Category: 3. Business

15 December 2025

• In 2024 payment fraud rate in European Economic Area stable at around 0.002% of total value of transactions in a calendar year
• Total value of fraud increased to €4.2 billion in 2024 from €3.5 billion in 2023
• Strong customer authentication remains effective against the fraud types it was designed to mitigate and that were dominant at the time PSD2 came into force, especially for card payments
• However, new types of fraud are on the rise, particularly the manipulation of payers, which will require additional and new mitigation approaches

The European Banking Authority (EBA) and the European Central Bank (ECB) today published the 2025 edition of their joint report on payment fraud. The report covers the semi-annual data for 2022 to 2024 and confirms that the legal requirement for strong customer authentication (SCA) introduced in 2020 has contributed to reducing fraud levels. However, it also highlights the need for continued vigilance and for security measures to be adapted to combat new emerging types of fraud.

The report assesses payment fraud reported by the industry across the European Economic Area (EEA), which amounted to €3.4 billion in 2022, €3.5 billion in 2023 and €4.2 billion in 2024. It examines the total number of payment transactions and the subset of fraudulent transactions in terms of value and volume.

Alongside aggregated values, the report also presents data broken down by means of payment, such as credit transfers, direct debits, card payments, cash withdrawals and e-money transactions. Country-specific breakdowns are also included.

Transactions that were verified with SCA were generally less susceptible to fraud than those without it, especially card payments. For other payment types, such as credit transfers, this effect was less clear. Notably, card payment fraud was 17 times higher when the payment recipient was outside the EEA, where SCA is not legally required and often not used.

The report therefore confirms the beneficial impact of the SCA requirements that were introduced under the revised EU Payment Services Directive (PSD2) in 2020 and the supporting technical standards issued by the EBA, in close cooperation with the ECB, in 2018. However, the report also highlights that new types of fraud are emerging, often targeting transactions for which an SCA exemption is applied or manipulating legitimate users into authenticating fraudulent transactions.

Furthermore, the report shows that the distribution of fraud losses varied by payment instrument and that there were significant differences across the EEA. For 2024, the overall losses for credit transfers were €2.200 billion (a year-on-year increase of 16%), and for card payments with cards issued in the EU/EEA they were €1.329 billion (a year-on-year increase of 29%). For credit transfers, payment service users bore approximately 85% of total fraud losses in 2024, mainly as a result of scams that tricked users into initiating fraudulent transactions.

Background, legal basis and next steps

Article 96(6) of Directive 2015/2366/EU (PSD2) requires payment service providers (PSPs) to report statistical data on fraud relating to different means of payment to their national competent authorities (NCAs). The NCAs, in turn, are required to provide both the EBA and the ECB with these data in aggregated form. Detailed reporting requirements are set out in the EBA Guidelines on fraud reporting under PSD2 (EBA/GL/2018/05).

In addition, Regulation (EU) No 1409/2013 of the ECB on payments statistics requires PSPs located in the euro area to report payment fraud data to their national central banks, which in turn are required to share the data in aggregated form with the ECB.

Data under both the EBA Guidelines and the ECB Regulation are reported to the EBA and ECB on a semi-annual basis via a single data flow.

The EBA and the ECB will continue to monitor and publish payment fraud data to provide a robust basis for informed policy decisions, and for supervisory and oversight actions on how to combat payment fraud.

For media queries, please contact Alessandro Speciale, tel.: +49 172 1670791.

Donauwörth, Germany, 15 December 2025 – Germany has decided to exercise the option for 20 more H145M light combat helicopters (Leichter Kampfhubschrauber or LKH for short) that were part of a contract signed in December 2023, bringing the total number to 82 helicopters. 

“We are honoured and proud that Germany has decided to order 20 additional H145M LKH helicopters. This further commitment by one of our home countries is a powerful sign of trust in the H145M’s exceptional performance and multi-role capabilities,” said Stefan Thomé, Managing Director of Airbus Helicopters in Germany.  

The first H145M LKH helicopter was delivered to Germany, less than a year after the contract signature, in November 2024 and additional helicopters have since been delivered. The helicopter’s missions include training, reconnaissance, special forces operations and light attack. The German Army will receive 72 helicopters, while the Luftwaffe’s special forces will receive ten. 

The H145M is a multi-role military helicopter that provides a broad range of mission capabilities. Within minutes, the helicopter can be reconfigured from a light attack role with axial ballistic and guided weapons and a state-of-the-art self-protection system into a special operations version with fast rappelling equipment. The comprehensive mission packages include hoisting and external cargo capabilities. 

The H145M is the military version of the tried-and-tested, light twin-engine H145 helicopter. The global fleet of the H145 family has accumulated more than eight million flight hours. It is used by armed and law enforcement forces around the world for the most demanding missions. The Bundeswehr already operates H145 helicopters for special forces operations and search and rescue missions. The US Army employs almost 500 helicopters from the H145 family under the name of UH-72 Lakota, which have clocked more than 1.5 million flight hours. Other military operators of the H145 family are Hungary, Serbia, Luxembourg, Thailand, Ecuador, Honduras and Cyprus. Recent orders include Belgium signing for 17, Brunei for six and Ireland for four H145Ms.

Powered by two Safran Arriel 2E engines, the H145M is fitted with a full authority digital engine control (FADEC). In addition, the helicopter is equipped with the Helionix digital avionics suite which, alongside innovative flight data management, includes a high-performance 4-axis autopilot, reducing pilot workload during missions. Its particularly low acoustic footprint makes the H145M the quietest helicopter in its class.

@AirbusHeli #H145M #MakingMissionsPossible 

• Since the banking turmoil of 2023, the Committee has worked to strengthen supervisory effectiveness in relation to material risks that could result in financial losses, impacting the safety and soundness of financial institutions.
• This work covers the supervision of liquidity risk and interest rate risk in the banking book (IRRBB), banks’ business models, and the exercise of effective supervisory judgment.
• The Committee has facilitated information sharing on a range of supervisory practices to support supervisors toward supervising these risks in the banks that they oversee, including tailoring their requirements to align with each financial institution’s size, complexity and risk profile.

The Committee has been actively facilitating roundtable discussions and workshops to support supervisors in their day-to-day work in relation to the material risks that impact the safety and soundness of financial institutions. Areas of focus included: (i) interest rate risk and liquidity risk, along with various forms of concentration risk; (ii) the build-up and interrelated nature of various individual risks and how they can compound one another; (iii) ensuring a bank’s risk management aligns with its business model; (iv) effectiveness of senior management and board oversight; and (v) banks’ responsiveness to supervisory feedback and recommendations.

Supporting supervisory decision-making and effectiveness will contribute to global financial stability.  This can be advanced by fostering a better understanding of diverse supervisory approaches and practices worldwide, benefiting both supervisors and banks. The Committee has developed practical supervisory tools and published a working paper on supervisory effectiveness to support supervisors in their day-to-day work that supplement but do not change or replace existing Basel standards or guidelines. 

Supervision of liquidity risk

The Principles for Sound Liquidity Risk Management and Supervision provide a strong basis for the supervision of liquidity risk taking into consideration the size, complexity and risk profile of a bank.  Information sharing on supervisory approaches covered supervisory practices relating to liquidity monitoring indicators in areas such as contractual maturity mismatch, concentration of funding, monetisation of assets, intraday liquidity, funding costs, and liquidity risk in crises, as well as current supervisory practices related to banks’ contingency funding plans. 

Supervision of IRRBB

The IRRBB standards lay out the Committee’s expectations for banks’ identification, measurement, monitoring and control of IRRBB, taking into account the size, complexity and risk profile of the bank, as well as its supervision. Information sharing include the supervision of banks’ modelling assumptions, such as general considerations, the adequacy of non-behavioural and behavioural assumptions, scenario selection, the treatment of non-maturity deposits, and the supervision of embedded gains and losses.

Business model analysis

The Committee’s work has focused on sharing information on existing supervisory approaches to a variety of banks’ business models ranging from universal banks to those with more concentrated activities. It also considers topics such as entity-level versus activity-based supervision.

Effective supervisory judgment

Effective supervisory judgment depends on supervisors’ ability and willingness to actively identify weaknesses in banks and to take and enforce prompt supervisory actions.  The Committee’s work has focused on sharing information on how supervisors approach the application of supervisory judgment in day-to-day supervision, as well as broader observations on effectiveness related to the organisation of the broader supervisory authority. Additional focus areas for detailed information sharing include the powers and tools that supervisors have at their disposal, the role of supervisory risk appetite, and the allocation of supervisory resources based on the size and complexity of a bank. The Committee published a working paper on Lessons on supervisory effectiveness – a literature review in July that provides insights from academic and policy work on supervisory effectiveness.

The Great Financial Crisis (GFC) exposed significant vulnerabilities in global securitisation markets. In response, international standard-setting bodies implemented comprehensive reforms to address the weaknesses in these markets. These reforms sought to restore market integrity and resilience by reducing reliance on external credit ratings, enhancing risk sensitivity and improving transparency.

Since the introduction of these reforms, securitisation markets have followed divergent paths. While some markets have experienced strong recoveries, others remain subdued. This divergence has sparked debate about potential unintended consequences of the reforms, including concerns that overly conservative or prescriptive implementation may have constrained securitisation activity in certain jurisdictions. These challenges have prompted recent regulatory initiatives in such jurisdictions.

This paper aims to provide evidence-based analysis that could shed light on three aspects of the ongoing debate. First, it examines to what extent the post-GFC reforms have achieved their intended objectives. Second, it explores whether these reforms have led to unintended consequences. Finally, it considers whether there is a need to revisit and adjust the regulatory framework for securitisation.

JEL classification: G01, G18, G21, G22, G28, E44, P52

Keywords: securitisation, regulatory capital, post-GFC reforms, prudential regulation, significant risk transfer, risk retention

When insights fuel ambition

Pace, scale, and the expectations of worldwide growth. As a truly global retailer, Primark’s potential is unlocked in partnership with Maersk.

“You need to work with somebody who has the knowledge and the experience to accelerate the business”, says Nigel Jones, Chief Operating Officer at Primark. “It isn’t the data itself you really want, it’s the insight you need.”

Circumstances shift fast and often without warning

For Primark, every decision must address immediate challenges while supporting long-term ambitions with a clear direction. Beyond reliability, capacity and experience, Maersk contributes with insight that makes a real difference. Maersk adds value through global market intelligence, demand forecasting, and end-to-end visibility. This gives Primark the clarity to plan smarter and act faster. With integrated logistics, Primark gains the flexibility to stay ahead of shifting trends and customer needs. The partnership builds a supply chain that is not only reliable but ready for whatever comes next.

The global shift to renewable energy is essential for strengthening energy security and independence and for countering climate change and biodiversity loss. With countries continuing to rely on offshore wind and other renewable technologies, the ability to develop, construct, and operate responsibly is becoming a decisive factor for success.

Ørsted’s vision is to create a world powered entirely by green energy, and our strategic aspirations include remaining the undisputed leader in offshore wind and being a globally recognised sustainability leader. 

Next step: value-chain emissions

By 2025, we had already reduced the emissions intensity of the energy we generate and our operations (scopes 1 and 2) by 98 % compared to a 2006 baseline.  

Now we’re working to reduce the remaining emissions across our value chain (scopes 1–3), mainly across the manufacture, installation, transport, and operation of our renewable energy assets. 

To achieve this, we’re working with suppliers to adopt new technologies that accelerate decarbonisation in sectors we rely on, such as steel and shipping. We are developing circular solutions with key suppliers to reduce the need for virgin materials. And we’re working with all key Ørsted suppliers to bring down our scope 3 emissions.