Research On The Optimization Of Anti-money Laundering Management In Bank A

Today,the crime of money laundering has gradually become one of the largest criminal activities.The financial sector is a high incidence area for money laundering activities,the financial system is a common channel for money laundering flows,and financial institutions are at the forefront of anti-money laundering work.In recent years,the anti-money laundering situation at home and abroad has been changing,the regulatory requirements for anti-money laundering have become increasingly demanding,the pressure and challenges faced by financial institutions have become greater.For this reason,financial institutions can only improve the quality and efficiency of anti-money laundering management,maintain the financial order and economic security,and safeguard their sound operation by adjusting their past work thinking on anti-money laundering management,changing their existing organisational structure and management methods,and optimising and re-engineering their anti-money laundering management workflow.This paper firstly introduces the relevant concepts of money laundering and anti-money laundering,briefly describes the contents and methods of risk management theory,process reengineering theory,ECRS analysis and organisational power change theory,and on this basis,the current situation of anti-money laundering research at home and abroad is compared.Again,choose Bank A for research,the current situation of its anti-money laundering management is introduced in terms of its organisational structure,institutional system and management tools.Then,through case studies and questionnaire surveys,the paper analyses and summarises the problems in Bank A’s anti-money laundering management:difficulties in communicating the organisational structure and unclear division of responsibilities;lack of internal inspection,confidentiality management and incentive mechanisms;poor quality of customer identification,unreasonable conclusions of suspicious transaction reports and imprecise customer money laundering risk assessment models;insufficient staffing,talent training and investment in technology.Afterwards,the causes of Bank A’s anti-money laundering management problems were analysed:the organisational structure was not adjusted according to the theory of organisational change,anti-money laundering work was not integrated into strategic objectives,the internal control system lacked corresponding support mechanisms,insufficient investment in technology support and the lack of a professional analysis team.Finally,the theory was combined with practice to propose a plan for optimising the anti-money laundering management of Bank A:establishing an anti-money laundering business centre and optimising the horizontal management department;adding verification to the customer identification process,combining front-office transaction due diligence and back-office centralised screening for suspicious transaction reports,optimising the customer money laundering risk assessment model;and establishing and improving supporting measures such as talent training,internal inspection,confidentiality management and incentive mechanisms.The company will also establish and improve supporting measures such as talent training,internal checks,confidentiality management,incentive mechanisms and scientific and technological support.This paper improves the study of anti-money laundering management of commercial banks from a theoretical perspective and enriches the ways to achieve optimization of anti-money laundering management;in practice,it analyses the current situation of anti-money laundering management of Bank A,draws corresponding research conclusions and proposes countermeasures to further improve the level of anti-money laundering management of Bank A,which is of great significance to improve the effectiveness of anti-money laundering management of commercial banks.