The main goal of this new Law is to improve the effectiveness of money laundering prevention activities and crime prevention in general. This also focuses on strengthening international cooperation to keep Vietnam's financial system safe and secure for everyone. By enhancing these measures, the new Law aims to create a more transparent and trustworthy financial environment in Vietnam.
The changes that are brought by the new AML Law are important for all reporting entities to upgrade their procedures / processes and implement to help meet the compliance requirements set by the State Bank of Vietnam (SBV). Here are key highlights that reporting entities should start paying attention to:
Here are some practical solutions to firms to consider in implementing the new AML Law:
Strong oversight from the top management, a clear duty segregation and collaboration mechanism should be established across 3 LOD.
An enterprise risk assessment guideline on ML, TF and sanction needs to be in place, executed periodically and upon material changes in the firm’s business environment. This helps the firm fully be aware of threats and vulnerabilities and have proper actions to manage and mitigate.
Staff should be fully aware of requirements in the new AML Law and implications to the firm from the business, risk and compliance perspective, periodically trained and updated on the risk landscape, and the firm’s actions in managing and mitigating the ML, TF and Sanction risks.
This will provide the senior management with timely and actionable information, allowing them to perform effective oversight, as well as assist in promoting a robust AML/CFT culture across the organization and ensure the AML/CFT framework is not "set and forget" processes.
Conformity to the data requirements structure(s) will ensure a solid foundation for scenario functionality, user interface display and overall application functionality.
Data accuracy and completeness is crucial to ensure there is an effective AML technology system.
This should also include the interaction with upstream and downstream applications such as core banking platforms, case management systems as well as management information systems.
Sufficient resources with required skills and experience to conduct effective assessments and refinements of the system are also very essential for the successful implementation of the AML technology system.
The firm should ensure staff involved in handling suspicious transaction alerts generated by the transaction monitoring system are adequately skilled and experienced to identify and assess criminal activity, and make appropriate decisions for escalation or reporting.
A list of minimum standards when investigating an alert should be established. This will help to maintain the quality and accuracy of the investigations. Using a well designed, calibrated and risk based transaction monitoring (TM) system will permit the investigators to focus on the specific TM scenarios that triggered the risk alerts.
Good governance and strong oversight of any outsourced function is established. This is to ensure the outsourced service provider (OSP) performs the services to the standards required by the firm’s internal regulations and in compliance with the local regulations on the AML/CFT and proliferation of weapons of mass destruction. Implementing the outsourcing programme in this space effectively can free up and enable the highly skilled and experienced financial crime risk and compliance resources of the firm to focus on higher risk transactions and activities.
An effective QA programme should be risk focused, varying the frequency and intensity of monitoring to the level of risk identified.
In terms of the governance and operating model for the QA programme, this should be sufficiently independent, having appropriate reporting lines to escalate the issues / weaknesses identified across the enterprise wide AML/CFT framework to the senior management.
A matured QA loop would also promote the desired AML/CFT mind-set and ethical standards amongst the firm’s employees.