Customer Onboarding Know Your Customer (KYC) & Anti-Money Laundering (AML) European Tier 2 Bank
A European Tier 2 Bank needed to explore opportunities for improvements to Client Onboarding and associated Due Diligence.
A European Tier 2 Bank needed to explore opportunities for improvements to Client Onboarding and associated Due Diligence.

A critical component of the client Business strategy was to diversify their business, streamline and optimise their technology environment and adopt a fit for purpose Change control process.

The teams responsible for security were fragmented and working at cross purposes. The wider business wanted an aligned group function that listened to and provided the security solutions required by the business.

Risk and Compliance functions are constantly under pressure to reduce baseline operating costs without compromising their performance. However, this is inversely proportional to the ever-expanding remit and size of these functions, presenting CROs with a major challenge.
To support a Tier 1 global investment bank in the review of effectiveness and compliance of the OFAC filters applied to the post-event transaction monitoring process.
Provide interim Head of Customer Account Operations. Anti-Money Laundering (AML) and Sanctions support to establish an operating model to cover risk and issues, change, efficiency, AML attestation and governance.
To support a Tier 1 global investment bank in the execution of a quality assurance review of the implementation of new global policies for Sanctions & AML

Instilling the right culture is absolutely critical for many reasons. Whilst operational resilience might not have been the first reason for having a good culture, it is as relevant to operational resilience as it is elsewhere, and it all hinges on accountability.

Challenges in Financial Crime are felt across the whole industry as statistics show that it costs the world economy $2.1 trillion - add to that Cyber Security breaches and the costs increase significantly.

In this blog, we set out further views on why these pillars provide a holistic approach to implementing and embedding SMCR, how they work together to drive the behavioural and cultural change required, and how they create enduring improvements in both accountability and personal conduct.