of fatf, malaysia holds itself to the highest levels of integrity in adhering to international aml / cft / cpf standards. as we all know, crimes today transcend borders, and in response to this, malaysia has also forged and maintained strong relationships with our foreign counterparts, particularly where intelligence - sharing and investigations are concerned. additionally, our aml / cft / cpf regime is anchored by a robust surveillance system, which in turn helps ensure the effectiveness and timeliness of enforcement actions by the relevant law enforcement agencies. 1 / 4 bis - central bankers'speeches on this note, in 2023, bank negara malaysia ( bnm ) had undertaken a total of 291 supervisory and enforcement actions on financial institutions, and forfeited assets from illegal activities amounting to approximately rm 11 million. the financial intelligence unit of bnm had also shared financial intelligence with domestic law enforcement agencies and more than 50 foreign fius, with 71 % of these disclosures related to highrisk crimes. we do not, and cannot, combat financial crimes alone. indeed, our regulatory and enforcement counterparts have played an equally critical role in this respect. the malaysian anti - corruption commission, or macc, for example, has made important and significant progress in graft - busting, including the opening of a total of 776 investigation papers, resulting in 869 arrests and a total of 326 charges brought to court between january and august 2023. our counterpart, the commercial crime investigation department of the royal malaysia police has also charged a total of 4, 880 cases in court between january and april 2024. these efforts are reflective of malaysia's keen determination to combat financial crimes and preserve the integrity of our financial system. while we have made commendable progress, we should not be complacent. ml / tf / pf risks continue to evolve, and if we let our guard down, it will pose serious threats to our financial system, our economy, our society, and our country. on that note, i would like to elaborate on five strategic priorities in our effort to further strengthen our national aml / cft / cpf regime : first of these is the new national coordination committee to counter money laundering roadmap that is currently being developed as we refresh our national risk assessment. this new roadmap, like the existing one, will outline key initiatives in the areas of investigation, enforcement, coordination, and capacity building. improvements and refinements will

are working closely with our treasury and law enforcement counterparts to disseminate information about perceived money - laundering or terrorist - financing threats. by identifying emerging vulnerabilities, we can better collaborate with banking organizations in our efforts to develop systems and procedures to combat the abuse of the financial sector by financial criminals. for example, the interagency money laundering threat assessment ( 4. 1mb pdf ) is one measure we are taking to identify significant concerns and communicate them to banking organizations. conclusion our ongoing supervision of banking organizations indicates that the preponderance of institutions continues to be sound and well managed. this strong performance has occurred concurrently with institutions ’ continued efforts to improve their risk - identification and management strategies. that said, there are certain rapidly growing business lines in banking operations that are placing pressures on risk - management systems. in turn, supervisors are increasingly scrutinizing these business lines to ensure that management is fully aware of their risks and has made any necessary risk - management upgrades. as institutions continue to offer new products and services, they face the challenge of incorporating the associated risks into their existing risk - management framework. this is no small challenge, especially given the growing size and complexity of many banking organizations. additionally, as supervisors, we want to ensure that institutions are not only able to identify, measure, and manage their risks, but that they are also developing and maintaining appropriate corporate - governance structures to keep up with their business activities and risk - taking. while most u. s. banking organizations enjoy substantial profitability today, they should remember that continued business success depends on their ability to prepare for unexpected, and potentially much less favorable, events and outcomes.