South Africa’s financial crime compliance environment is entering a different phase. Following the country’s removal from FATF increased monitoring, the immediate focus on grey-list remediation

Double-Hatting in Financial Crime Compliance: Practical Reality or Governance Risk? In South Africa’s financial crime compliance environment, many accountable institutions are trying to answer a

The lines of defence model is familiar to most governance, risk and compliance professionals. In financial crime compliance, however, the model is often quoted more

Financial crime risk is often described as a compliance responsibility. In the South African context, that description is too narrow. The Financial Intelligence Centre Act

This article is adapted from FCRMC’s Q2 2026 newsletter and highlights key financial crime risk developments, regulatory themes and Board-level priorities across South Africa and

Why compliance still feels harder than it should and what’s actually driving it For most Designated Non-Financial Businesses and Professions (DNFBPs), anti-money laundering compliance does

Recently, our company has experienced a wave of CEO fraud emails. None of our team members were caught by them, but the experience was still

Does your operating model still function when pressure increases? Many anti-financial crime (AFC) operating models appear robust in steady conditions. Governance forums meet regularly. Risk

Dear Clients, Business Partners and Consultants, As we progress through the first quarter of 2026, we are pleased to share key developments within FCRMC and

How do you prevent leadership intent from degrading once execution begins? In the previous article, we examined how leadership intent weakens as it moves through

Why do good decisions at the top struggle to translate into consistent execution? In most organisations, leadership intent around anti-financial crime (AFC) is clear. Boards

Is strategy alone enough? Most organisations can clearly articulate their anti-financial crime strategy. They understand regulatory expectations, design and document operating models, and formally sign