Impersonation

Deepfake video call fraud: what the Arup case teaches

The best-documented AI fraud so far involved no hacked system at all. An employee was persuaded by familiar faces and voices that were not real.

Last reviewed against NCSC (UK), Anthropic and UK Government (DSIT and Home Office). Sources

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What happened

The Arup fraud in outline

Building reported on 17 May 2024 that Arup had been named as the victim of a deepfake scam [8]. An employee in Hong Kong was tricked into transferring HK$200m, about £20m, after a video call that used synthetic voices and images to impersonate senior officers who asked for transfers to designated bank accounts [8].

Arup said it told police in January, and described its financial stability and day-to-day business as untouched. It added that its own systems had not been breached [8]. At the time of the report there were no arrests, and enquiries were still open [8].

Why it worked

The pressure points

The fraud used the ordinary structure of a business: a senior request, a call with several colleagues, a payment instruction.

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Trust in what is seen

Seeing and hearing familiar people is how staff normally confirm identity. Arup's global chief information officer said attacks such as invoice fraud, phishing and deepfakes had risen and the number and sophistication of them had been rising sharply [8].

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No system to break

Arup said its systems were not breached [8]. With no technical breach to detect, the control has to sit in the payment process.

Controls

What to put in place

  1. 1

    Name the payments and requests that need a second check, such as new payees, changed bank details and urgent transfers.
  2. 2

    Define the check: call back on a number already held, or use a separate approval system.
  3. 3

    Require two approvers for transfers above a limit you set.
  4. 4

    Tell staff that a request that bypasses these steps is a reason to stop.
  5. 5

    Test the process with an internal exercise and fix what fails.

Limits of this case

It is one reported fraud, and Arup declined to share details while the investigation ran [8]. Do not read a pattern into a single case. Read it as a demonstration of what is possible.

See also AI phishing and impersonation.

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Many of the risks here sit in how an organisation uses AI: what tools staff run, what they can reach and who owns the risk. AI governance work sets that out so controls match the tools in use.