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| Section | Weight | Objectives |
|---|
| Global Anti-Financial Crime Frameworks, Governance and Regulations | 24% | - Governance, accountability and ethics
- 1. Ethical obligations and professional standards
- 2. Roles of board, senior management and compliance function
- International standards and bodies
- 1. FATF 40 Recommendations
- 2. Basel Committee, Wolfsberg Group, UN conventions
- Regional and national regulations
- 1. EU AML Directives
- 2. USA PATRIOT Act and extraterritorial laws
|
| Understanding Risks and Methods of Financial Crime | 26% | - Sanctions regimes and compliance risks
- 1. UN, EU, OFAC frameworks
- 2. Risk identification and mitigation
- Money laundering stages and techniques
- 1. Placement, layering, integration
- 2. Methods across financial sectors and businesses
- Financial crime risks and consequences
- 1. Institutional, individual, economic and social impacts
- Terrorism financing and proliferation financing
- 1. Sources and mechanisms
- 2. Distinctions from money laundering
|
| Building and Managing Anti-Financial Crime Compliance Programs | 28% | - Training, awareness and internal communication - Monitoring, reporting and record keeping
- 1. Suspicious activity reporting (SAR/STR)
- 2. Transaction monitoring and alert management
- 3. Legal record retention requirements
- Audit, testing and continuous improvement - Customer due diligence and know-your-customer
- 1. politically exposed persons and high-risk clients
- 2. CDD, EDD, beneficial ownership identification
- Program framework and policies
- 1. Policies, procedures and controls design
- 2. Risk assessment and risk-based approach
|
| Tools, Technologies and Investigations | 22% | - Investigation processes and evidence handling
- 1. Cooperation with authorities and information sharing
- 2. Case management and escalation
- Remediation and response
- 1. Corrective actions and regulatory engagement
- Technology and systems
- 1. Monitoring systems, screening tools, data analytics
- 2. Cryptoasset and virtual asset compliance
|
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ACAMS Certified Anti-Money Laundering Specialist (CAMS7 the 7th edition) Sample Questions (Q52-Q57):
NEW QUESTION # 52
What is the relationship between the EU Anti-money Laundering Directives (AMLD) and local anti-money laundering (AML) regulations in European Union (EU) member states, in terms of their relevance for, applicability to, and impact on EU banks? (Select Two.)
- A. Local AML regulations may impose additional or more stringent requirements than the EU AMLD.
- B. The EU AMLD provide a framework that member countries must implement through local AML regulations.
- C. Local AML laws and regulations override the requirements of the EU AMLD.
- D. The EU AMLD and local AML regulations are separate and unrelated legal frameworks.
- E. The EU AMLD and local AML regulations must have identical requirements.
- F. The EU AMLD take precedence over local AML regulations.
Answer: A,B
NEW QUESTION # 53
A high volume of incoming wire transfers generates an alert about a client. The funds are immediately debited by cash withdrawals and outgoing wire transfers. Which information should be reviewed first to investigate this alert/case?
- A. Open source information
- B. Customer profile
- C. Adverse media search
- D. Account activity
Answer: B
NEW QUESTION # 54
A financial institution has received complaints about friction in the onboarding process when additional information is requested. Which potential solutions could help ensure a better customer onboarding experience with reduced friction? (Select Two.)
- A. Implement internal or external tools that streamline onboarding processes
- B. Implement new processes only once every three years to ensure consistency
- C. Ensure that only team leads or managers have decision-making power
- D. Ensure consistent training of all employees on new processes, policies, and tools
Answer: A,D
Explanation:
Customer onboarding is a critical AML/CFT process that must balance regulatory compliance with customer experience. Excessive friction can lead to customer dissatisfaction and abandonment.
Implementing internal or external tools--such as digital onboarding platforms, document collection tools, and workflow automation--can significantly streamline information gathering and reduce delays while maintaining compliance standards.
Additionally, consistent training of all employees involved in onboarding ensures that information requests are clear, consistent, and proportionate. Well-trained staff reduce rework, confusion, and unnecessary follow-ups, improving customer trust and efficiency.
Restricting decision-making to managers can slow processes, and delaying updates to processes reduces adaptability to evolving risks and regulatory expectations.
NEW QUESTION # 55
When applying new technologies to AML, application programming interfaces (APIs) allow for:
- A. Digital identification on mobile devices
- B. Different applications to connect and communicate
- C. Quick CDD and client traits analysis during onboarding
- D. Authentication via artificial intelligence (AI) and biometrics
Answer: B
Explanation:
Application Programming Interfaces (APIs)are tools that enableinterconnectivity and data exchangebetween different software applications. In AML contexts, APIs are commonly used tointegrate third-party systems, such as screening tools, customer databases, and transaction monitoring platforms, ensuring real-time and accurate flow of information.
This technological capability supports enhancedautomation, agility, and efficiencyin AML processes.
NEW QUESTION # 56
When implementing a customer screening system to detect possible sanctions evasion at a financial institution (FI), which of the following requirements should be considered to ensure effective list management? (Select Two.)
- A. All lists should be used for screening in all jurisdictions
- B. Only specific individuals should be allowed to modify the lists
- C. Lists can be created internally or purchased from a vendor
- D. Only regulatory lists should be used, including those of the Office of Foreign Assets Control (OFAC) and the EU
Answer: B,C
Explanation:
Effective sanctions screening depends heavily on strong list management governance, as emphasized in sanctions compliance guidance from regulators such as OFAC and FATF.
First, restricting list modification to authorized individuals is critical. This ensures proper governance, auditability, and control over updates, reducing the risk of errors, unauthorized changes, or manipulation of screening outcomes.
Second, sanctions and watchlists may be sourced internally or from reputable third-party vendors.
Many financial institutions supplement regulatory lists with internal watchlists, law enforcement requests, or commercially curated databases to enhance detection capabilities. This flexibility supports a risk-based approach.
Using only regulatory lists may be insufficient for identifying broader sanctions evasion risks, while applying all lists in all jurisdictions may lead to legal conflicts and over-screening.
Institutions must tailor list usage based on jurisdictional applicability and legal requirements.
Together, controlled access and flexible list sourcing form the foundation of effective sanctions list management.
NEW QUESTION # 57
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