institutions

Germany arrests three men suspected of targeting Jewish institutions | Hamas News

The men are suspected of of being ‘foreign operatives’ for Hamas and will appear in court Thursday, prosecutors say.

German authorities have arrested three men suspected of preparing a serious act of violence against Jewish targets in Germany, allegedly on behalf of the Palestinian group Hamas.

Prosecutors say they suspect the three men of being “foreign operatives” for Hamas and of being involved in procuring firearms and ammunition for attacks targeting Israeli or Jewish institutions in Germany.

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“In the course of today’s arrests, various weapons, including an AK-47 assault rifle and several pistols, as well as a considerable amount of ammunition, were found,” the federal prosecutors said in a statement.

The three men, identified under German privacy laws only as German citizen Abed Al G, Wael FM, born in Lebanon, and German citizen Ahmad I, were arrested in Berlin on Wednesday. A security source said the three were in their 30s or 40s.

The suspects are set to appear in court on Thursday, when a judge will determine whether the trio will be held in custody before trial.

Hamas is designated as a “terrorist” organisation by Germany, as well as the European Union (EU) as a whole.

In February, four Hamas members suspected of plotting attacks on Jewish institutions in Europe went on trial in Berlin in what prosecutors described as the first court case against members of the Palestinian group in Germany.

“Anti-terrorism” investigators observed the suspects meeting in Berlin for a weapon handover before operational forces intervened and discovered functional weapons, including a Glock pistol, a spokesperson for the prosecutor’s office said.

Forensic technicians are examining the arsenal, and searches have also taken place in the eastern city of Leipzig, where one of the suspects lives. Authorities also conducted a search in Oberhausen in the western state of North Rhine-Westphalia, the spokesperson added.

Germany is one of Israel’s strongest allies due to the legacy of the Holocaust, and security is tight at synagogues and other Jewish institutions. It did not join France, the United Kingdom and several other countries last month in recognising Palestinian statehood.

Hamas has carried out hundreds of attacks against Israeli civilians over the years, but it has rarely operated outside Israel and the Palestinian territories. Questions will likely be raised over whether the suspects were acting on orders from Hamas’s leadership or if they were merely sympathisers with Hamas or the Palestinian cause.

The arrests come as Israel continues its genocidal war on Gaza despite mounting global outcry and repeated appeals for a ceasefire. At the same time, Israel has enforced a crippling aid blockade on the enclave, where most of its two million residents have been displaced multiple times and are now facing famine and extreme hunger.

Israeli forces have killed at least 66,148 Palestinians since the assault began nearly two years ago, according to local health officials, though experts warn the true toll could be three times higher.

The arrests also took place as Hamas said it would study US President Donald Trump’s peace proposal to end the war.

Tens of thousands of people have also recently rallied in Berlin, protesting German support for Israel’s genocide in Gaza. Demonstrators marched over the weekend following a call from a broad coalition of some 50 groups, including pro-Palestinian organisations, Medico International, Amnesty International, and the opposition Left Party, for a large demonstration.

They demanded “an end to German complicity” in Israel’s war and called for “an end to all military cooperation with Israel,” including “the import, export, and transit of weapons, ammunition, and other military equipment”.

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Financial Institutions’ Top Concern Is Compliance

Home Transaction Banking Financial Institutions’ Top Concern Is Compliance, Bottomline Report Finds

Maintaining older systems slows advancements towards real-time payment and regulatory compliance.

A Bottomline report released at Sibos on Monday shows that 91% of banks and other financial institutions expect compliance challenges in the coming year, as they manage regulations, customer expectations, and fraud prevention.

The global report, “The Future of Competitive Advantage in Banking & Payments,” highlights legacy systems as a significant obstacle and is based on interviews with 220 financial institutions. Slightly more than four in ten respondents cited these systems as the biggest barrier to real-time payments, and 31% mentioned that they hinder regulatory compliance.

Operational resilience remains a key concern, with 37% of those surveyed highlighting the importance of using alternative payment methods to prevent primary system failures. Modernization is a key focus, with 32% concentrating on new payment channels and another 32% on enhancing cross-border strategies.

A significant “cash visibility gap” persists: 50% lack an end-to-end view due to disparate systems, and 45% report incomplete cash positioning despite partial automation, underscoring the need for comprehensive cash visibility and real-time balance tracking.

Prioritization of Swift Global Payments Innovation (GPI) surged from 35% in 2024 to 56% in 2025. This addresses slow or unclear payment speeds, identified by 61% as a top pain point, through real-time tracking and enhanced visibility.

Accuracy in sanctions screening is paramount, with 57% highlighting it as the most important factor when selecting a solution. This relates to the 37% who cite high volumes of false positives as their biggest challenge, hindering operational efficiency.

Vitus Rotzer, Bottomline’s Chief Product Officer for Financial Messaging, warns that companies not yet implementing ISO 20022 messaging are significantly behind schedule.

“It is crucial for companies to understand that ISO implementation goes beyond a mere technical upgrade. Most have already handled the technical aspects, but truly leveraging the data offers far greater advantages,” he says. “The more detailed and enhanced data available, the greater the potential for identifying fraud patterns and other critical insights. Companies not utilizing this rich data are at a distinct disadvantage, effectively starting behind their competitors. The value lies in fully exploiting the enhanced information that ISO provides.”

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Why is Trump quitting global institutions? | United Nations

The US is pulling out of UNESCO, saying the UN agency focuses on divisive issues.

Born from the ashes of World War II, UNESCO was founded with a bold mission: to build peace through culture, education and science.

Now, one of its founding members, the United States, is once again withdrawing from the UN agency because of what it calls an “anti-Israel bias”.

Critics say the move reflects a deeper shift: a retreat from multilateral diplomacy and a rejection of international norms.

They also say it raises questions about US commitment to global leadership and cooperation.

So, what are the real motives behind Washington’s decision?

What impact will it have on UNESCO and the broader UN system?

And is this part of a wider pattern of US disengagement under President Donald Trump?

Presenter: James Bays

Guests:

Amy Koch – Republican political strategist

Ei Sun Oh – political analyst

Mark Seddon – journalist and former UN official

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Financial institutions double down on AI — but will it deliver?

This surge — fueled by competitive pressure and promises of enhanced customer insights — has institutions like Bank of America allocating $4 billion to AI and other new tech initiatives. While early adopters report efficiency gains and cost reductions, the sector faces a pivotal challenge: The average expected ROI timeline of two years reflects both optimism and pressure to demonstrate quick wins. Success hinges on overcoming fragmented implementations and workforce skepticism that could dilute returns.

The allure of AI-driven efficiency

Within AI budgets, financial institutions are prioritizing data modernization (58% of AI budgets) and licensing generative AI software (53%) to unlock customer insights and streamline operations. These investments aim to address long-standing inefficiencies — from legacy system overhauls to real-time fraud detection. Bank of America’s seven-year AI journey demonstrates this principle. The bank reduced service costs and increased client satisfaction scores by centralizing data from 20 million Erica virtual assistant users.

Yet the focus remains narrow. Nearly two-thirds of institutions view AI primarily as a tool for “bottom-line productivity”, while only 12% have implemented enterprise-wide AI strategies. This myopia risks creating advanced capabilities in silos — a customer service chatbot here, a risk-modeling algorithm there — without cohesive integration. AI governance must be defined as part of enterprise strategy, not an afterthought.

The execution gap: Strategy versus reality

Despite ambitious AI strategies, financial institutions face a stark execution gap. AI progress is threatened by fragmented data, talent shortages, and weak governance.

  • Data fragmentation: 58% of AI budgets target data modernization, but 18% of institutions cite poor data quality as a top barrier. Many institutions still wrestle with inconsistent customer data across credit cards, mortgages, and wealth management platforms.
  • Talent shortages: There are two pivotal talent issues. One is that talent ranks among the top barriers to AI success — finding, training, and retaining AI talent. Two is the workforce distrust that could derail even technically sound AI initiatives.
  • Governance vacuum: Only 23% of institutions have mature AI governance frameworks, leaving many unable to address model bias or explainability concerns.

These challenges compound when viewed through an organizational lens. With 34% of AI strategies defined at regional levels, a European bank’s chatbot project, for example, might use data protocols different from those of its American counterpart’s credit scoring model, limiting scalability.

The human factor: trust as a make-or-break variable

One of the great fallacies of the AI talent conundrum is that AI execution only requires technical or data science experience. However, the solution extends beyond hiring data scientists. The required talent mix covers strategy, technology, engineering, data science, business process, and risk and compliance. While AI technical talent is critical to cultivate, financial institutions should take their employees on the AI journey by upskilling them to use and benefit from AI investments. In the future, all talent must be AI talent. AI literacy will be essential — not just for specialists, but across all roles to effectively collaborate with, manage, and make the best use of AI-driven tools and insights.

Frontline employees resistant to algorithm-driven loan approvals or relationship managers skeptical of AI-generated client advice create adoption friction. AI’s potential falters without employee buy-in. Institutions reporting high AI adoption must:

  • Demystify AI:  Financial institutions can assist their employees through transparent model documentation and employee co-creation workshops
  • Transparent upskilling: Bank of America’s Academy, the bank’s training arm, has turned to artificial intelligence to sharpen staff skills. Through AI-powered conversation simulators, employees rehearse client interactions and receive instant feedback. Last year, staff completed over a million such simulations, with many reporting that this practice leads to more consistent and higher-quality service.
  • Measure trust metrics: These metrics gauge how comfortable staff rely on AI outputs for decision-making, such as credit underwriting or customer advice. One research found that organizations with higher AI trust conduct regular reviews of AI outputs — 74% of successful companies check AI results at least weekly — ensuring oversight and improving confidence.
  • Ethical governance frameworks: Institutions with clear AI bias mitigation protocols report 28% higher workforce trust scores.

Strategic imperatives for AI-first leadership

To avoid becoming cautionary tales, financial institutions must:

  1. Align AI spending with business outcomes: Tie data modernization projects to specific revenue goals. They must also phase generative AI deployments from low-risk areas (marketing content generation) to core processes (regulatory reporting).
  2. Institutionalize AI governance: Banks can establish cross-functional councils to oversee model ethics and compliance. Implementing real-time monitoring for AI-driven decisions such as loan denials can also help with governance.
  3. Bridge the talent gap: Focusing on AI literacy, creating “AI translator” roles to mediate between technical teams and business units, and providing explainable decisions by high-impact AI systems.
  4. Prioritize use case alignment: McKinsey found that tracking institutions linking AI projects to specific KPIs generated the most impact on their bottom lines.

Unlocking AI’s potential requires dismantling silos between IT spending and business value. Institutions that marry technological ambition with organizational trust-building will likely move ahead. In this high-stakes transition, the ultimate metric won’t be algorithms deployed or dollars spent but sustained alignment between silicon and human intelligence. The race isn’t for the biggest budget, but for the most coherent strategy.

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