscores ongoing strains on the criminal justice system, including backlogs exacerbated by post-pandemic recovery.

Key outputs include a follow-up inspection on joint CPS-police operations, where progress was noted on two of four recommendations, and an area review of CPS Yorkshire and Humberside, the third in a phased programme, revealing improvements in case progression but gaps in victim communication. These efforts have spurred tangible reforms, such as enhanced training, affirming HMCPSI’s influence despite resource constraints.

The HMCPSI publish the latest press releases and good practice on their website.

You can contact HMCPSI :-

HMCPSI
7th Floor, Tower
102 Petty France
London SW1H 9GL

Tel : 020 4574 3218 / Email : [email protected]

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