How this hub helps your teams
Turn compliance knowledge into action and reduce financial crime risk with training that's relevant to role.
- Compliance and Risk professionals:
Keep compliance programmes current and reliable with expert-led AML compliance training and financial crime courses. - Operational and Customer-facing staff:
Gain a clear understanding and build the confidence to identify and respond to financial crime risks with relevant training that uses real-world scenarios. - Managers, Human Resources (HR) and Learning & Development (L&D) teams:
Simplify the delivery of training with ready-to-use courses and automated tracking, making it easier to assign relevant training, monitor and demonstrate compliance.
It’s been a very positive experience for me. The videos make training easier to follow, it’s much quicker to learn, and it takes up less of my time. So well done on this new format — it gets a thumbs up from me!
Learner
NORD/LB
Conduct Rules for Senior Managers at Dual Regulated Firms
Reasonable steps is the phrase that decides enforcement outcomes, and it is judged after the event. Senior managers who can point to training, records and considered decisions sit in a very different position from those relying on recollection. This course puts the ten rules in front of the people held personally accountable for them.
Financial Sanctions Compliance E-Learning Course
Sanctions is a strict liability area in much of its application, and lists change without warning. A single missed match can trigger fines and criminal exposure alongside the reputational damage. Training staff who onboard clients, make payments or manage supplier relationships gives you a second line of defence behind screening software, which never catches everything on its own.
Embargoes and Sanctions
Sanctions regimes now change faster than most onboarding processes, and the exposure runs through suppliers and intermediaries as well as direct customers. Fines and criminal liability follow breaches regardless of intent. Training staff across payments, procurement and client onboarding gives your compliance programme a human check behind the screening tools, which is where most avoidable breaches get caught.
Information Barriers
Wall crossings, restricted lists and need-to-know handling only work if staff recognise which side of the barrier they are on. Failures here feed straight into market abuse and conflicts of interest exposure, both of which attract personal liability. Training staff across the private and public side gives your firm a consistent standard and supports the surveillance and record keeping already in place.
Embargoes and Sanctions Training Course
Operating internationally means facing overlapping sanctions regimes that do not always agree with one another. Complying with one can put a firm at odds with another, and staff need to know when to stop and ask rather than proceed. This course builds that instinct across the business, which matters more than any single control when a payment or shipment is already in motion.
Market Abuse Regulation Training Course
Market abuse enforcement is personal. Individuals are fined, banned and prosecuted, and firms are judged on whether they created an environment where abuse was possible. Because inside information circulates well beyond the trading floor, restricting this training to the front office leaves the most likely leak points untrained and your surveillance function working harder than it needs to.
Financial Crime Prevention E-Learning Course for Staff
Financial crime controls fail at the edges, where a transaction looks slightly unusual to someone who is not sure it is their business to ask. Giving all staff a working understanding of what these offences look like turns the whole workforce into a detection layer. It also underpins the corporate defences that depend on showing reasonable prevention procedures were genuinely in place.
MCOB - General Standards
Firms frequently underestimate how far MCOB reaches into marketing, administration and servicing rather than sitting only with advisers. That misreading is where breaches begin. Covering the full population that touches home finance activity gives your compliance programme consistent standards across the customer journey, and removes the gap between what your advisers are trained on and what everyone else assumes applies to them.
Ethical Standards in Insurance and Investment Compliance E-Learning
Reputation is the asset a financial firm cannot rebuild quickly, and it is usually damaged by an individual rather than a system. Standards here are enforced through the regulator, professional bodies and the employment contract at the same time. Making the expectations explicit protects your people as much as the firm, and gives managers a clear basis for the conversations that prevent escalation.
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Markets in Financial Instruments Directive II (MiFID II)
MiFID II obligations spread through the business in ways that surprise firms: research payments, call recording, best execution, target market assessment and reporting all sit in different teams. Treating it as a front-office matter leaves the operational obligations unowned. A shared understanding across functions is what makes the regime workable rather than a permanent source of remediation projects.
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Whistleblowing for Managers (FS)
Whistleblowing regimes fail at the first conversation. A manager who reacts defensively closes the channel for everyone who hears about it afterwards. The FCA expects senior managers to champion the arrangements, not merely permit them, and detriment claims are personally damaging. Training managers on the response, not just the policy, is what makes the channel usable.
Complaints Handling for Managers
Complaint handling quality is a management outcome. Where teams are under-resourced or discouraged from logging issues, the data the firm reports upward stops reflecting reality and root cause analysis becomes worthless. Training managers on their specific oversight duties gives your complaints function the support it needs, and gives the firm complaints data it can actually rely on.
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Financial Crime Prevention (Commercial Insurance)
Commercial insurance carries financial crime exposure that personal lines does not: complex ownership structures, premium flows across borders, and claims that can be used to move value. Underwriters and claims handlers see the detail first. Training them properly turns the technical population into a detection layer, which is where suspicious activity in this market is most likely to surface.
Anti-Money Laundering and Counter-Terrorist Financing E-learning Course
Money laundering offences carry personal criminal liability, and failing to report a suspicion is itself an offence in the UK. Suspicion is usually formed by someone noticing that an explanation does not hold together. Training all staff rather than only the financial crime team gives your firm the detection coverage its systems cannot provide, and supports the training obligation under the Money Laundering Regulations.
Training and Competence
T&C failings usually surface as advice failings years later, when the supervision records are the only evidence available. Competence is not a state a firm reaches once. Making the regime understood by staff as well as supervisors improves the quality of the records your firm keeps, and supports the fitness and propriety assessments that sit alongside them under SM&CR.
MCOB - APRC, Shortfalls and Charges
Errors in APRC calculation or disclosure affect every promotion issued while the error persists, which makes remediation costly and highly visible. The assumptions behind the figure are where mistakes are made. Training the marketing, product and compliance staff who produce and approve promotions catches those errors before publication rather than after a supervisory review.
Anti-Money Laundering and Counter-Terrorist Financing
Laundering exploits the seams between jurisdictions, moving value through the entity with the weakest controls in a group. A consistent standard everywhere removes that opportunity. Training all staff, not only the financial crime function, gives your organisation the detection coverage that transaction monitoring alone cannot provide, and meets the training obligation that appears in virtually every AML regime.
BCOBS - General Standards
Communication standards under BCOBS interact directly with the Consumer Duty's requirement that customers understand what they are being told, so the two are increasingly tested together. Errors reach every customer receiving a given communication. Training the staff who write, approve and deliver customer messaging is where the risk is created and where it is cheapest to control.
Payment Services Regulations
The PSRs set hard timeframes for executing payments, handling complaints and refunding unauthorised transactions, and the burden of proof frequently sits with the provider. Open banking added participants who had not operated under these rules before. Training operations and customer-facing staff on the specifics protects your firm from liability that attaches automatically when a deadline passes.
Senior Management Arrangements Systems and Controls
SYSC is the layer beneath SM&CR, operational resilience and financial crime controls, and weaknesses here surface as failures elsewhere. Managers frequently work within the arrangements without ever seeing the framework that produced them. Training them on the structure itself makes responsibility allocation more deliberate, which is exactly what supervisors examine when something has gone wrong.
COBS - Client Categorisation
Categorisation determines what the firm owes a client across the whole relationship, so an error at onboarding propagates through everything that follows. Elective professional classifications need documented assessment that frequently turns out to be thin. Training onboarding and client-facing staff protects the client's protections and keeps your files defensible when a relationship later goes wrong.
COBS - Dealing and Managing
Aggregation and allocation are where conflicts between clients become concrete, and the FCA has found allocation practice wanting in successive reviews. Best execution is also frequently treated as a policy document rather than a tested obligation. Training dealing and investment staff on the requirements keeps practice aligned with policy, which is exactly the gap supervisors look for.
FSCS Deposit Protection
Customers make deposit decisions based on what front-line staff tell them about protection, and an inaccurate answer about limits or eligibility can cost someone their money. Temporary high balance rules are widely misunderstood. Training customer-facing staff properly protects depositors and keeps the firm's required disclosures accurate, which matters most at exactly the moment nobody has time to check.
Money Laundering and Terrorist Financing Risks of Virtual Assets
Exposure reaches firms that do not deal in crypto at all, arriving through customers whose wealth or transactions originate there. Source of funds questions become considerably harder to answer. Training staff who onboard clients and review transactions gives them the vocabulary to ask the right questions, rather than accepting an explanation nobody in the room can evaluate.
Anti-Money Laundering [Financial services version]
Failing to report a suspicion is a personal criminal offence, which makes this one of the few areas where individual staff carry direct liability. Typologies also change as criminals adapt to new controls. A short annual refresher keeps recognition current and produces the dated training records the Money Laundering Regulations require firms to maintain.
Economic Sanctions
Sanctions lists change without notice and often at short political notice, which means knowledge dates faster here than in almost any other compliance area. Liability frequently attaches regardless of intent. A short annual refresher keeps staff alert to the fact that yesterday's acceptable counterparty may not be today's, and reinforces the habit of escalating rather than assuming.
Counter Terrorist Financing
Terrorist financing differs from money laundering in an important way: the sums are often small and the funds may be entirely legitimate in origin, which means transaction monitoring calibrated for laundering will miss it. Human judgement about context matters more here than pattern detection. Training staff to notice what does not fit is the control that actually applies.
Third-Party Due Diligence
Third parties create exposure under bribery, sanctions, modern slavery and fraud legislation, often on a strict basis where intent is irrelevant. Diligence completed at onboarding and never revisited misses everything that changes afterwards. Giving commercial and operational staff the ability to spot a red flag keeps the process alive between formal reviews, where most of the risk actually accumulates.
Suspicious Activity Reporting
Suspicion is a low threshold and the offence is personal, which surprises most people. Reports fail to happen because staff wait for certainty they will never have, or assume someone senior already knows. A short, direct module on the threshold and the route is the most efficient way to correct both assumptions across a whole workforce.
Customer Due Diligence
CDD failures usually happen at the edges: an incomplete file accepted under time pressure, an explanation taken at face value, a change in circumstances never revisited. Staff outside the onboarding team often hold the piece of context that would have raised a question. Making the standard visible across the business is what turns CDD into a control rather than a form.
Tipping Off
This is one of the few compliance situations where the natural, helpful response is the illegal one. An employee explaining a delay to an irritated customer can commit an offence with a single sentence. Training staff on what they can and cannot say protects them personally and preserves an investigation that would otherwise be compromised at the counter.
Counter-Proliferation Financing
Proliferation financing became an explicit risk assessment requirement rather than something absorbed into general AML work, and firms are expected to show they have considered it specifically. The indicators differ from laundering typologies, often involving dual-use goods and complex shipping routes. Training staff on what makes PF distinct is what allows your risk assessment to describe something real.
Appropriate Use of Communication Channels
Regulators on both sides of the Atlantic have imposed very large fines specifically for off-channel communications, in cases where the underlying business was entirely legitimate. The failure is the record, not the conduct. Making the permitted list and the recording obligation explicit is the cheapest possible protection against a penalty that is entirely avoidable.
Understanding Sanctions
Sanctions lists change without notice and often at short political notice, which means knowledge dates faster here than in almost any other compliance area. Liability frequently attaches regardless of intent. A short annual refresher keeps staff alert to the fact that yesterday's acceptable counterparty may not be today's, and reinforces the habit of escalating rather than assuming.
Money Laundering Red Flags
Detecting and reporting money laundering red flags is essential for maintaining anti-money laundering (AML) compliance. This training helps employees recognise suspicious transactions, assess potential risks and report concerns to the appropriate authorities.
The Three Stages of Money Laundering
Money laundering is the process criminals use to disguise illicit funds as legitimate income through placement, layering and integration. This training helps employees recognise the stages of money laundering, identify suspicious financial activities and take appropriate action to prevent financial crime.
Preventing Tipping Off
Tipping off is a criminal offence that occurs when someone under investigation for financial crime is made aware of the suspicion against them. This training helps employees understand what constitutes tipping off, how to handle customer inquiries without breaching legal obligations and the correct way to respond in these situations.
Terrorist Financing Red Flags
Terrorist groups use legal and illegal methods to raise and move funds, often exploiting financial systems to conceal their activities. This training helps you recognise suspicious transactions, high-risk individuals and locations and unusual behaviours that could indicate terrorist financing.
Understanding Terrorist Financing
Terrorist groups rely on financial support from various sources, both intentional and unintentional. This training helps employees understand how terrorists secure funds, recognise red flags of terrorist financing and take action to prevent financial crime.
Customer Due Diligence
Customer due diligence helps protect us against financial crime by verifying customer identities and understanding their business activities. This training explains initial and ongoing customer due diligence requirements, the importance of knowing your customer and when to report suspicious activity.
Enhanced Customer Due Diligence
Enhanced customer due diligence is required for high-risk customers, including politically exposed persons, high-value transactions and clients from high-risk jurisdictions. This training helps you identify when enhanced customer due diligence is necessary, conduct deeper checks and ensure compliance with regulatory requirements.
Politically Exposed Persons
Politically exposed persons present a high risk of money laundering due to their influence and access to state resources. This training explains how to identify politically exposed persons, assess their risk and apply enhanced due diligence when dealing with them.
Suspicious Activity Reporting
Employees must report any knowledge or suspicion of money laundering or terrorist financing to the Money Laundering Reporting Officer. This training explains reporting obligations, the consequences of failing to report and how to handle suspicious activity appropriately.
Unexplained Wealth Orders
Unexplained wealth orders allow law enforcement to seize assets if their owners cannot justify their wealth as coming from a legitimate source. This training explores how unexplained wealth orders work, their role in tackling financial crime and the importance of reporting suspicious activity.