The future of AML in property is connected data, not more paperwork

The Government's new Anti Money Laundering and Asset Recovery Strategy points towards a more connected use of data across the regulated sector. For estate agents, letting agents and conveyancers, the practical opportunity is to reduce repeated work and make better decisions with a clearer view of the people, property and money involved.

Published in September 2026, the strategy sets out the Government's approach through to 2029. It is backed by at least £550 million of investment and organised around three pillars: Target, Integrate and Empower. The aim is to focus effort on the greatest harm, improve the use of intelligence and give the system better technology, skills and powers.

Publication of the strategy has not changed the law overnight. Current requirements continue to apply, and different parts of the property sector remain subject to different rules and supervisors. The strategy is useful because it shows where the wider system is heading.

Why the whole property sector should care

Sales, lettings and conveyancing are different services, but they often work with overlapping information. Identity, ownership, companies, beneficial owners and the origin of funds can all matter at different points. That information is frequently requested more than once and held in separate systems, so each business sees only part of the transaction.

The duties are not identical and information cannot simply be passed between businesses without an appropriate legal basis. Even so, better structured data can reduce avoidable repetition within each business, make inconsistencies easier to identify and produce a clearer record for any information that can properly be shared with another authorised party.

The same property can create different questions

An estate agent may need to understand the buyer and seller, confirm ownership and consider whether the source of funds fits the customer and the purchase. A letting agent may be dealing with a landlord, tenant or company structure and may need to establish who ultimately owns or controls it. A conveyancer must assess the client and matter, understand the ownership structure and examine the source of funds, with further source of wealth enquiries where the risk requires them.

Those checks take place under different professional responsibilities, but the underlying problem is familiar across the sector. When the evidence is scattered across documents, emails and separate platforms, people spend time assembling the picture before they can assess it.

The strategy favours useful signals over more checks

The Target pillar says the Government wants to focus time and effort on the criminals and activities causing the most harm while cutting back low value box ticking. The strategy also says HMRC will promote and monitor a risk based approach so supervised businesses do not adopt disproportionate, blanket or excessive checks.

This does not remove any current duty. It supports a more proportionate process in which the checks respond to the customer, the service and the transaction. Technology can help by bringing relevant evidence together, highlighting inconsistencies and preserving the reasons behind a decision.

Connected information will matter more

The strategy describes future supervision as more consistent, intelligence led and focused on outcomes. It calls for better information sharing between supervisors, law enforcement and regulated businesses, together with more useful sector specific risk information.

For property technology, the lesson is practical. A digital system should do more than store completed checks. It should reduce repeated entry, organise the evidence around the property transaction and help an authorised user understand what needs attention. Any sharing still needs to respect data protection, confidentiality and the legal responsibilities of each business.

Automation should support professional judgement

The Government recognises a role for technology in this work. HMRC is expected to promote good practice in the use of technology based and AI compliance tools. The strategy also refers to Government guidance published in February 2026 on the use of digital identity under the Money Laundering Regulations.

Automation is most useful when it removes administration and makes exceptions visible. It does not decide whether a transaction is acceptable. The regulated business still needs to understand the result, decide whether further enquiries are required and take responsibility for the outcome.

What may change next

The strategy contains several proposals that matter to the property sector, but none of them took effect simply because the strategy was published.

For letting agents, the Government plans to consult during the 2026 to 2027 financial year on possible changes to the current scope of the Money Laundering Regulations. Broadly, letting agency work falls within those regulations where the agreement is for at least one month and the rent is £10,000 or more per month for at least part of the term. Separate financial sanctions reporting obligations for letting agents apply irrespective of rental value. The strategy also proposes consultation on illicit finance risks in property development.

For legal professionals, including those carrying out conveyancing, the Government has announced that the FCA will become the AML supervisor for legal services. The strategy says implementation will take several years and firms will move across in phases. Existing supervisors will continue during the transition.

HM Treasury also intends to consult on stronger supervisory enforcement powers, including expanded powers for unannounced visits and greater director accountability. These remain consultation proposals. They are not additional powers already in force.

What property businesses can review now

Businesses do not need to redesign their processes around proposals that have not been agreed. They can review whether their current technology gives people a clear and usable view of the work they are already required to do.

• Can the team see the relevant customer, property, ownership, company and funds information together?
• Does the system reduce repeated work and draw attention to inconsistencies?
• Can a reviewer understand the evidence considered, the risk identified and the reason for the decision?
• Can further enquiries be added without losing the history of the case?
• Is someone monitoring changes relevant to the business, including the forthcoming consultations and supervisory reforms?

Where Blinc fits

Blinc has been built around the property transaction rather than a collection of isolated checks. We bring relevant client, property, ownership, company and funds information into one place, giving property professionals a clearer record to review.

The platform supports the process without replacing professional judgement. It helps teams spend less time gathering and organising information, while keeping the evidence and decisions connected to the transaction.

The strategy does not require an overnight change. It does support a direction that makes sense across sales, lettings and conveyancing: less duplicated administration, better organised information and more attention on genuine risk.

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Important: This article provides general information and is not legal advice. Firms should refer to current legislation, guidance from their relevant supervisor and their own policies, controls and procedures.