Nasdaq, Inc. (Nasdaq: NDAQ) has scheduled its 2026 Annual Meeting of Shareholders for June 10, 2026, at 8:00 AM ET. The virtual meeting website can be accessed 15 minutes prior to the meeting by visiting: www.virtualshareholdermeeting.com/NDAQ2026.   Shareholders of record as of April 13, 2026 will be eligible to vote and participate in the Annual Meeting. Nasdaq’s 2026 Proxy Statement and 2025 Annual Report on Form 10-K are available at ir.nasdaq.com or proxyvote.com. The Proxy Statement contains information on voting and virtual attendance procedures. 

Capital Markets Gateway (CMG), a fintech firm transforming the equity capital markets (ECM), today announced that BNP Paribas has joined its global underwriter network as both an investor and a client. BNP Paribas will support CMG’s efforts to modernize global ECM workflows, joining existing investors that include Bank of America, Barclays, Citi, Fidelity Investments, Franklin Templeton, Goldman Sachs, J.P. Morgan, Morgan Stanley, Royal Bank of Canada, TD Securities and UBS. As a leader in banking and financial services in Europe, with a global footprint that spans 64 countries, BNP Paribas brings deep ECM expertise and a strong European capability to CMG’s growing network. Through the partnership, BNP Paribas will leverage CMG’s platform to sharpen data intelligence and support innovation across the full value chain. This announcement follows CMG’s recent London expansion, extending its reach to EMEA markets and broadening access to institutional participants in the region. BNP Paribas will also participate in CMG’s regional working group, providing input on product development and perspectives on evolving market needs. “The addition of BNP Paribas marks an important milestone in our EMEA strategy and reflects growing demand for modern ECM infrastructure across the region,” said Greg Ingram, CEO of CMG. “Their leadership in European capital markets and active participation in our regional working group will be instrumental as we continue to scale our platform globally.” “Partnering with CMG underscores our commitment to advancing innovation in ECM and keeping client experience at the heart of our strategy,” said Frederic Zorzi, Global Head of Primary Markets at BNP Paribas. “CMG is building the data infrastructure and connected workflows that ECM processes require — bringing structure, real-time intelligence and true connectivity to origination and execution.” CMG continues to expand its global underwriting network, reinforcing its mission to deliver modern technology and streamlined workflows to market participants worldwide.

CME Group Inc. (NASDAQ: CME) today announced the preliminary shareholder voting results from its 2026 annual meeting. At the meeting, shareholders: Elected Terrence A. Duffy, Kathryn Benesh, Timothy S. Bitsberger, Charles P. Carey, Bryan T. Durkin, Harold Ford Jr., Martin J. Gepsman, Daniel G. Kaye, Phyllis M. Lockett, Deborah J. Lucas, Rahael Seifu, William R. Shepard, Howard J. Siegel and Dennis A. Suskind, each for a one-year term expiring in 2027. Ratified the appointment of Ernst & Young LLP as the company's independent registered public accounting firm for 2026. Approved, on an advisory basis, the compensation of our named executive officers. The official results and voting percentages for each of the foregoing proposals will be disclosed in a Current Report on Form 8-K to be filed with the Securities and Exchange Commission. In addition, at the meeting, the proposals submitted to the company's Class B shareholders were adjourned. These proposals will be presented at an adjourned meeting to be held virtually on Tuesday, June 9 at 11:00 a.m. Central Time. The link to the virtual meeting will be available on the Investor Relations section of the company's website. Following the meeting, an archived recording will become available at the same site.  Questions regarding the adjourned items and queries for support to vote at the adjourned meeting may be directed to annualmeeting@cmegroup.com.

Stephen I. Miran submitted his resignation Thursday as a member of the Federal Reserve Board, effective when or shortly before his successor on the Board is sworn in. He has been a member of the Board since September 16, 2025, when he took office to fill an unexpired term ending January 31, 2026. Prior to his appointment to the Board, Dr. Miran served as chairman of the Council of Economic Advisers under President Donald J. Trump. He previously worked as a senior strategist at Hudson Bay Capital Management and a senior fellow at the Manhattan Institute for Policy Research. From 2020 to 2021, Dr. Miran served as senior adviser for economic policy at the U.S. Department of the Treasury. He worked in financial markets for a decade before joining the Treasury. Dr. Miran received a B.A. in economics, philosophy, and mathematics from Boston University. He earned a Ph.D. in economics from Harvard University. A copy of his resignation letter is attached.  Attachment (PDF)

Today, the Registration, Inspections and Examinations Division (RIE) of the Ontario Securities Commission (OSC) published its 2026‑27 Examination Priorities (the 2026 Examination Priorities), which outline key areas of focus for compliance examinations over the coming year and reflect RIE’s risk-based approach to oversight. The 2026 Examination Priorities are guided by a number of external and internal sources, including RIE’s ongoing oversight activities, horizon scanning, consultation across OSC divisions, collaboration with our regulatory partners, market developments, and engagement with registrants and other stakeholders. Some key highlights for the year ahead include RIE’s continued focus on high impact and high-risk firms that are identified through the Risk Assessment Questionnaire. RIE will also conduct a thematic sweep on marketing practices with its Canadian Securities Administrators partners. Additionally, RIE will work jointly with the Canadian Investment Regulatory Organization (CIRO) and conduct examinations on a number of CIRO firms. “RIE’s 2026 examination priorities continue to provide greater transparency to our stakeholders on areas of focus for the upcoming fiscal, as well as promoting proactive compliance from our registrants”, said Matthew Onyeaju, Senior Vice President, RIE. “We aim to promote strong compliance practices, enhance awareness of regulatory obligations, and support confidence in Ontario’s capital markets.” In response to changing market dynamics, RIE is exploring the use of technology, including artificial intelligence, to enhance examination processes and improve efficiency while maintaining robust regulatory judgment so that non‑compliance identified through examinations can be addressed appropriately. While the 2026 Examination Priorities highlight key areas of planned focus, they are not exhaustive. RIE will remain responsive to new and emerging risks, evolving products and services, market events, and investor concerns as they arise. More information, including resources to help registrants prepare for an examination, is available on the OSC website. The mandate of the OSC is to provide protection to investors from unfair, improper or fraudulent practices, to foster fair, efficient and competitive capital markets and confidence in the capital markets, to foster capital formation, and to contribute to the stability of the financial system and the reduction of systemic risk. Investors are urged to check the registration of any persons or company offering an investment opportunity and to review the OSC investor materials available at https://www.osc.ca.

The Canadian Securities Administrators (CSA) today published a Notice and Request for Comment related to proposed amendments and changes to enhance the Canadian issuer bid, take-over bid, and beneficial ownership reporting regimes.  “The proposed amendments and changes are intended to provide issuers with greater flexibility to repurchase their own securities, enhance transparency of ownership of derivative interests in specified circumstances, and reduce regulatory burden,” said Stan Magidson, CSA Chair and Chair and CEO of the Alberta Securities Commission. “These changes aim to enhance the integrity of the issuer bid, take-over bid, and early warning reporting regimes through clarifying amendments and supplemental policy guidance.”  In particular, the proposed amendments and changes would: introduce a new issuer bid exemption to allow selective repurchases by an issuer of securities of its own issue, subject to certain parameters; require enhanced disclosure with respect to interests in derivatives that substantially replicate the economic consequences of ownership and other agreements, arrangements, or understandings that have the effect of altering economic exposure to an issuer in the context of take-over bids and proxy solicitations for which an information circular is required to be sent; provide further guidance on the circumstances where the disclosure or use of equity equivalent derivatives may engage the public interest jurisdiction of securities regulatory authorities; provide guidance on the appropriate timing of disclosure of an acquiror’s “plans or future intentions” in an early warning report; specify filing requirements and clarify the appropriate application or interpretation of certain provisions in respect of take-over bids, issuer bids, and the early warning reporting regime; and address certain issues of a targeted or housekeeping nature related to circumstances where exemptive relief is currently required. In the Notice, the CSA is seeking feedback on the proposed amendments and changes. The 90-day comment period closes August 12, 2026. Stakeholders are encouraged to submit their comments using the method set out in the Notice, which is available on CSA members’ websites.   The CSA, the council of securities regulators of Canada’s provinces and territories, coordinates and harmonizes regulation for the Canadian capital markets.

Introduction Thank you, President Schmid, for the invitation to join you today, and thanks also to the Federal Reserve Bank of Kansas City for hosting this conference for community bankers on the future of banking. While I am not able to be with you in person today, I appreciate being able to join you virtually. As many of you know, this is my hometown Reserve Bank. Visiting the KC Fed is a little bit of a homecoming for me because Kansas is where I began my banking career at my family's rural community bank, and where I learned the lessons as a banker and as a state bank commissioner that continue to shape my perspective as a Governor and now as the Vice Chair for Supervision. Personal connections in the community create deep local knowledge, enabling lending decisions based not solely on credit scores, but on relationships, history, and character—elements that no algorithm can replicate. While my regulatory perspective has broadened over the years, the fundamental lessons from community banking—relationship focus, community stewardship, and practical risk management—remain central to how I approach supervision and regulation. They also fundamentally inform how I think about tailoring. Six hundred thirty-nine community banks call the 10th District home. Not only does it have the second-largest geographic area under Fed supervision, but more than half of the District's banks are headquartered in rural areas. Its area is significant—and it is a microcosm for understanding the future of community banking across America. In this District, banks serve distant rural communities alongside concentrated urban centers. They navigate commodity price volatility that can transform local economies in a single growing season. They compete against financial institutions that are well-funded but have no physical branches. Yet these community banks are remarkably resilient. They have developed specialized lending expertise that larger institutions simply cannot replicate. They create deep customer relationships that transcend transactional banking. Many have partnered strategically with fintechs rather than viewing them solely as competitors and have continued to profitably serve communities providing essential financial services. The business model works when it is executed with skill and commitment. Innovations created in this District often become standard practice nationwide. Many agriculture banks created mobile banking solutions to serve their customers, many of whom are farmers, spread across large geographic areas making accessing brick-and-mortar locations significantly challenging while tending to their daily operations. Similarly, an Oklahoma bank created a mobile banking application focused on the financial well-being of our military service members. This bank has demonstrated commitment toward modernizing the banking experience for members of the U.S. military, offering checking, savings, and mortgage products. That's why the theme of this conference, the "Future of Banking," is particularly fitting. In so many ways, 10th District banks are already building that future. Our renewed regulatory and supervisory approach implementing tailored requirements and expectations focused on material financial risks is designed to support that future. The Challenge: One-Size-Fits-AllSince the global financial crisis, the regulatory and supervisory approaches designed for large institutions have often been pushed down to community banks. That one-size-fits-all approach creates an unlevel playing field for community banks in an increasingly competitive environment with evolving customer needs. While there are many examples, I will focus on two that will clearly explain the one-size-fits-all problem. The current expected credit loss (CECL) accounting framework requires sophisticated modeling that is more appropriate for large complex institutions. The resources, specialized staff, extensive data sets, and auditing associated with complex lifetime loss forecasting creates an ongoing cost and compliance burden that provides no meaningful benefit for community banks that rely on straightforward lending practices and close relationships with borrowers. Similarly, Regulation O, while important for preventing conflicts of interest, imposes disproportionate burdens on community banks where local board members often have the deepest understanding of local credit conditions. In some rural communities, local business leaders are not willing to serve on a community bank board because they would lose the ability to obtain credit cards or lines of credit from the bank or be forced to bank outside the local rural community. The supervisory approach to Regulation O compliance appears to have evolved in a manner that can treat minor technical violations and inadvertent errors with a degree of severity more comparable to substantive violations. In some cases, examiners have issued matters requiring attention and other supervisory criticisms, including enforcement actions for menial, unintentional Regulation O issues that do not trigger the rule's concern about preferential treatment. As a result, a significant number of banks have determined that the compliance risk associated with extending credit to their officers and directors exceeds any business justification for doing so. These banks have adopted blanket policies prohibiting all extensions of credit to insiders, including routine consumer products like credit cards, overdraft facilities, and residential mortgage loans. Consequently, senior officers and directors cannot rely solely on their local bank but must establish banking relationships with another bank. The same principle of appropriate tailoring that applies to regulations must also include supervision. Traditional supervisory approaches often ask, "Why should we allow this?" rather than "Why shouldn't we?"—a posture that disadvantages banks seeking to adapt to market changes and customer needs. To address this, we published supervisory operating principles to govern our supervisory activities. These principles appropriately focus our supervision on material financial risks. This isn't about lowering standards; it's about focusing supervisory attention on what matters most—what leads a bank to fail—and identifying as early as possible significant threats to safety and soundness. Clarifying standards for issuing Matters Requiring Attention (MRAs) supports this approach. In the past, banks received MRAs for procedural matters or for deviating from best practices—an approach that inherently favored established processes over innovation and focused examiner attention on form over substance. Our new approach establishes a clear standard for MRAs and Matters Requiring Immediate Attention (MRIAs) to be issued to address deficiencies that could lead to a material impact on a bank's financial condition—not procedural or documentation shortcoming that poses no genuine threat to safety and soundness. Under this approach, an MRA or MRIA will be issued for an unsafe or unsound condition when a deficiency, if left unaddressed, would create a significant probability of significant harm to the bank's financial condition, or has already caused significant actual harm. To be clear, prioritizing material risks does not mean overlooking threats to critical operations. Cybersecurity and operational resilience remain essential supervisory concerns. Banks must maintain robust defenses against these evolving threats. Preserving safety and soundness remains a priority. But our framework should distinguish between material risks that genuinely threaten bank safety and soundness and procedural variations that are effective, but that simply differ from convention or supervisory expectations. Additionally, together, the federal banking agencies finalized an update to the community bank leverage ratio. These changes offer enhanced flexibility without compromising robust capital standards, better positioning community banks to focus on their primary mission to serve the businesses and families in their communities. An effective regulatory framework should enable well-managed institutions to grow, reach underserved markets, and adapt to changing conditions—all while preserving the safety and soundness that protects depositors and maintains public confidence in our banking system. Turning to emerging challenges like artificial intelligence, custody of digital assets, and evolving payment systems, the Fed's role is to understand and encourage risk management of the use of these technologies. Genuine collaboration is critically important—where supervisors bring risk-management perspective and regulatory expertise, and bankers bring market knowledge and a deep understanding of customer needs. This conference, and events like it, are essential to this process. They enable us to hear directly from you, understand the realities you face, and adjust our approach accordingly. Closing ThoughtsThe future of community banking relies on each of the banks participating in this conference. Demand for local knowledge, a trusted relationship focus, creative problem-solving, and an unwavering commitment to your community are what will enable your success in evolving markets. Regulatory frameworks that support rather than constrain your efforts are also required. The past 15 years have demanded your remarkable resilience and adaptability. Thank you for thriving in the face of adversity. As a former banker, state bank regulator, governor and now Vice Chair for Supervision, I am committed to ensuring that both regulation and supervision are appropriately tailored to bank size, complexity, risk and business model while encouraging responsible innovation and strategic adaptation to meet the expectations of the evolving financial market. President Schmid, thank you for hosting this event, and for your leadership of the 10th District. I look forward to seeing you again soon.

On 15 May 2026, the following updated constituents list for OFZ Zero Coupon Yield Curve will come into force. № Наименование Номер государственной регистрации 1 OFZ 26245 SU26245RMFS9 2 OFZ 26219 SU26219RMFS4 3 OFZ 26226 SU26226RMFS9 4 OFZ 26207 SU26207RMFS9 5 OFZ 26232 SU26232RMFS7 6 OFZ 26212 SU26212RMFS9 7 OFZ 26242 SU26242RMFS6 8 OFZ 26228 SU26228RMFS5 9 OFZ 26218 SU26218RMFS6 10 OFZ 26241 SU26241RMFS8 11 OFZ 26221 SU26221RMFS0 12 OFZ 26244 SU26244RMFS2 13 OFZ 26225 SU26225RMFS1 14 OFZ 26233 SU26233RMFS5 15 OFZ 26240 SU26240RMFS0 16 OFZ 26243 SU26243RMFS4 17 OFZ 26230 SU26230RMFS1 18 OFZ 26238 SU26238RMFS4 19 OFZ 26239 SU26239RMFS2 20 OFZ 26247 SU26247RMFS5 21 OFZ 26236 SU26236RMFS8 22 OFZ 26237 SU26237RMFS6 23 OFZ 26248 SU26248RMFS3 24 OFZ 26235 SU26235RMFS0 25 OFZ 26224 SU26224RMFS4 26 OFZ 26246 SU26246RMFS7 27 OFZ 26249 SU26249RMFS1 28 OFZ 26250 SU26250RMFS9 29 OFZ 26252 SU26252RMFS5 30 OFZ 26251 SU26251RMFS7 31 OFZ 26253 SU26253RMFS3 32 OFZ 26254 SU26254RMFS1  

Cboe Global Markets, Inc. (Cboe: CBOE), a leading global markets operator and pioneer in equity derivatives, today announced the preliminary shareholder voting results from its 2026 Annual Meeting held today. All 12 board of director nominees served during the 2025-2026 board term and received a majority of votes cast. The board members elected to serve one-year terms expiring in 2027 are: William M. Farrow, III Craig S. Donohue Edward J. Fitzpatrick Ivan K. Fong Janet P. Froetscher Jill R. Goodman Erin A. Mansfield Cecilia H. Mao Jennifer J. McPeek Roderick A. Palmore James E. Parisi Fredric J. Tomczyk Alexander J. Matturri, Jr., who joined the Board of Directors of Cboe Global Markets in 2020, did not stand for reelection. "On behalf of the Cboe Board, we thank Alex for his many contributions and wish him the best," said William M. Farrow, III, non-executive Chairman of the Board of Cboe Global Markets. In other proposals, shareholders: Approved, in a non-binding resolution, the compensation paid to the company's executive officers; Ratified the appointment of KPMG LLP as the company's independent registered public accounting firm for the 2026 fiscal year; and Rejected stockholder proposal regarding shareholder right to act by written consent. Additional information about each of the matters acted upon by shareholders at the Annual Meeting is in the proxy statement that was furnished to shareholders in connection with the meeting. The proxy statement is also available in the Investor Relations section of www.cboe.com. The final vote totals for the matters acted upon by shareholders at the Annual Meeting will be reported in a current report on Form 8-K filing with the SEC and posted on http://ir.cboe.com.

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An Executive Roundtable exploring the challenges companies are facing on evolving cybersecurity threats, ransomware and AI concluded that those firms most vulnerable include those that fail to recognize cybersecurity as a governance and potentially existential issue. Experts also warned that when a cybersecurity event occurs, the average recovery time is 21 days, while the average amount of operating capital most middle-market firms maintain covers only 26 days. Held in Chicago in April, the Beyond the SOC (Security Operations Center) roundtable featured a frank, in-depth discussion among a cross-disciplinary group of senior cybersecurity practitioners, financial services executives, legal counsel, insurance professionals and technology leaders – including officials who have managed some of the most high-profile cybersecurity breaches in the world. The event was organized and co-hosted by Mayer Brown, an international law firm with specialties including in AI and cybersecurity; Tölt Strategies, an independent compliance and regulatory advisory firm; Blue Team Alpha, a rapid response cybersecurity firm; and DIACSUS, a financial services advisory firm specializing in data, digital, risk, regulation, AI frameworks, transformation, merger and acquisition (M&A) due diligence and growth strategies.  The agenda focused on four core themes: Managing Cybersecurity in an Evolving Threat Environment: Bridging the gap between technical risk and financial impact. 'Punch Back': Navigating the legal, technical and ethical friction of offensive cyber defense. 'True Recovery': What genuine operational resilience looks like beyond backup tapes. AI as a 'Force Multiplier': Material changes to economics and effectiveness on both the attack and defense sides of the equation. Roundtable participants flagged a structural misalignment between chief information security officers (CISOs) and financial leadership. Most organizations frame cyber risk in qualitative terms, not the dollar-denominated language that drives capital decisions for chief financial officers (CFOs), CEOs and Boards. An estimated 80% of organizations cannot put a dollar value on their own data or calculate the profit impact of an outage. The fix, participants concluded: CISOs must translate technical risk into financial terms – dollars lost per day from interruption or corruption – so leadership can resource and hedge against it appropriately. Brad Giemza, event moderator and Advisor and Consultant to Tölt Strategies, said: “Cyber risk is still too often communicated in technical terms, while capital is allocated in financial ones. The organizations that will get this right are those that can translate security signals into clear economic impact in dollars at risk, downtime cost and business disruption so leadership can make informed decisions.” Ed Driscoll, CEO of Blue Team Alpha and a former U.S. Navy defense contractor, said that while AI threat triage is here, most company defenses still rely on manual triage, human escalation and analyst review, which he said are already obsolete. “Cybersecurity is no longer about humans attacking humans. It’s now about AI-generated, autonomous attacks, and it’s moving at speeds that no human team can match. AI detection is here, but we need to recognize that these threats are not just autonomous but bespoke as well. We’re no longer living in a world where there is a known set of threat vectors to defend against. Bespoke AI attacks demand bespoke countermeasures deployed at machine speed with a ‘human in the loop.’” Participants also distinguished between compliance and security, noting that a firm that passed a System and Organization Controls (SOC) 2® audit may have met a baseline of compliance, but breaches don’t happen at the baseline. Kirke Cushing, Partner of DIACSUS, said: “Ticking a box is transactional at best and not strategic. Breaches happen in the 0.1% gap that auditors or SOC controls don’t test or assess well enough; think residual access, misconfigured permissions, and edge-case workflows and exceptions that became permanent by default. Attackers and adversaries are looking for this control gap, where no one internally is on top of it. Outside of identity controls, this is the next critical assessment space.” A number of participants wanted to discuss the latest thinking on “punching back,” or going after attackers directly in cyber. Veronica Glick, Partner of Mayer Brown, said: “Attackers in today’s world have low costs and a high upside, while defenders face high costs and constant pressure as they work to protect their companies against any potential threats. Within existing legal constraints, we are seeing growing interest in policy debates around active defense.” The U.S. Computer Fraud and Abuse Act (CFAA) enacted in 1986 broadly prohibits unauthorized access, encompassing virtually any offensive action against an attacker’s infrastructure. Participants discussed that many elements of the Act may be outdated, creating risk but also potential opportunity around cyber policy. Despite the need for policy examination, an offensive approach could lead to risks, including inadvertently impacting the infrastructure of third parties, such as company consultants that may have been compromised. There is also the significant risk of triggering escalation or interfering with an active government intelligence operation, among others. Changes in policy would require a close look at these and other potential issues, participants said. Driscoll said: “The CFAA is outdated, and the current environment creates both risk and potential opportunity around cyber policy. Firms with a material stake in critical infrastructure should engage in advocacy, rather than wait to react to legislative outcomes. ”Properly insuring against cyber risk – particularly when there could be a multi-billion dollar impact – is another major challenge. One participant pointed out that firms with annual revenues between $200 million and $1 billion are systematically under-insured. Boards routinely reject higher coverage tiers because the premium is deemed excessive, without rigorous analysis of the actual cost that a 21-day data and system shutdown would bring. Dorothy DeWitt, founder and CEO of Tölt Strategies and former Director of the Division of Market Oversight at the U.S. Commodity Futures Trading Commission (CFTC), said companies may begin to “think outside the box” and utilize the power of curated prediction markets to guide major decision-making. She said companies can requisition a prediction market for cyber risk and recognize an outage risk as a priced probability, with continuous market-based signals driving the contract trading, helping companies decide how to allocate resources across prevention and insurance. “Such a vehicle could surface real-time probabilities and challenge internal corporate assumptions. Markets are extraordinarily efficient at pricing uncertainty, and cyber risk is the ultimate uncertainty.”   Participants also emphasized strongly that avoiding use of AI is not the way to defend against cyber risk. Rather, companies that fail to explore its potential risk losing out to competitors. “We see companies moving in the direction of autonomous detection, autonomous response and systems that can fight without waiting for approval,” Cushing said.

Apex Group Ltd (“Apex Group”) a global financial services provider with over $3.5 trillion in assets serviced, today announced that it is providing transfer agency services to Fidelity International in support of the launch of its first tokenised product, which offers institutional and professional investors 24/7 liquidity. The capabilities are designed for on‑chain markets and real‑time processing environments. The launch reflects the continued evolution of regulated asset management as tokenisation and on‑chain workflows are incorporated into institutional fund operating models, while maintaining established standards of governance, investor protection, and operational control. In this context, Apex Group acted as transfer agent, supporting digital investor onboarding, wallet whitelisting, and transaction processing for the tokenised fund structure, in alignment with applicable regulatory frameworks. “Tokenised fund models must meet the same standards as traditional fund structures,” said Emma Pecenicic, Head of Digital Assets Distribution at Fidelity International. “Apex Group’s transfer agency support helped extend established fund operating practices into an on‑chain environment, while maintaining the standards our clients and regulators expect.” Peter Hughes, Founder and CEO of Apex Group, said: "Apex Group’s 24/7 digital transfer agency model removes a structural limitation that has held back digital liquidity markets. Many funds operate on chain, yet their subscriptions and redemptions still depend on traditional, business hour processes. Investors gain real‑time access to liquidity and continuous, automated processing. It reflects a more modern market infrastructure that is always available, transparent, and designed to reinforce trust.” Fidelity International also worked with a network of established infrastructure providers, including Sygnum, J.P. Morgan, and Chainlink, to support this initiative.

The World Federation of Exchanges (WFE) is pleased to announce that the WFEClear Conference 2027 will take place from 27–29 April in Almaty, Kazakhstan. The conference will be hosted by Kazakhstan Stock Exchange (KASE) and its subsidiary, the KASE Clearing Center. WFEClear, the WFE’s annual conference for clearing houses and central counterparties (CCPs), brings together senior leaders from exchanges, clearing institutions, regulators and academia from across the global market infrastructure community to discuss the key issues shaping clearing, risk management and post-trade services. Almaty provides a fitting setting for these discussions. Historically part of the Silk Road, one of the earliest centres of organised trade, the region has long served as a meeting point for markets and exchange. Today, Kazakhstan’s financial ecosystem is entering a new phase of development, with CCP capabilities evolving in tandem with efforts to strengthen market infrastructure. This creates a new opportunity for the global clearing community to engage with a market experiencing steady growth and increasing international interest. Nandini Sukumar, Chief Executive Officer of the WFE, said: “Bringing WFEClear to Almaty reflects the region’s long-standing role in facilitating trade and its development as a financial market. As Kazakhstan continues to build out its CCP framework, the conference provides an opportunity to share perspectives and examine the issues shaping clearing markets globally.” Natalya Khoroshevskaya, Chairperson of the KASE Clearing Center, said: “Hosting WFEClear 2027 in Almaty marks an important milestone for Kazakhstan’s post-trade infrastructure. It provides a platform to showcase the progress we have made in developing robust CCP capabilities, while fostering dialogue with global peers on advancing resilience, transparency and innovation in clearing. We look forward to welcoming the international community to engage with our market at a time of meaningful transformation.” Further details on the agenda, speakers, and registration will be announced over the coming months.

Speaker: Nikhil Rathi, chief executiveEvent: FCA financial crime conferenceDelivered: 14 May 2026 Highlights Financial crime is more organised, technologically advanced and interconnected than ever, making it a threat to national security and economic stability. The response to financial crime must be system-wide. This includes better information sharing, smarter use of technology and deeper collaboration across firms, regulators, government and law enforcement. The scale and speed of financial crime mean we cannot defend against every threat equally, and must prioritise where we focus our collective effort. A new threat landscape Financial crime is changing – fast. It’s more technologically enabled. More organised than ever before. And moving at speed. Which is why the fight against financial crime sits at the heart of our 5-year strategy. But it’s not just the volume that’s changed; it’s who is behind it. Organised criminal groups running professional networks that operate across borders. Take investment fraud. A personal tragedy, and one many of us here today have seen touch friends or family. Leaving them grappling with an average loss of over £25,000Link is external  – a life-changing amount of money, that they’ve likely spent decades saving. But they’re losing more than money: confidence, security and, too often, their sense of self. However, zoom out and you’ll find something even more troubling. Farms of people, thousands of miles away, working to target as many people as possible. And proceeds that flow back into criminal enterprises funding more heinous crimes. The kind with a human cost, both here and abroad. These groups are blending fraud, money laundering, sanctions evasion and cyber‑enabled crime. Putting at risk trust in the whole financial system, even economic growth. Funds that could be productively invested, diverted instead into criminal coffers. Our response has to be just as broad and adaptable. Because the reality is that our financial system is part of that supply chain – exploited by criminals moving dirty money through complex layers designed to stay hidden. And, increasingly, there are links with actors connected to some states who are deliberately weakening trust in our institutions and exploiting openness in our systems. Using their ill-gotten gains to fund other illegal and destabilising activity – whether on the streets of Khartoum or Carlisle – while staying below the radar. The damage reverberates far beyond a single victim. It destabilises our society – eroding trust in our institutions, financial system and each other. That’s the scale of what we’re dealing with. I’ve said before that separating financial services from national security is outdated and dangerous. This is a question of fundamental economic and national security. No single organisation can see that threat clearly – or disrupt it effectively – alone. That’s why we’re all here today. Financial services. Technology and infrastructure providers. Regulators. Government. Law enforcement. Consumer groups. As a collective, we have a question to face honestly: Are the ways we’ve traditionally tackled financial crime still fit for the environment we are now operating in? Whack-a-mole For many of us, the answer will be no. How many of us have felt, at times, that fighting financial crime is like whack‑a‑mole? One threat disappears. Another pops up somewhere else. We respond quickly – and, I would argue, often effectively - but not necessarily at scale or in full coordination. Why is that? Historically, we’ve organised our responses around institutional boundaries. Each firm or authority focused on its own remit and responsibilities. That may have made sense when threats were slower and easier to contain.   But criminals today don’t see our org charts. They see seams. Gaps to exploit in the hand-off between one system and another. In the place where information isn’t shared, or responsibility is a grey area.   Against this kind of networked threat, we will always be outgunned if we act alone. So we need to update our thinking – fast. System-wide effort How can effort be better directed across the system? I’ll start. I’ve suggested that layering coordination onto existing approaches will not be enough against a highly agile, networked threat. It requires a radically different operating model. One designed for the reality we face – faster, more connected, and more focused on outcomes. That starts with widening the lens. When we talk about fighting financial crime, we often start with industry. But consumers are the first true line of defence. By checking before they invest, questioning what seems too good to be true. But they need proper tools to protect themselves. Which is why we’ve launched campaigns like Firm Checker and InvestSmart. Still, the system they operate in has to be trustworthy. And that means having the right firms in it, which is why the authorisations gateway matters. It’s where we stop harm before it starts. And why we believe the new, post-EU regulatory payments regime should follow the same model as the rest of financial services – across authorisation, supervision and enforcement. But firms aren’t the whole picture. Everyone in this room shapes how criminal networks move money, hide activity and keep out of sight. It’s been encouraging to see firms leaning into the information-sharing powers that the Economic Crime and Corporate Transparency Act provides. Done well, private-to-private sharing is one of our most powerful tools. Because something else we should be clear on: this is not regulators versus industry versus consumer. We are on the same side, with the same adversary. The criminal. A system‑wide response means leaning into those interdependencies. Changing approach for a changing threat In practical terms, that means 3 shifts. First, greater openness. Earlier, more effective and responsible sharing of information, insight and signals. So risks are understood before they crystallise into harm. This is the thinking behind data fusion, a public-private initiative led by the National Crime Agency (NCA) and National Economic Crime Centre. Already, we’re finding more cases of serious organised crime abusing FCA-registered firms. The same principle is driving our work with the NCA to develop a secure data pipeline. And by June, we’ll begin wider sharing of our intelligence data with law enforcement agencies – starting with over 5,000 records via the Police National Database. Second, embracing technology. Criminals are adopting new technology at pace, and we have to keep up. At the FCA we’re investing heavily in data, technology, surveillance and detection tools.   For example, our financial crime detection capabilities programme brings together advanced network analytics, curated data and secure intelligence handling. So we can identify threats earlier and intervene more effectively. Testing in the payments sector showed that our new analytics identified firms with potential money laundering risks earlier than previous rule-based approaches. Innovation has to be a key part of our security toolkit, but capability can only go so far without collaboration. A rigorous gateway takes time, and robust anti-money laundering (AML) requirements come with a price tag. These are real tensions which deserve open engagement, not just better coordination. Bringing me to the final – and perhaps most important – shift: deeper joint working. With the NCA, we’ve published 9 economic crime priorities, focusing our effort where the threat is greatest: money laundering, fraud, jurisdictions of risk. The list goes on. You’ll hear more later today – but selected banks are now piloting action plans and already generating law enforcement outcomes.   The new AML regime also creates real opportunities to deepen our work with professional body supervisors in the legal and accountancy sectors.     On the international level, our recent finfluencer week of action proved what’s possible. 17 regulators from 14 countries, working together on one coordinated push that resulted in: A guilty plea for illegal social media promotions. Nearly 40 warnings. Over 100 account takedown requests. And we are looking forward to the appointment of a UK president of the Financial Action Task Force from July, as further opportunities to build momentum. Because when the threat doesn’t stop at our borders, neither can our response.   Which is why we’re deepening our use of IOSCO to coordinate action and close the gaps they depend on. From participating in I-SCAN, a live global database of alerts on unauthorised firms.   To hosting a joint TechSprint with our AI Lab, building tools to help investors spot scams in the age of AI. And sending a clear message to big tech: you cannot sit on the sidelines as online investment fraud continues to rise. The international picture is kaleidoscopic, with other jurisdictions’ priorities on financial crime changing amid political and geopolitical shifts. That presents us with new choices and pressures. But that is not a reason to lower our standards. If anything, it’s a reason to be smarter about where we focus. Prioritisation as security discipline There is another pressing reality we have to confront: Technology, including AI, is accelerating the pace on both sides. The Australian Securities and Investments Commission recently warned that AI could expose cyber security vulnerabilities at a speed and scale the likes of which we’ve never seenLink is external. The threat isn’t coming – it’s here. The FCA’s own intelligence infrastructure has now processed over 52 million intelligence records.   At these levels, it is simply not possible to chase every single lead. To pretend otherwise would spread our effort too thin and leave us permanently reacting to activity that has already moved on. So we need to be candid that we won’t be able to defend everything equally. We have to prioritise. We won’t always get it right. But that’s a risk we have to accept to fight financial crime more effectively. We know that across the system, our partner organisations are under the same pressures: more complexity, volume and velocity, without more resource. And a threat that is becoming harder to read. So these aren’t just our choices. They’re choices for the system. And they need the Government to be clear about where financial crime sits in relation to growth, innovation and risk appetite. That’s a policy question. Not a regulatory one.   As the trade‑offs become visible, judgement and discipline are more important than ever.  Conclusion: shared responsibility for shared security If we get this right, the payoff is significant. Strong defences strengthen trust. Trust that encourages financial participation, inclusion and resilience. And trust that underpins the growth, competitiveness and security of our financial services system and country. None of this is easy. It requires all of us to work differently. If the threat is adaptive, our defences have to be, too. And teamwork and a partnership that spans sectors and borders is our strongest weapon against financial crime.

TRG Screen, a leading global provider of market data management solutions, today announced the launch of Invoice AI, a new AI-powered capability within its Optimize Spend platform. Designed to help financial institutions automate market data invoice processing, it turns invoices into structured, validated data. The result: less manual effort, faster processing and stronger audit readiness. The launch builds on TRG Screen’s recent introduction of Contracts AI, extending the firm’s strategy to apply AI to complex, high-friction processes in market data management. For many firms, invoice processing remains time-consuming and error-prone. Invoices arrive in multiple formats, often via email, requiring teams to capture invoice data, validate fields and resolve exceptions before invoices can move forward. This creates bottlenecks, introduces errors that cascade into downstream processes and limits visibility into spend and usage.  Invoice AI addresses this by turning invoice content into structured, validated data within Optimize Spend. It extracts key invoice details, including vendor information, billing periods, amounts and line items, and maps that data to internal accounts and records. It supports single uploads, bulk processing and API-driven workflows, with full traceability to the original invoice maintained at every stage. One of Invoice AI's most powerful features is AI-powered line-item reconciliation. Unlike an OCR or bot solution, the AI extracts line items directly from the invoice and writes them into Optimize Spend with no manual entry and no external mapping overhead. Simple invoices reconcile with no touch at all. For invoices where the AI detects a discrepancy, it surfaces the exact variance, along with AI commentary telling users precisely what needs attention. Invoice AI operates within the same platform that holds clients' contracts, spend inventory and vendor relationships, meaning the intelligence is applied in context with no data leaving the workflow and no integration overhead. This cannot be replicated with fragmented tools, as OCR or bots cannot map invoice data into the Optimize Spend platform and cannot reconcile it. This helps firms reduce manual effort at ingestion and gain clearer visibility into market data spend, with structured, normalized invoice data making it easier to identify variances and surface where action is needed. “Invoice processing remains one of the most manual and resource-intensive parts of the market data lifecycle,” said Raushon Uddin, Director of Product at TRG Screen. “Firms are often dedicating significant time and headcount just to keep up with volume, particularly at month- and quarter-end. Invoice AI changes that by removing manual effort, improving accuracy and giving teams faster access to reliable data they can act on.” Invoice AI is designed for market data, procurement and finance teams managing high volumes of invoices across multiple vendors and formats. It is available as part of the Optimize Spend platform, with early adopter programs now underway. Further capabilities, including automated invoice retrieval, are planned for subsequent releases.

Broadridge Financial Solutions, Inc. (NYSE: BR), a global Fintech leader, today announced the opening of a newly established Glasgow center to provide technology-led business process outsourcing (BPO) services, further advancing the company’s international expansion strategy aligned to global client demand. “We are proud to be expanding our international presence and Glasgow is an important strategic investment for Broadridge and a natural choice for the next phase of our BPO growth,” said Mike Sleightholme, President of Broadridge International. “Our new Glasgow hub is a strategic asset that will serve our clients globally, combining the depth of Scottish financial services talent with Broadridge’s leading technology and operational expertise.” The Glasgow center has been established to meet the growing demand among financial institutions for greater operational resilience, geographic diversification, and access to highly skilled talent within the UK and European regulatory environment. Broadridge will deliver a range of key operational services spanning middle office operations, corporate actions, and static data management, including trade support, transaction processing, reconciliations, operational oversight, the monitoring and processing of corporate actions, and the maintenance, validation, and governance of reference and account data. The center has launched with a global investment bank as an anchor client, delivering operational services across the trade lifecycle, including Corporate Actions & Income Processing. Beyond serving individual clients, The Glasgow hub is designed to support the development of a scalable UK and European operating capability that can grow alongside the firm’s business and strengthen global operating models through diversified delivery locations. It will also provide access to a deep local talent pool, cost-efficient nearshore delivery, regulatory proximity, and a transition approach designed to minimize disruption to existing workflows. “As market structure evolves - including the convergence of traditional and digital infrastructure, the global move to T+1, extended trading hours, and growing demand for operational resilience - global financial institutions, are re-engineering their operating models,” said Thomas Giacolone, Global Head of Business Process Outsourcing at Broadridge. “Our Glasgow center strengthens our ability to deliver tech-led outsourcing solutions that help capital markets firms, asset and wealth managers, modernize operations, improve efficiency, and scale with greater control and continuity, with a partner they can trust. In our BPO business, we have already delivered a 30% increase in productivity, with line of sight to 50%, allowing our global clients to tangibly benefit from our tech-led approach - delivering meaningful savings from day one.” The announcement reflects broader industry trends shaping financial services operations globally. Demand for operational resilience is accelerating, nearshoring is becoming a strategic imperative, and firms are actively moving away from single-location operating models to reduce concentration risk. Glasgow’s emergence as a prominent financial services center further underscores the strategic significance of the new hub, which is expected to play an important role in Broadridge’s broader international growth strategy. As financial services firms continue to reassess their operating models in response to geopolitical, regulatory, and talent-related pressures, Broadridge’s Glasgow expansion positions the company to deliver flexible, resilient, and technology-led operational solutions for clients across the globe.

ASX Limited today announces the appointment of Anthony Attia as Managing Director and Chief Executive Officer, effective from 1 September 2026.1  Mr Attia brings close to three decades of exchange experience spanning both European and US jurisdictions. Having held senior leadership roles at Euronext, Intercontinental Exchange (ICE) and NYSE Euronext, Mr Attia’s experience spans the full value chain of exchange operations – from primary markets and listing franchises to post-trade services including clearing, custody and settlement – positioning him well to lead a complex, integrated exchange.  ASX Chair David Clarke said: “Following a comprehensive global search process, the Board is delighted to appoint someone of Anthony’s calibre. He brings deep exchange experience coupled with a proven track record of technologyenabled transformation and a clear understanding of the responsibilities that come with leading critical market infrastructure. I am confident he will build on the momentum at ASX and support the next stage of our transformation.” As Chief Executive Officer of Euronext Paris and a member of the Managing Board of Euronext from 2014 to 2021, and most recently as Euronext Global Head of Derivatives and Post Trade, Mr Attia has built a distinguished track record of leadership across global capital markets. He has led major strategic and growth initiatives while developing strong relationships with customers, regulators and market participants across several jurisdictions. Mr Attia played a central role in Euronext’s transformation into a leading pan-European market infrastructure group, including overseeing the development of Euronext’s proprietary trading platform, Optiq, and the expansion of Euronext Clearing into a multi-asset international clearing house. Earlier in his career, as Senior Vice President at ICE, Mr Attia was instrumental in the carve-out of Euronext from ICE and its successful initial public offering in 2014. He also played a leading role in shaping the organisation, governance framework and technology strategy that laid the foundations for Euronext’s long-term growth and development. Mr Attia said: “I am delighted to join ASX at a pivotal moment in its transformation. There is so much potential, and I’m excited to meet everyone at ASX and to engage directly with key stakeholders in Australia’s markets ecosystem. I look forward to working with the ASX Boards and the executive leadership team to further strengthen ASX’s role as a steward of critical market infrastructure and to position us as a leading capital markets hub in the Asia Pacific region.” As previously announced, current ASX Managing Director and CEO Helen Lofthouse will depart on 29 May 2026. Darren Yip, current Group Executive Markets and Listings was appointed as ASX Interim CEO and will support the transition to Mr Attia later this year.   Mr Attia’s start date is subject to obtaining relevant authorisations to work in Australia. 

SIFMA today issued the following statement from Kenneth E. Bentsen, Jr., president and CEO of SIFMA, on the Senate confirmation of Kevin Warsh as Chairman of the Federal Reserve: “SIFMA congratulates Kevin Warsh on his confirmation as the next Chairman of the Federal Reserve. Mr. Warsh brings notable experience and knowledge to the critical role. SIFMA and our members look forward to working with him to ensure our nation’s capital markets remain robust and resilient, and play their part in fueling economic growth and job creation.”

The Commodity Futures Trading Commission’s Division of Market Oversight and Division of Clearing and Risk today announced they have taken a no-action position regarding swap data reporting and recordkeeping regulations.  The divisions will not recommend the Commission initiate an enforcement action against designated contract markets, derivatives clearing organizations, or their participants for failure to comply with certain swap-related recordkeeping requirements and for failure to report to swap data repositories data associated with fully collateralized event contract transactions. This no-action position is subject to the terms of the no-action letter issued today.  This position is in response to numerous requests from DCMs and DCOs that list and clear event contracts. The divisions anticipate receiving similar requests, including requests to modify previous no-action positions to account for amendments to DCM designation orders, changes in DCOs, and other developments. The divisions intend for today’s no-action position to streamline the process for addressing such requests and to ensure uniform treatment of market participants. The divisions’ no-action position covers all beneficiaries of previous no-action letters concerning data reporting for similar contracts. Entities wishing to list or clear similar contracts may request a no-action position identical to today’s letter. If the divisions grant such a request, they will add the requester to the appendix to the no-action letter. This approach removes the need for the divisions to continually issue identical no-action letters and ensures consistent treatment for new and previous applicants. RELATED LINKS CFTC Staff Letter No. 26-14

Intercontinental Exchange, Inc. (NYSE:ICE), one of the world’s leading providers of financial market technology and data powering global capital markets, announced today that Jeffrey C. Sprecher, Chair and CEO, will present at the Bernstein 42nd Annual Strategic Decisions Conference. The presentation will take place on Wednesday, May 27 at 2:30 p.m. ET. The presentation will be available live and in replay via webcast and can be accessed in the investor relations and media section of ICE’s website at http://ir.theice.com.