Financial Crime Compliance and Risk Management Training Course

Participants can design governance structures, policies and reporting routes for financial crime oversight.

• Board oversight, senior manager accountability, and committee reporting structures
• Policy hierarchy: standards, procedures, playbooks, and control owner responsibilities
• Set delegated authorities for onboarding, exceptions, exits, and disclosures
• Issue management workflow from identification through closure validation
• Document policy exceptions with compensating controls and approval evidence
• Management information indicators for exposure, alerts, backlogs, and remediation

Participants can produce a documented financial crime risk assessment with prioritised treatments.

• Inherent risk scoring using impact, likelihood, velocity, and control dependence
• Risk taxonomy covering customer, product, channel, jurisdiction, and third-party threats
• Assess control design effectiveness against defined financial crime scenarios
• Calculate residual risk using evidence, control performance, and uncertainty
• Build heat maps without masking high-impact low-frequency threats
• Translate risk assessment findings into funded treatment actions

Participants can apply proportionate customer due diligence and maintain defensible customer files.

• Customer identification requirements for individuals, entities, trusts, and partnerships
• Verify beneficial ownership using registries, documents, and corroborating sources
• Purpose and intended nature statements tested against expected activity
• Enhanced due diligence triggers for higher-risk customers and relationships
• Source of wealth and source of funds evidence assessment
• Periodic review cycles driven by risk rating and trigger events

Participants can build and challenge a customer risk-rating methodology using explainable factors.

• Risk factor weighting for geography, occupation, ownership, products, and behaviour
• Scorecards distinguish inherent customer risk from control-adjusted residual risk
• Calibrate rating bands using portfolio data and expert judgement
• Override governance for exceptional ratings and documented approval decisions
• Test model outcomes for missing data, bias, and false assurance
• Review-trigger rules following ownership, activity, sanctions, or adverse-media changes

Participants can assess monitoring alerts, prioritise cases and document triage decisions.

• Monitoring scenarios for structuring, rapid movement, mule activity, and layering
• Alert thresholds calibrated against customer profiles and expected activity
• Triage queue design using risk, urgency, materiality, and ageing
• Investigate transactional anomalies through chronology, counterparties, and narrative analysis
• False-positive analysis identifies scenario weaknesses and data-quality defects
• Case closure rationale links evidence, risk indicators, and decisions

Participants can assess sanctions exposure and operate screening, escalation and disposition controls.

• Sanctions regimes: United Nations, OFAC, European Union, and United Kingdom
• Screen customers, beneficial owners, payments, vessels, and trade counterparties
• Name-matching logic, fuzzy matching, transliteration, and alias management
• Differentiate true matches, false positives, and potential sanctions breaches
• Escalate asset freezes, rejected transactions, and licensing questions
• Screening-list updates, audit trails, and system-change control evidence

Participants can assess PEP and adverse-media exposure using evidence-based enhanced due diligence.

• PEP definitions, family members, close associates, and domestic exposure
• Risk indicators for public procurement, state-owned entities, and extractive industries
• Adverse-media searches using source reliability, relevance, recency, and corroboration
• Distinguish allegations, investigations, convictions, and unsupported online content
• Senior management approval for higher-risk PEP relationships
• Document monitoring intensity, review frequency, and exit decision rationale

Participants can identify fraud schemes and design preventive, detective and responsive controls.

• Fraud Triangle analysis of pressure, opportunity, and rationalisation
• Map occupational fraud schemes using the ACFE fraud tree
• Procurement fraud indicators: bid rigging, conflicts, split purchases, kickbacks
• Payment fraud controls: segregation, callback verification, and beneficiary validation
• Data analytics tests for duplicate vendors, unusual journals, and round amounts
• Fraud response plans preserve evidence, contain loss, and assign ownership

Participants can assess corruption exposure and establish proportionate third-party controls.

• ISO 37001 anti-bribery management system control requirements
• Corruption risk assessment for licences, gifts, donations, and sponsorships
• Third-party due diligence for agents, distributors, consultants, and intermediaries
• Red flags: excessive commissions, opaque ownership, and unusual payment routes
• Contractual controls covering audit rights, compliance clauses, and termination
• Monitor third-party activity through invoices, deliverables, and periodic certification

Participants can identify cyber-enabled financial crime patterns and coordinate control responses.

• Business email compromise indicators and payment diversion response procedures
• Account takeover patterns, credential misuse, and anomalous device activity
• Mule-account detection through network links, velocity, and shared identifiers
• Cryptocurrency exposure: wallet screening, blockchain tracing, and travel rule considerations
• Coordinate fraud, cybersecurity, operations, and compliance incident responsibilities
• Preserve digital evidence using chain-of-custody and access-control records

Participants can plan and conduct structured financial crime investigations with reliable documentation.

• Investigation scoping defines allegation, subjects, timeframe, and key questions
• Evidence plans identify records, custodians, sources, and preservation requirements
• Chronologies organise transactions, communications, events, and decision points
• Interview planning uses PEACE principles and corroboration objectives
• Analyse relationships through entity charts, funds flows, and ownership links
• Investigation reports separate facts, inferences, findings, and recommendations

Participants can make and document appropriate internal and external suspicious activity reporting decisions.

• Reasonable grounds for suspicion distinguished from proof of criminality
• Internal escalation reports capture facts, indicators, analysis, and urgency
• Suspicious activity report narratives explain who, what, when, where, and why
• Tipping-off restrictions and confidentiality controls during active reviews
• Consent, defence, and transaction-hold decisions under applicable procedures
• Maintain filing records, supporting evidence, and post-report monitoring plans

Participants can identify financial crime data weaknesses and define effective system control requirements.

• Critical data elements for onboarding, screening, monitoring, and investigations
• Data lineage traces fields from source systems to compliance decisions
• Reconciliation controls identify missing customers, transactions, and screening populations
• Scenario tuning governance documents assumptions, approvals, and performance evidence
• Model validation tests coverage, outcomes, stability, and conceptual soundness
• Change management protects screening and monitoring configuration integrity

Participants can test financial crime controls and report findings with practical remediation actions.

• Control objectives translated into test steps and observable evidence
• Walkthroughs trace a control from trigger through documented completion
• Sample selection considers risk, population completeness, and exception history
• Test operating effectiveness through reperformance, inspection, and inquiry
• Rate findings by root cause, impact, likelihood, and recurrence
• Remediation plans specify owners, milestones, validation, and closure criteria

Participants can prepare evidence, responses and action plans for assurance reviews and examinations.

• Regulatory request logs assign owners, deadlines, evidence, and quality review
• Evidence packs connect policies, procedures, systems, cases, and governance minutes
• Prepare clear responses without unsupported assurances or legal conclusions
• Root-cause analysis uses five whys and causal factor mapping
• Track matters requiring attention through accountable remediation governance
• Challenge closure evidence before representing issues as fully resolved

Participants can design management information that supports informed financial crime decisions.

• Key risk indicators measure exposure, control strain, and emerging threats
• Key performance indicators measure throughput, quality, timeliness, and productivity
• Backlog ageing analysis identifies operational risk and resource shortfalls
• Quality assurance results reveal recurring decision and documentation defects
• Dashboard design distinguishes strategic indicators from operational management data
• Board reports explain trends, exceptions, decisions required, and risk acceptance

Participants can convert programme weaknesses into controlled remediation and sustainable change plans.

• Prioritise remediation using risk severity, regulatory urgency, and dependency mapping
• Target operating model defines processes, roles, systems, and governance
• RACI matrices clarify accountability for programme implementation activities
• Training needs analysis links roles to control responsibilities and competence
• Implementation roadmaps sequence quick fixes, system changes, and assurance reviews
• Benefits tracking measures risk reduction, quality improvement, and closure sustainability

Participants can adapt financial crime controls to sector-specific and cross-border operating risks.

• Retail banking risks: cash activity, mule accounts, and identity fraud
• Corporate banking risks: trade finance, shell entities, and correspondent relationships
• Public-sector risks: procurement corruption, grants, and beneficial ownership opacity
• Payment-firm risks: rapid onboarding, cross-border transfers, and merchant fraud
• Multinational risks: local intermediaries, facilitation payments, and decentralised controls
• Cross-border investigations manage data privacy, legal privilege, and information sharing

Participants can build, review and present a complete financial crime compliance and risk management plan.

• Define organisational profile, regulatory obligations, and priority threat scenarios
• Build inherent and residual risk assessments with documented scoring rationale
• Design customer due diligence, monitoring, screening, and investigation controls
• Set governance, reporting, assurance, training, and escalation arrangements
• Create remediation roadmap with owners, milestones, dependencies, and success measures
• Present risk decisions, control rationale, and resource requirements to senior management