A major Egyptian bank with UK operations had a requirement to identify possible AML and CTF gaps and suggested improvements.
Corporate, Wholesale and Investment Banking
Financial Crime Framework Review and Enhancement
A maturity assessment was conducted, and a remediation roadmap was produced to map the recommended activities that the bank should engage with. The roadmap was risk-based and shows a suggested priority for the actions. The maturity assessment process had been used as the basis for the development of a six-month resourcing plan. This identified the high-level actions that the bank will implement to further embed the management of risk across the bank and deepen its level of maturity, whilst specifically identifying improvements in systems, controls, policies, processes, and people. Lysis took a risk-based approach to the prioritisation of actions which included both regulatory compliance and significant operational risk weaknesses.
Lysis also provided a permanent executive resource with extensive regulatory experience to oversee the delivery of all the workstreams and regularly liaised with senior management of the bank to provide programme feedback. Specifically, Lysis assisted the client in the following areas:
- Capability and awareness
- Governance and oversight
- Risk appetite and tolerance ratios
- Analysis and reporting
- Assessment and controls
- Information management
- Organisational performance
A U.K. Branch of a major Asian bank needed an in-depth review and enhancement of their AML governance framework. Lysis conducted a success review and drafted all required policies & procedures, and established a KYC Target Operating model.
Our client wished to gain an ACPR Payment Institution license in France and asked for Lysis' assistance to prepare all the documents and for general support during the application process.
A major global FTSE-100 financial services firm had one month to shape, scope and plan a 60-project programme of work in response to a Section 166 Skilled Persons Report requested by the Financial Conduct Authority (FCA). The firm also had to deliver all 60 projects over a twelve-month period with sub-deliveries due each month.
