EGMONT GROUP OF
FINANCIAL INTELLIGENCE UNITS
EGMONT GROUP
COMMUNICATION STRATEGY
2015
July 2015
Communication Strategy 2015 – 14 May 2015
INTRODUCTION
1) This document sets out the proposed Communication Strategy of the Egmont
Group of Financial Intelligence Units.
2) The Egmont Group of Financial Intelligence Units consists of 147 members, 19
Observers and numerous dialogue partners, and the numbers are increasing.
The environment within which FIUs operate is dynamic and constantly changing,
and FIUs have to adapt and respond in order to remain relevant. In many
jurisdictions the mandate of FIUs has been broadened over the past few years
requiring a more strategic approach by the Egmont Group in assisting its
members to meet these challenges in an effective and efficient manner. This
involves leveraging relationships and working with Observers and other
stakeholders in order to provide support and leadership to FIUs. Therefore,
communication with stakeholders is critical to the success of the Egmont Group
mandate, Charter, and Strategic Plan (2014 – 2017).
3) The Egmont Group has identified two key result areas (KRAs) in its Strategic
Plan 2014 – 2017 which are based on the Egmont Group Charter, including:
KRA1 – Enhance Effective Information Exchange between FIUs.
KRA2 – Facilitate Adherence to International Standards, Develop and
Share Expertise of FIUs.
4) The achievement of this Strategic Plan is dependent on two additional strategic
focus areas, one of these being cooperation with International Partner
Organizations.
5) The purpose of this document is to identify and articulate key communication
strategies aimed at creating an environment conducive for the implementation of
the Egmont Group Strategic Plan 2014-2017: A strategy that assists the Egmont
Group and its members meet its Charter obligations and aspirations of the
Egmont Group’s related Annual Business Plans1. Moreover, this plan will assist
in promoting the Egmont Group Strategic Plan objective of working with
Observers and promote its brand to further develop the positive image of the
Egmont Group as a key player in the global fight against money laundering and
financing of terrorism.
6) This Communication Strategy will be delivered by the different parts of the
Egmont Group responsible for each of the respective tasks. The Egmont Group
Secretariat (EGS) will follow up on the delivery of this strategy. One Senior
Officer within the EGS will be responsible to conduct the EG external relations
with other organizations’ secretariats.
STAKEHOLDERS
1
All Egmont Group Working Groups, the Egmont Committee, the Egmont Group Regions, and the
Egmont Group Secretariat should complete annual business plans or regional plans
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Communication Strategy 2015 – 14 May 2015
7)
The Egmont Group has many relevant stakeholders to consider in
implementing its objectives and reaching its goal of providing a forum for FIUs
around the world to improve cooperation in the fight against money laundering,
associated predicate offenses, and terrorist financing. It will be important to
analyse the role played by all such groups, institutions and individuals in order
to devise clear mechanisms for effective communication and informationsharing, as well as coordination and cooperation in shared projects.
8)
As a first step, influenced by the findings of the independent 2014 University of
Toronto, Munk School of Global Affairs’ Stakeholder Engagement & Gap
Analysis Report, Egmont Group’s stakeholders are divided into two stakeholder
groups:. The Egmont Group shall prioritise and focus its activities on the
internal stakeholders, followed by the external stakeholders.
Internal Stakeholders
9)
The internal stakeholders of the Egmont Group are:
 Heads of FIUs (HoFIU)
 Egmont Group member FIUs
 Egmont Group Chair
 Egmont Committee
 Working Groups
 Regional Representatives
 Egmont Group Observers2
External Stakeholders
10) External stakeholders of the Egmont Group can be broadly classified into the
following groups, including:
 Non-Member FIUs
 Governments
 International organisations (non-Observers) in the anti-money
laundering / counter financing of terrorism (AML/CFT) field
 NGOs and the private sector
 Academia
 Media
 General public
COMMUNICATION OBJECTIVES
11) The overall goal of the communication strategy is to strengthen the Egmont
Group’s role and effectiveness by providing transparency, raising
understanding and support among stakeholders of the Egmont Group’s mission
and objectives with a view to fostering relationships that can enable the Egmont
Group to deliver on its mandate and Strategic Plan.
2
List of official Observers attached as Annex 1
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Communication Strategy 2015 – 14 May 2015
12) In order to support the goals of the Egmont Group Charter and the Egmont
Group Strategic Plan 2014-2017 the following communication objectives are
required:
a. An acknowledgement of the communication challenges facing the
Egmont Group.
b. An Increased level of interaction and communication with stakeholders,
including other international partners and multilateral organisations
working in the international AML/CFT network.
c. A strengthening of communication structures and procedures through
the development and implementation of consistent standards for
communication.
d. A raised awareness of the role; increase recognition of the mandate of
the Egmont Group both within and outside the international AML/CFT
network.
e. Creation of clear procedures for how documents and reports move
within the organisation and are adopted by HoFIU.
f. Improved process for document classification and dissemination
through the implementation of a document management system.
g. Increased outreach efforts to non-member FIUs in priority regions (to
be identified by the Egmont Group).
COMMUNICATION CHALLENGES
13) The Egmont Group has a Global Footprint, a diverse membership, growing
group of Observers, numerous interested stakeholders, and limited resources;
thus, it faces challenges in implementing this communication strategy. In order
to overcome the challenges the Egmont Group shall analyse its relationship
with Observers and implement policies that thoroughly explore and exploit the
synergies which is an explicit goal of the Strategic Plan 2014 – 2017.
14) Some of the challenges faced by the Egmont Group are:
a. Large geographical distance between stakeholders and capacity challenges
mean that not all Egmont members can attend Egmont meetings.
b. Cultural and linguistic diversity of the Egmont Group stakeholders.
c. Diversity of Egmont Group FIUs and the manner in which they perform their
functions in an international AML/CTF environment.
d. Increased operational challenges faced by FIUs in addition to/in compliment
to receive, analyse, and disseminate, i.e., NRA, Regulatory/Supervisory
functions, large volumes of data, strategic analysis, illicit flows, financial
inclusion, etc.
e. Limited resources among individual FIUs and collectively within the Egmont
Group.
f. Complex and confidential nature of some FIU work.
15) It is understood that not all challenges can be addressed within a
communication strategy; however, the tools and activities proposed below will
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Communication Strategy 2015 – 14 May 2015
attempt to address some of these challenges and mitigate the risks associated
with poor communication.
LANGUAGE OF COMMUNICATION
16) The Egmont Group operates in English. There is also a practice of providing
interpretation of HoFIU meetings in French and Spanish. Individual or groups of
FIUs have voluntarily provided translation of key Egmont documents and
training material in French, Spanish, German, Russian, Portuguese and Arabic.
17) The main communication language of the Egmont Group will remain English
with interpretation provided at all HoFIU meetings and Working Group meetings
where possible. Regions, Regional Representatives and FIUs are encouraged
to provide interpretation and translation services where they can – for example
in hosting Egmont Group meetings, or as part of participating in Working
Groups - to assist in providing greater participation on Egmont Group meetings
and accessibility to Egmont documentation. Whenever possible, final
documents for Egmont meetings should be submitted to the Egmont Group as
early as possible to allow time for the translation of those documents before the
meetings. The Regions play a key role in identifying FIUs willing and able to
translate final documents into languages that are relevant to the Region and
Egmont in general. The RRs should coordinate with the EGS to avoid
duplication of effort across the Regions.
COMMUNICATION BETWEEN THE EGMONT COMMITTEE AND HoFIU
HoFIU are the primary Egmont Group stakeholder. The Egmont Committee provides
HoFIU with consultative and co-ordination advice. The Egmont Committee ensures
that the Egmont Group carries out the mandate of the HoFIU. The Egmont
Committee’s roles are detailed in section 6.3 B of the Egmont Group Charter (2013).
Given the extensive responsibilities of the Egmont Committee, it is important that the
Committee is transparent and engages with and communicates regularly with HoFIU.
18) In order to facilitate transparency and communications, the Egmont Committee
will:
i. Make all EC papers available to all EG members on the ESW at least four
weeks prior to an EC meeting. This will provide HoFIU with the opportunity to
consider the papers and provide their feedback and positions to their
Regional Representatives prior to the EC meeting.
ii. The Regional Representatives will engage with the HoFIU of their region and
may provide direction/background to facilitate feedback on key issues for
consideration. The Regional Representatives would canvass the views of
their members on those issues, and either achieve consensus that could be
brought forward as the regional view to the EC or highlight divergent opinions
for the consideration of the EC.
19) In order to ensure the necessary transparency and accountability of the EC:
i. After every EC meeting the EGS will make available to HoFIU the summary
record of the EC meeting and a decision matrix.
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Communication Strategy 2015 – 14 May 2015
ii. The Regional Representatives should act as the primary liaison point
between the EG region and the corresponding FSRB / EU and will
proactively communicate key EG matters, messages, and outcomes to their
members.
iii. At the opening of the HoFIU meeting, the EC will present a report to the
HoFIU noting the decisions made since the last HoFIU meeting, and will
indicate issues3 the EC would like to discuss further with the HoFIU.
iv. Any EC recommendations to HoFIU and other strategic matters will be
submitted in a report to the HoFIU by the Chair prior to the HoFIU meeting.
The Chair, or designated representative, will also provide an oral report
during the HoFIU meeting.
COMMUNICATION TOOLS AND ACTIVITIES
20) The following communication activities and tools will be used by the Egmont
Group to implement this Communication Strategy:
MEETINGS
Plenary and HoFIU Meeting
21) HoFIU only meet for a limited amount of time, so the EG is required to take full
advantage of this annual meeting. Thus, these meetings need to be strategic,
focused, decision oriented and consequential to the HoFIU.
22) The EGS will post documents on the Egmont Secure Web (ESW) relating to the
HoFIU and Plenary meetings. Draft documents subject to EC discussion will be
posted 10 weeks prior to the HoFIU meeting and final versions up to 4 weeks
prior to the HoFIU meeting. HoFIU should have sufficient time to fully prepare
for and contribute to the discussions and decisions made at the meetings. Thus,
it is imperative that the EGS receives any documents for the HoFIU and Plenary
meetings in a timely manner so that the HoFIU have sufficient time to review
and comprehend all documents.
23) The Plenary meeting offers an opportunity for members and Observers to liaise
and network, enhancing communication both formally and informally. Plenary
meetings are open sessions for all internal stakeholders. External stakeholders
participate by invitation only.
24) Other significant meetings during the plenary week with participation of all
stakeholders are the Egmont Group Regional Representatives’ Meeting with the
FATF and FSRBs as well as the meeting of the Donors and Providers Contact
Group. These meetings provide an excellent avenue to enhance the
communication between the Egmont Group and its stakeholders.
3
These issues will be reflected in the HoFIU Agenda
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Communication Strategy 2015 – 14 May 2015
25) The Egmont Group will make papers available to HoFIU and other relevant
internal and external stakeholders in advance of Plenary meetings; focus
Plenary and HoFIU meetings on items of substance; and, continue to seek
opportunities to meet face-to-face with stakeholders during Plenary and
Working Group meetings.
Regional Meetings
26) HoFIU determined that the Egmont Group should ‘go regional’ and Egmont
Group regions were re-organised around FSRBs and the EU, there is an
imperative for Egmont Group regions to meet within an Egmont Group setting.
The Egmont Group will dedicate additional time for regional meetings during
Plenary and Working Group meetings.
Working Group Meetings
27) The Working Group Meetings provide an excellent opportunity for members and
Observers to discuss in greater detail issues and concerns on AML/CFT FIU
developments to support the Egmont Group Strategic Plan.
28) Various external stakeholders are also invited on an ad hoc basis to Egmont
Group Working Group meetings to contribute on issues and concerns regarding
AML/CFT developments.
29) To facilitate increased cooperation with Observers and external stakeholders,
the TWG have created the Donors and Providers Contact Group that meets
during the TWG meeting. This provides an opportunity for Observers, donors
and providers to further engage in the delivery of technical assistance or
training to the region(s) or to express general training needs they may have
identified, which could also be relevant to the EG.
30) The Egmont Working Groups will actively seek to engage with relevant
stakeholders to encourage their participation in Working Group projects and
attendance at Working Group meetings.
Training and Technical Assistance Meetings
Workshops and Seminars
31) To facilitate the development of FIUs and increase their technical knowledge,
the Egmont Group shall promote and solicit support for Training Working
Group, or its successor Working Group, initiatives for member FIUs both
regionally and globally.
32) To enhance the frequency of training and overcome some of the geographical
and resource-related challenges, virtual training opportunities (E-learning)
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Communication Strategy 2015 – 14 May 2015
should be developed and offered to all Egmont Group members through the
Public Website.
E-learning
33) Some Egmont training products will be converted into E-learning courses and
be widely available – to members, observers, and non-Egmont Group
members. Therefore, to provide training material to the widest potential
audience a “restricted access” area in the public website will be developed and
utilised.
Meetings co-hosted by the Egmont Group and Observer organisations
34) The Egmont Group has co-hosted meetings with Observer organisations typologies meetings, joint forums, and training sessions. These meetings are
encouraged and serve as an excellent tool to increase partner involvement and
Egmont Group outreach to non-member FIUs.
35) In order to progress the continued expansion of the international Egmont FIU
network, the Egmont Group will seek to co-host outreach seminars with FSRBs.
Attendance at External Meetings, Conferences, and Seminars
36) To facilitate international cooperation and nurture dialogue with stakeholders,
the Egmont Group Chair, Regional Representatives, other Egmont Committee
members, the Egmont Group Secretariat (EGS) or other Egmont Group
member FIU will participate in relevant events. These would include FATF,
FSRBs and EU meetings; other Observers’ meetings; training and technical
assistance seminars; academia, and public events; and any other relevant
events that promote the Egmont Group mandate, improve collaboration with
stakeholders and assist the Egmont Group deliver on its Strategic Plan.
37) To facilitate greater Egmont Group participation in external meetings the
following representation formula is relevant for FATF and FSRBs / EU
meetings:
a. FATF– Egmont Group Chair/Vice-Chairs and Executive Secretary
b. APG – Asia and Pacific Regional Rep or a designated representative
c. CFATF – Americas Regional Rep or a designated representative
d. EAG – Eurasia Regional Rep or a designated representative
e. ESAAMLG – East and South Africa Regional Rep or a designated
representative
f. EU-FIU Forum – Europe 1 Regional Rep or a designated representative
g. GABAC - West and Central Africa Regional Rep or a designated
representative or a designated representative
h. GAFILAT – Americas Regional Rep or a designated representative
i. GIABA – West and Central Africa Regional Rep or a designated
representative
j. MENAFATF – MENA Regional Rep or a designated representative
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Communication Strategy 2015 – 14 May 2015
k. MONEYVAL – Europe 2 Regional Rep or a designated representative
38) In all other meetings, participation should be justified by the benefit and positive
input to the Egmont Group. The appropriate Regional Representatives, based
on the location of the meetings, will be advised and updated. In the first
instance the Egmont Group will be represented by the Chair of the Egmont
Group or by his delegate. In cases whereby the Chair or his delegate can’t
attend a meeting, the appropriate Regional Representative will represent the
Egmont Group or another member of the Egmont Committee.
39) Those that attend the meetings representing the Egmont Group at international
fora are expected to prepare and present, if required, on the current work of the
Egmont Group and to submit a mission report to the EGS containing a short
summary of the meeting and any interventions made. The mission report will be
posted on the mission reports section of the ESW.
40) To promote transparency, accountability, and good governance, the EGS will
keep an updated list of missions attended by EG representatives on the ESW,
pointing to the relevant mission report.
VIRTUAL TOOLS AND INSTRUMENTS
41) Virtual tools and instruments shall be used more often to promote the work of
the Egmont Group internally and externally and to overcome the challenge of
large geographical distance between members. These tools should also serve
as a vehicle for Egmont Group work/tasks to be completed outside of and in
between meetings.
42) As part of the communication strategy to accompany the Strategic Plan (2014 –
2017), the ITWG should examine options for Voice over IP communications
between HoFIU to allow for real-time discussion around cases, intelligence and
support that is a critical requirement to international FIU to FIU cooperation.
Egmont Secure Web
43) The Egmont Group’s secure communication system, the Egmont Secure Web
(ESW) permits members to communicate with one another via secure e-mail,
requesting and sharing case information as well as posting and assessing
information on typologies, analytical tools and technological developments. The
Financial Crimes Enforcement Network (FinCEN), on behalf of the Egmont
Group, voluntarily funds and maintains the ESW. The ESW serves four main
goals:

sharing of confidential information,

sharing of unclassified information,

sharing of documents and other material for Egmont meetings, and

communication between Egmont Group members.
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Communication Strategy 2015 – 14 May 2015
44) The EGS manages and maintains the public community on the ESW where
members can access documents and related information prior to Egmont
events such as Plenary and Working Group meetings.
Public website
45) The Egmont public website (www.egmontgroup.org) is managed by the EGS
and used as a tool for external communication. The website provides all
stakeholders and the general public with information on Egmont’s mandate,
role, and activities as well as a method for publishing core documents. In
addition the Egmont public website hosts a basic secure area where observers
can access non-confidential documents posted by the EGS4.
46) The public website will convey the role and importance of the Egmont Group in
international cooperation and information exchange between FIUs in the
broader AML/CFT community and elevate the importance of FIUs in combatting
ML and TF nationally and internationally, promoting the Egmont Group ‘brand’
and the general recognition and awareness of its activities amongst its
stakeholders.
47) To achieve the objectives set above the public website will be reviewed
annually. The Egmont Group Secretariat, in cooperation with all relevant
Working Groups, will work to enhance the functionality of the public website and
regularly maintain and update the content of the site.
48) As noted in the Working Group and virtual tools and instruments section, the
public website should serve as a vehicle for Egmont Group computer based
training (E-learning) for all Egmont Group FIUs
Social Media
49) Social media is proven to be an effective tool for communication with external
stakeholders. It should be used to update stakeholders on matters of public
interest such as news, updates, meeting outcomes, and other worthwhile
information. Social media is a quick, easy, and financially-free tool to extend
the reach of the Egmont Group to new stakeholders, increase recognition of the
organisation, and maintain presence on the world stage.
50) The EGS will establish relevant social media accounts to direct users to the EG
Public Website for information and contact details. A paper with guidelines and
procedures for using social media, including the scope of the messages shall
be written.
4
The ITWG has been tasked to conduct a review to determine the feasibility of having an Observer
Section of the ESW for EG Observers; thus, the secure area of the public website might become
obsolete.
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Communication Strategy 2015 – 14 May 2015
E-mail, Facsimile, and Telephone
51) Most of Egmont Group’s communication occurs by open e-mail and, to a lesser
extent, by facsimile and telephone. In this regard, a reliable list of primary
contact points for members, Observers, and external stakeholders is critical for
the effective functioning of the Egmont Group.
52) The ESW has an FIU and HoFIU contact database. It is the responsibility of the
individual member FIU to keep these contact lists up to date so that an up to
date email contact list can be generated for both ESW and open emails to
HoFIU. HoFIU receive an alert on their open email accounts notifying them on
ESW email received.
REPORTS AND PUBLICATIONS
The Egmont Group will produce the following types of reports:
External:
Egmont Group Annual Report
53) The Egmont Group Annual Report (EGAR) is a method of accounting for the
previous year’s activities and communicating the achievements of the Egmont
Group publically. The Annual Report will be published as soon as possible
following the Plenary Meeting in each year and will incorporate the outcomes of
that Working Group and Plenary meetings as well as other key activities of the
Egmont Group during the applicable year.
54) The Chair, Egmont Group Working Groups, Egmont Group Regions, via their
Regional Representatives are responsible for providing input into the Annual
Report.
55) The Annual Report will be disseminated to members, members’ reporting
agency/ministry, observers, and other stakeholders through the ESW, the public
website, and in hard copy (on a limited basis). Members and Observers are
encouraged to provide the EGS with suggestions and comments on how to
improve the report.
56) A formal dissemination strategy will be devised by the Egmont Committee, as
well as a contact list of individuals and organizations to receive the Annual
Report.
Egmont Group Activity Reports
57) Since 2013, in recognition that it is desirable for the Egmont Group to have a
transparent relationship with Observers the FATF and FSRBs/EU, and in line
with the Egmont Group’s participation in the FATF Global Network Coordination
Group (GNCG), the Egmont Group provides an Egmont Group of FIUs Activity
Report ahead of all FATF and FSRB/EU meetings. The Activity Reports follow a
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Communication Strategy 2015 – 14 May 2015
standard template and detail general information on the Egmont Group, provide
feedback from relevant meetings and an update on typologies and training
initiatives. The Activity Reports are sent to the relevant Regional Representative
for their review. Activity Reports received by the FATF and other FSRBs are
circulated to HoFIU.
Co-Chairs Statement
58) The Co-Chairs Statement is a public document for all stakeholders, including
the media. This document is written by the Co-Chairs of the plenary meeting
with consultation with the Egmont Committee, and includes the highlights and
important information on the decisions made during the meeting. This document
is written on the last day of the plenary meeting and posted on the Egmont
public website.
Internal:
HoFIU Bulletin
59) Following the HoFIU meeting a summary of the meeting’s results shall be
distributed to stakeholders. The HoFIU Bulletin is an internal document for
members only. It includes all decisions and outcomes of the plenary meeting
including discussions on funding, budget, membership, and other internal
procedures. The EGS shall distribute the HoFIU Bulletin within three weeks
following the culmination of the plenary meeting.
ESW Annual Report
60) The ESW Annual Report is a mechanism in which the ESW Board reports back
to the HoFIU on past activities, updates, and statistics.
BRANDING AND WIDER RECOGNITION OF THE EGMONT GROUP
Logo
61) The Egmont Group logo is the intellectual property of the Egmont Group
membership. The Egmont Group logo provides a unique and recognizable
image that visually identifies the organization and promotes coherence of its
communication. The logo shall be prominently displayed on all Egmont Group
products.
62) The logo is available to all internal stakeholders to promote awareness and
branding of the Egmont Group and its activities. The use of Egmont Group logo
by external stakeholders requires the approval of the Executive Secretary. The
use of the logo should not promote any commercial product or activity outside
the scope of the Egmont Group’s mandate.
ENGAGEMENT WITH MEDIA
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Communication Strategy 2015 – 14 May 2015
63) The guiding principle on any statement made to the press is that it must reflect
the general guidelines established by the Heads of FIUs in the ‘Statement of
Purpose of the Egmont Group’ as well as the Egmont Group Charter.
64) The EGS shall produce media releases to directly promote the role and
importance of the Egmont Group’s work to the media, taking into account
security concerns. Egmont Group events, such as the annual Plenary and
Working Group Meetings as well as Egmont Group publications may also be
supported by media releases.
65) In an effort to raise awareness among the general public, the Chair, Egmont
Group will answer media enquiries in relation to the Egmont Group’s processes
and procedures. The Chair may refer to published reports and other open
source material and discuss, in broad general terms, money laundering and
terrorist financing vulnerabilities, as well current and emerging typologies, faced
by FIUs.
66) Upon request, the EGS may provide statistical information found in the
summary of the results of the Egmont Group Biennial Census as determined by
the agreed information handling codes.
67) Where media outlets request information from the EGS outside the ambit of
what is covered by the agreed Census handling codes, in relation to a member
FIU, the EGS may refer media outlets to the Head of the FIU in question.
ENGAGEMENT WITH ACADEMIA
68) The Egmont Group will seek to become more active with academia in order to
facilitate greater cooperation on relevant research initiatives.
69) Specifically, the EGS should maintain and strengthen its current relationship
with academia in its internship program and other research project. The EG
should expand its outreach to academia through the WG Chairs and Regional
Representatives.
70) The Policy and Procedures group should optimally identify research programs
in the field on AML/CFT and engage student researchers in different research
opportunities.
FEEDBACK
71) Stakeholders are encouraged to assess on an on-going basis how well their
information and communication needs are being met or addressed. All
stakeholders are encouraged to provide feedback and comments to the EGS on
the best manner to utilise communication tools to attain the communication
objectives. This will be done on an annual basis as part of the plenary week
feedback form.
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Communication Strategy 2015 – 14 May 2015
72) The EGS will ask both internal and external stakeholders to complete a
feedback form at the end of Egmont Group meetings and events. Members and
external stakeholders’ feedback on the goals, content, delivery, and relevance
of presentations and documents assists the EGS to continuously improve its
communications.
73) If resources permit it, the EGS may engage professionals to assist in the
evaluation/assessment of Egmont Group communications. Alternatively,
surveys, developed by the EGS, may be used to receive feedback as to
incorporate lessons learned in the communications strategy.
REVIEW
74) This Communication and Coordination Strategy will be reviewed every three
years, in direct relation with the Strategic Plan. It will be amended as necessary
to reflect changing communication and information challenges and the needs of
stakeholders.
Egmont Group Secretariat
May 2015
Toronto
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Communication Strategy 2015 – 14 May 2015
Annex 1 – List of Observers
EAG- (EURASIAN GROUP ON COMBATING MONEY LAUNDERING AND TERRORISM
FINANCING)
ESAAMLG- (EASTERN AND SOUTHERN AFRICA ANTI-MONEY LAUNDERING GROUP)
FATF- (FINANCIAL ACTION TASK FORCE AGAINST MONEY LAUNDERING)
FIU.net Bureau
GABAC- (GROUPE D’ACTION CONTRE LE BLANCHIMENT D’ARGENT EN AFRIQUE
CENTRALE)
GIABA- (GROUPE INTERGOUVERNEMENTAL D’ACTION CONTRE LE BLANCHIMENT
D’ARGENT EN AFRIQUE)
GAFISUD- (FINANCIAL ACTION TASK FORCE ON MONEY LAUNDERING IN SOUTH
AMERICA)
GCC- (THE COOPERATION COUNCIL FOR THE ARAB STATES OF THE GULF)
GIFCS-(GROUP OF INTERNATIONAL FINANCIAL CENTRE SUPERVISORS)
GOPAC- (GLOBAL ORGANIZATION OF PARLIAMENTARIANS AGAINST CORRUPTION)
IMF- (INTERNATIOANL MONETARY FUND)
MENAFATF5- (MIDDLE-EAST AND NORTH-AFRICA FINANCIAL ACTION TASK FORCE)
MONEYVAL- (MONEYVAL COMMITTEE, COUNCIL OF EUROPE)
OSCE- (ORGANIZATION FOR SECURITY AND CO-OPERATION IN EUROPE)
UNODC- (UNITED NATIONS OFFICE ON DRUGS AND CRIME)
WB- (WORLD BANK)
WCO- (WORLD CUSTOMS ORGANIZATION)
APG6- (ASIA-PACIFIC GROUP ON MONEY LAUNDERING)
CFATF7- (CARIBBEAN FINANCIAL ACTION TASK FORCE)
5
Pending outcome of their plenary (June 2014)
Pending outcome of APG Steering Group Meeting (June 2014)
7
Pending outcome of Round Robin Procedure (May 15 2014)
6
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Communication Strategy 2015 – 14 May 2015
Annex 2 – New Egmont Group Logo
15