R E S U M E O F : AL MUTHANA HAMZA HIJJI
• Head of Compliance 2003-2012
• Internal Audit Manager 1997-2003
 Age : 53 YEARS OLD
 Nationality : SAUDI CITIZEN
 Marital Status : MARRIED WITH 3 CHILDREN
 Mobile Number : 050-449-1662
〉 EDUCATIONAL BACKGROUND
Certified Anti-Money Laundering Specialist (CAMS)
 Association of Certified Anti-Money Laundering Specialist (ACAMS)
 May 2006
Certified Compliance Officer (CCO)
 Fellow of the American Academy For Financial Management (AAFM)
 March 2006
CME 1
• November 2008
Basic Investment Certificate
 Saudi Arabian Monetary Agency
 Year 2004, BIC ID 00662
Financial Management Training Diploma
 Arab Academy for Banking And Financial Science
 October 1999
B.A. in Accounting
 College of Commerce
 Cairo University Egypt
 May 1983
〉 EMPLOYMENT HISTORY
〉
1- Bank Al-Bilad : From February 19th
2011 until March
2012
Head of Compliance
Job responsibilities
 Develop and implement Policies and Procedures
and review programs for Compliance Department.
 Develop Compliance Policies and Procedures Bank
AlBilad
 Develop Anti-Money Laundering Policy,
Procedures and review programs

CURRICULUM VITAE OF AL-MUTHANA HIJJI
 Develop Reporting System to the Compliance
committee
 Implement Anti money Laundering system
2-Rana Investment Co. : From November 2006 December 2009
Chief compliance and Anti Money Laundering Officer
Job responsibilities
 Develop Policies and Procedures and review
programs for Compliance Department.
 Develop Compliance Policies and Procedures for
Rana Investment Co.
 Develop Anti-Money Laundering Policy,
Procedures and review programs
 Develop Reporting System to Rana Investment Co.
Management

3-THE SAUDI HOLLANDI BANK: 1991 to 2006
 November 2005 : Senior Compliance Operations Manager
Job Responsibilities :
 Develop Policies and Procedures and review
programs for Compliance Department.
 Develop Compliance Policies and Procedures for
Saudi Hollandi Bank.
 Manage Regulatory Compliance Reviews and
Resolutions.
 Develop Anti-Money Laundering Procedures
 Manage Investment Compliance Department
 Develop Reporting System to SHB Management
and Board
THE SAUDI HOLLANDI BANK (Continuation)
 September 1, 2003 : Compliance Manager
 January 2002 : Internal Audit Manager
(Treasury And Investment)
Responsibilities
o Manage and perform internal audit projects
recording existing control environment Develop
and implement yearly audit plan for the
departments.
o Perform duties essential to attain internal audit
goals coordinating with various regions.
3

CURRICULUM VITAE OF AL-MUTHANA HIJJI
o Develops and maintain professional and close
relations with client and staff.
o Conduct and record controls self-assessment in
assigned region.
o Evaluate control environment performance by
test work.
o Conduct audits working directly with all internal
management levels as well as external clients.
o Review and record activities and plans defined
by management to resolve issues identified by
audit findings.
o Examine records to assure apt transactions
recording and comply with applicable
agreements, laws and policies.
o Direct planning, organizing and monitoring of
internal audit operations.
o Recommend methods to enhance and improve
control procedures.
o Prepare audit plan for every Operation Divisions
and develop schedule to conduct audits every
year
 Year 1997-2001 : Internal Audit department/Senior Auditor
Job Responsibilities :
 Performing Operational Audits to Bank
Departments
 Year 1991-1997 : Central Processing and Control Division – Head
Job Responsibilities :
 LG's
 Documentary Collections
 Transfers
 Bill Discounted
 Bookkeeping for the Central Area
4- SAUDI AMERICAN BANK
4

CURRICULUM VITAE OF AL-MUTHANA HIJJI
 March 1988-March 1991 : Manager
(Financial Control Department – Corporate Finance
Division)
Job Responsibilities :
TAXATION
 Preparing 1986 Tax Return. Review with Tax
Advisers and file as per DZIT requirements.
 Coordinating preparation and response to all DZIT
(Department of Zakat and Income Tax) queries
pertaining to 1986 and before 1986).
 Liaison with Tax advisers and maintaining all tax
matters and regulations.
 Participated in the implementation of a new fixed
asset depreciation report.
 Coordinating with tax advisers for the withholding
of Tax Returns.
 Calculation of ZAKAT on Saudi Shareholders.
EXTERNAL AUDIT
 Coordinating the planning, scheduling and
preparation of 1987 interim and final audit.
〉 EMPLOYMENT HISTORY
 September 1986- March 1988 : Assistant Manager
(Financial Control Department – Corporate Finance
Division)
 May 1986 : Assistant Manager
Job Responsibilities :
Handles the processing of :
 Loans, Time Deposits, International Cash Letter
Services
 Drafts and M.C.'s
 Bills Purchased
 Bills Discounted
 February 1984 : Assistant Manager
(Letter of Guarantee Department – Contracting Unit)
Corporate Services Division
5

CURRICULUM VITAE OF AL-MUTHANA HIJJI
〉 COURSES AND SEMINARS ATTENDED
〉 ( SAUDI AMERICAN BANK )
COURSE FROM TO YEAR
Basic Bank Bookkeeping March 3 March 8 1984
International Trade Products 1 Apr 28 May 10 1984
Basic Technology Seminar May 12 May 17 1984
International Trade Products 2 May 19 May 24 1984
Micro Computer Workshop June 6 June 7 1984
Depository Services and Funds Transfer June 9 June 21 1984
Internal Bank Support and Control June 23 June 25 1984
Foreign Exchange and Treasury Management Aug 04 Aug 23 1984
Basic Selling Skills Sept 11 Sept 13 1984
Practical Supervision Seminar Sept 29 Oct 3 1984
Principles of Banking Oct 6 Oct 18 1984
Basic Accounting Oct 27 Nov 15 1984
Interpersonal Skills (Seminars In Series – Covering 5
Modules)
1985
Basic Credit Concepts Dec 28 Jan 1 1986
Managing People for Middle Management Apr 19 Apr 24 1986
Multi-Cultural Management Workshop Apr 26 Apr 29 1986
Investment Bank Products Apr 4 Apr 5 1987
Treasury Products Seminar Apr 11 Apr 13 1987
Basic Citicorp Financial Control June 15 July 5 1988
〉 ( SAUDI HOLLANDI BANK )
COURSE FROM TO YEAR VENUE
Customer Care May 20 May 22 1991 SAMA
Managing Performance (Session 2) May 02 May 04 1993 In-Kingdom
Performance Appraisal Workshop C/A Feb 6 Feb 6 1994 In-House
Management Skills May 09 May 09 1994 In-House
Budget as Management's Tool June 13 June 13 1994 In-House
Interviewing Skills Oct 31 Oct 31 1994 In-House
Security and Safety Nov 06 Nov 06 1994 In-House
Riyadh International Payment System Symposium Mar 21 Mar 22 1995 SAMA
Total Quality Management – Team Member Apr 18 Apr 19 1995 In-House
Freelance Graphics Apr 26 Apr 26 1995 In-House
Lotus Notes For Beginners May 02 May 02 1995 In-Kingdom
Presentation Skills June 06 June 07 1995 In-House
Bank Fraud Symposium 1995 Nov 27 Nov 28 1995 SAMA
Strategic Planning For Super Qual AT&T Jeddah May 28 May 29 1996 In-Kingdom
Prevention of Money Laundering Seminar Sept 24 Sept 25 1996 SAMA
Introduction to SWIFT Messages Mar 15 Mar 18 1997 SAMA
CPA Accounting Course Sep 13 Oct 15 1997 SOCPA
CPA Tax Accounting Course Nov 8 Nov 15 1997 SOCPA
CPA Auditing and Commercial Law Course Jul 13 Oct 13 1997 Home
Study
6

CURRICULUM VITAE OF AL-MUTHANA HIJJI
During 1993 onwards, the Saudi Hollandi Bank have undertaken major centralization project. As a result of such
project, the department's name has changed to Central Processing and Control Division which consists of :
 Kingdom-wide Transfers Department
 Bookkeeping Department name and functions changed to Central Department and it was also a
kingdom-wide department.
 Newly added responsibilities of Payroll Department and expense processing unit which is a
centralized function.
 Account Administration which was in-charge of account opening/closing, disbursements of
consumer loans/customer limits, etc.
 Corporate Service Desk which handled transaction for Corporate Customers.
During the period from 1991, up to now, I have significantly participated in the growth and development of the
SAUDI HOLLANDI BANK through the following achievements.
(1) We have restructured the department several times and broke down the levels of controls by creating
supervisors' functions and distributing the controls between officers and supervisors. This new setup has
allowed us to significantly improve our controls and allow time for officers to manage and solve issues
relating to customer service/system related issues/controls which resulted in an obvious improvements in
all the above, the department as a result have become self-running. We have also received several
thanking LONOs from various bank departments for our services to them.
(2) We have strengthened the awareness among the staff of the importance of operations controls and
procedures through an education exercise, and we have scheduled yearly internal audit to have staff review
their work and correct their old errors, the purposes is to improve accountability. The result was an
improvement in Audit reports from UNSATISFACTORY to SATISFACTORY and we maintained this
level since 1991.
(3) We have centralized all payments and control functions from all areas into CPCD, we have done so with
a very small increase of staff which resulted in over 200% increase in staff productivity. This record will
remain unchallenged for a long time.
(4) We have upgraded the level of staff through bringing good staff from other organizations and other
groups within the bank and released the weak staff, and created specific training plan.
(5) We have undertaken or participated in more than 30 development projects, the majority of them were
technology related.
(6) We have prepared a plan for 1997/1998 for major changes in the department which distinguishes between
strategic projects and tactical ones, the main issue is the payment products re-engineering that will result from
implementation of the SARIE project.
(7) We have assisted the branches by taking over many of the operations functions that they used to do, this
allowed the branches to concentrate on serving the customer at the counter. The above issues did and will add
value to SHB operations and improve its quality.
7

CURRICULUM VITAE OF AL-MUTHANA HIJJI
During 1993 onwards, the Saudi Hollandi Bank have undertaken major centralization project. As a result of such
project, the department's name has changed to Central Processing and Control Division which consists of :
 Kingdom-wide Transfers Department
 Bookkeeping Department name and functions changed to Central Department and it was also a
kingdom-wide department.
 Newly added responsibilities of Payroll Department and expense processing unit which is a
centralized function.
 Account Administration which was in-charge of account opening/closing, disbursements of
consumer loans/customer limits, etc.
 Corporate Service Desk which handled transaction for Corporate Customers.
During the period from 1991, up to now, I have significantly participated in the growth and development of the
SAUDI HOLLANDI BANK through the following achievements.
(1) We have restructured the department several times and broke down the levels of controls by creating
supervisors' functions and distributing the controls between officers and supervisors. This new setup has
allowed us to significantly improve our controls and allow time for officers to manage and solve issues
relating to customer service/system related issues/controls which resulted in an obvious improvements in
all the above, the department as a result have become self-running. We have also received several
thanking LONOs from various bank departments for our services to them.
(2) We have strengthened the awareness among the staff of the importance of operations controls and
procedures through an education exercise, and we have scheduled yearly internal audit to have staff review
their work and correct their old errors, the purposes is to improve accountability. The result was an
improvement in Audit reports from UNSATISFACTORY to SATISFACTORY and we maintained this
level since 1991.
(3) We have centralized all payments and control functions from all areas into CPCD, we have done so with
a very small increase of staff which resulted in over 200% increase in staff productivity. This record will
remain unchallenged for a long time.
(4) We have upgraded the level of staff through bringing good staff from other organizations and other
groups within the bank and released the weak staff, and created specific training plan.
(5) We have undertaken or participated in more than 30 development projects, the majority of them were
technology related.
(6) We have prepared a plan for 1997/1998 for major changes in the department which distinguishes between
strategic projects and tactical ones, the main issue is the payment products re-engineering that will result from
implementation of the SARIE project.
(7) We have assisted the branches by taking over many of the operations functions that they used to do, this
allowed the branches to concentrate on serving the customer at the counter. The above issues did and will add
value to SHB operations and improve its quality.
7