Fighting financial crime Standard Chartered
Financial crime risk management is the practice of actively attempting to identify and prevent financial crime. It is done by identifying suspicious activity and vulnerabilities that an organization possesses in order to mitigate the impact of financial crime. The risk modeling phase involves a comprehensive audit of potential sources of risk based on compliance regulation and legislation, both national and international, as well as international best practice standards. Four categories—customer, country, product/transaction and sector—are typically those around which a risk assessment can be modeled. This model framework can be expanded to include other risk areas such as transaction risk and process risks. Some risk scoring models limit their framework to the “triad” of customer, product/service and geography.
Ratings usually include low, medium and high but could also have risk level nuances (low/medium, medium/high). The frequency that an SRA needs to be completed and its level of comprehensiveness depends on the risk profile of the institution, and how that risk profile is changing overtime, as well as considering internal resource availability. As PSPs rethink their approach to managing financial crime, they can apply three core design principles.
Because of this, organizations need to meet stringent anti-money laundering (AML) compliance requirements — otherwise, they might face heavy penalties. For organizations in every industry across the globe, an effective FCRM strategy has never been more important. Almost all organizations are doing business online, increasing attack surfaces and making businesses easy targets for cyber threats and cybercrime. Criminals are adopting more stealthy and sophisticated approaches to access critical financial data and cover their tracks.
A global, standardized solution, to assess your institution’s money laundering risk. The use of innovative and existing technologies and data will enable PSPs to roll out continuous and targeted monitoring solutions, the design of which is informed by tailored data analysis rather than expert judgment only. PSPs should aim to design intelligent automated processes, applying machine learning and analytical approaches where they make the most sense. These tools can dramatically improve effectiveness, reducing false-positive rates and reliance on labor-intensive processes.
Beyond those listed below, any indirect risks which emerge through association or other issues which are of reputational concern and which undermine the integrity of the customer should be identified. It is useful to consult other red flag check lists included in FATF reports, the Good Practice Guidelines on Conducting Third Party Due Diligence (published by the World Economic Forum in 2013), or other sources like Australia’s FIU, which has published some 70 red flag indicators. The risk https://www.xcritical.in/ model should also take into account regional risks inside a particular country, such as the cross-border areas between nations, or designated areas of high intensity financial crime or drug trafficking, such as the U.S. The risk model may take into account whether a country is a member of the Financial Action Task Force (FATF) or of an FATF- style regional body, and has implemented practices in line with international standards set out by the FATF and other international organizations.
These can be reused to assess or mitigate risks or use cases and are differentiated based on their risk profile. Documents required for certain processes (such as ownership structures or income and bank statements for underwriting) can also be used to address financial-crime risks by providing a clear view of ownership structures and sources of funds. Enabling a holistic view of controls and creating transparency for customers on the requirements and their purpose are paramount to ensuring a smooth customer experience.
While responsibility for most financial crime risks is assigned to the compliance function, coverage for other non-financial crime risks varies substantially. (See Exhibit 2.) Financial crime and conduct risk are almost always covered by compliance, while more often than not other non-financial risks (such as cybersecurity and business continuity risk) are assigned elsewhere. A tailored risk assessment of the specific risks emerging from the business model is needed to drive a well-articulated risk appetite.
As more incidents of fraud and money laundering surface, the United States and other jurisdictions will likely strengthen compliance expectations for payment providers. Within the European Union, proposed enhancements to PSD2 are expected to have a stronger focus on fraud, financial crime, and customer security. Technical requirements on customer identity and authentication are to be strengthened and payer protection through refined chargeback procedures are expected to be included. Conducting a comprehensive risk assessment is a key aspect of an effective compliance program. FTI Consulting works with traditional and non-traditional financial institutions to
develop risk assessments that shape strong Anti-Financial Crime Compliance Programs capable of withstanding regulatory scrutiny. Banks that are currently under regulatory scrutiny rate themselves considerably lower on such factors as culture, data, internal standards, and training than their peers.
Product demos of our AML risk assessment tool are open to financial institutions worldwide. To request a demo, please fill out form below and an ACAMS Risk Assessment representative will contact you. Regulators will hold your organization responsible for any financial crimes that happen What Is AML Risk Assessment on your watch, even those that come from outside forces. Adopting an FCRM solution makes it easier to identify, respond to and prevent those threats, while ensuring that your organization remains compliant — even with a growing and increasingly complex array of regulations.
So, comparing the FCRA of a fintech with the FCRA of an insurance company obviously does not make sense. Comparing a small corporate bank with a large retail bank does not make sense either. If you would compare entities that are in the same business and offer similar products etc., a comparison and an assessment which entity has the better FCRA might be possible. So, let’s take 10 entities that are very similar and let’s review all of their FCRAs – probably the one that is the best could be seen as best practice…. The FFIEC, recently issued an update to those risk assessments and further transparency into the BSA/AML examination process, so banks really need to make sure they get this right (See Notes 1).
- To view the statement on HSBC’s whistleblowing arrangements see the Environmental, Social and Governance (ESG) update published on the ESG and responsible business page.
- An effective sanctions risk assessment (SRA) measures the inherent sanctions risks a financial institution is exposed to and the effectiveness of its risk controls.
- According to the Wolfsberg Group, a three-phased approach (see Graph 1), which it terms as the “conventional/standard methodology,” can be adopted in order to undertake a risk assessment.
- Conflicts of interest can be found in all aspects of our operations including, inter alia, our business practices and products, organisational structure, transactions with significant shareholders and client transactions.
- With the recent FFIEC manual update for examiners, banks really need to make sure they have a robust risk assessment methodology and process to ensure a clear understanding of money laundering, terrorist financing, sanctions, and other illicit financial activity risks.
Overall, financial crime risk management comes from the concerted effort of all parties to assist in preventing and mitigating financial crime. For example, certain countries or jurisdictions have high levels of corruption or unstable governments. Some are known as bank secrecy and ML havens or suffer from high levels of drug production and shipping, and cartel activities. Information sources to help identify reputational risk include Transparency International’s Corruption Perceptions Index and the U.S.
When designing and maintaining risk assessment processes, banks should retain flexibility for their anti-financial crime programs. This will be crucial as the financial institution becomes more complex operationally. WHAT’S NEEDED
Financial institutions must show that controls have been implemented to mitigate the product, service, customer, and geographic risks inherent to their operations. Teams tasked with conducting independent testing will therefore also need to rely on the risk assessment as a baseline for scoping and planning their work. The control mechanisms for countering financial crime will likely have implications for the business model, customers, and the internal operations of PSPs. Policy decisions will balance the dual purpose of higher speed and lower risk—to calibrate, for example, the level and timing of due diligence conducted on new merchants on an e-commerce platform.
This framework should include identifiable risk metrics, thus providing the most effective levels of compliance and ability to detect, report and prevent corruption, money laundering (ML), fraud, sanctions violations, terrorist financing (TF) and tax evasion. Since multinational and universal banks tend to be active in primary and secondary markets, their corresponding larger trading activities also account for a higher share of compliance staff dedicated to conduct. Banks that are under no particular regulatory surveillance allocate considerably less staff to conduct and customer protection. A robust risk assessment helps financial institutions to promptly and accurately identify money laundering risks and vulnerabilities, and apply appropriate controls to mitigate those risks, or identify unacceptable risks to avoid.
