{"id":6876,"date":"2026-06-15T13:07:05","date_gmt":"2026-06-15T13:07:05","guid":{"rendered":"https:\/\/fintech.global\/globalregtechsummitusa\/?p=6876"},"modified":"2026-06-15T13:07:05","modified_gmt":"2026-06-15T13:07:05","slug":"is-amla-the-beginning-of-a-single-european-financial-crime-regime","status":"publish","type":"post","link":"https:\/\/fintech.global\/globalregtechsummitusa\/is-amla-the-beginning-of-a-single-european-financial-crime-regime\/","title":{"rendered":"Is AMLA the beginning of a single European financial crime regime?"},"content":{"rendered":"

Europe\u2019s fight against financial crime has long been complicated by one simple fact: while the rules may be set at EU level, supervision and enforcement have remained largely national responsibilities.<\/strong><\/p>\n

The result has often been inconsistency, with firms facing different expectations depending on where they operate. The arrival of the Anti-Money Laundering Authority (AMLA) could begin to change that. Created in response to years of high-profile money laundering failures and concerns over uneven supervision, AMLA is intended to bring greater coordination, consistency and accountability to the European framework.<\/p>\n

But how far will its influence extend? Is AMLA another layer of oversight in an already complex regulatory landscape, or the first real step towards a single European financial crime regime?<\/p>\n

Will AMLA provide coherence to fragmentation?<\/strong><\/p>\n

In the view of Areg Nzsdejan, CEO of\u00a0Cardamon<\/a>, on the question of whether AMLA will finally replace fragmented national AML supervision with a single coherent regime, he states no \u2013 but it is the most credible step in that direction the EU has ever taken.<\/p>\n

He remarked, \u201cThe honest answer is that AMLA doesn\u2019t replace national supervision. It sits alongside it. The vast majority of obliged entities will continue to be supervised by their national competent authorities \u2013 after all, there has to be a reason for them to exist! AMLA will directly supervise only around 40 selected entities at launch \u2013 the largest, highest-risk cross-border financial institutions. Everyone else stays with national supervisors.\u201d<\/p>\n

What changes more meaningfully, he believes, is the rulebook. The AML Regulation is directly applicable across all member states, he states, without transposition. \u201cFor years, one of the biggest sources of fragmentation was different implementations of the same directive. Fourteen different versions of what counts as a beneficial owner, or what triggers enhanced due diligence, created exploitable gaps. A single regulation closes most of that,\u201d he detailed.<\/p>\n

Therefore, AMLA is less about replacing national supervision and more about putting a ceiling on divergence. National supervisors still operate, but within a tighter set of constraints than before. \u201cThe regime isn\u2019t unified \u2013 but it\u2019s considerably less fragmented than it was,\u201d he Nzsdejan summarises.<\/p>\n

Meanwhile,\u00a0Napier AI<\/a>\u00a0head of strategy Kevin McGuinness said that AMLA represents a vital step towards harmonising Europe\u2019s fragmented AML landscape, but regulation along won\u2019t solve the problem.<\/p>\n

He remarked, \u201cThe real challenge lies in execution. Many institutions are still operating on siloed, legacy infrastructure that simply isn\u2019t designed for a unified regime. AMLA should act as a catalyst for transformation\u2014driving a shift toward integrated, data-centric and AI-enabled compliance models that can deliver consistency at scale.\u201d<\/p>\n

For McGuinness, there is still a substantial gap between regulatory intent and operational reality for most firms, so while AMLA will set the direction, he believes many firms will struggle unless they modernise their underlying data, operating models and systems.<\/p>\n

For Aurimas Bakas, CEO of\u00a0Copla<\/a>, the creation of AMLA is not an isolated development, but part of a much broader move towards centralised, data-driven supervision across Europe.<\/p>\n

\u201cAMLA represents a structural shift the EU has been building toward for some time,\u201d he says. \u201cThe register-based supervision model it introduces reflects a broader regulatory direction that is already visible in other domains.\u201d<\/p>\n

Bakas points to the EU\u2019s work under DORA as a clear example. Through consolidated registers of ICT third-party providers, regulators are gaining a cross-border view of operational dependencies across the financial sector. AMLA, he argues, applies the same principle to financial crime, providing supervisors with a more comprehensive picture of risk across jurisdictions.<\/p>\n

That, however, does not automatically guarantee more consistent enforcement.<\/p>\n

\u201cWhether it delivers coherent enforcement depends on how actively supervisors use that consolidated view,\u201d says Bakas. \u201cThe architecture is sound. The precedent from ICT third-party oversight suggests that data collection is the easier part. The harder part is building supervisory capacity and the appetite to act on what the registers reveal.\u201d<\/p>\n

While AMLA will take direct responsibility for overseeing the highest-risk institutions, it will still inherit an environment where national authorities differ significantly in expertise, resources and enforcement approach. Those variations will not disappear overnight simply because a new authority has been established.<\/p>\n

As a result, Bakas believes AMLA\u2019s most immediate impact may be in shaping expectations rather than transforming enforcement from day one.<\/p>\n

\u201cThe more meaningful near-term effect may be normative rather than enforcement-driven,\u201d he explains. \u201cA single European regime sets a consistent baseline that firms must meet regardless of where they are incorporated.\u201d<\/p>\n

In practice, that could be one of AMLA\u2019s most important contributions. For years, fragmented supervision has created uneven standards across the bloc, allowing firms to navigate different regulatory expectations depending on jurisdiction.<\/p>\n

\u201cThat removes a category of regulatory arbitrage and raises the floor across member states,\u201d says Bakas. \u201cHistorically, that is where fragmented supervision has caused the most damage.\u201d<\/p>\n

For Bakas, the significance of AMLA lies not simply in its supervisory powers, but in its ability to create a more consistent operating environment across Europe. Whether it ultimately delivers a truly unified regime will depend on enforcement, but establishing a common baseline may prove to be the first and most important step.<\/p>\n

What power will shift to AMLA<\/strong><\/p>\n

\u00a0<\/strong>How much supervisory power will realistically shift from national regulators to AMLA? For the Cardamon CEO, less than the headlines suggest. However, the indirect shift is larger than the direct one.<\/p>\n

He said, \u201cIn terms of direct supervisory power, the transfer is limited. Around 40 entities move under AMLA\u2019s direct remit. For the rest of the market, day-to-day supervision stays national. The ECB experience with the SSM is a useful reference point \u2013 even after the Single Supervisory Mechanism was established, national authorities retained significant roles in practice. Institutions built relationships with national supervisors, and change moved slowly.\u201d<\/p>\n

For Nzsdejan, the more interesting shift is structural. \u201cAMLA has powers to issue binding technical standards, conduct peer reviews, and \u2013 critically \u2013 intervene when national supervisors are not acting effectively. That last power is significant. It creates accountability for national supervisors in a way that never previously existed.\u201d<\/p>\n

In practice, the Cardamon CEO said, this means that even where AMLA doesn\u2019t directly supervise, it shapes how supervision is conducted. National supervisors know they are being watched. That affects behaviour, even before any intervention occurs.<\/p>\n

\u201cThe political reality also can\u2019t be ignored. Member states with major financial centres were never going to accept a wholesale transfer of supervisory authority. What was agreed reflects the limits of what was politically achievable. But those limits may shift over time, particularly if AMLA demonstrates that its selected entity supervision produces materially better outcomes,\u201d explained Nzsdejan.<\/p>\n

McGuiness remarked that power will shift selectively rather than wholesale. AMLA is expected to directly supervise a relatively small number of high-risk entities, while coordinating and guiding national regulators. \u201cIts influence will be substantial, particularly in setting expectations, but national authorities will remain central to day-to-day supervision for most firms,\u201d he said.<\/p>\n

What a centralised model can do<\/strong><\/p>\n

Can a centralised model actually improve enforcement consistency across member states?<\/p>\n

In the view of McGuinness, it can, particularly in areas like regulatory interpretation, data sharing, and benchmarking.<\/p>\n

He said, \u201cA central authority can reduce inconsistencies in how rules are applied, which has historically been a weakness in the EU framework. However, full consistency will depend on how effectively AMLA collaborates with national regulators and enforces standards in practice.\u201d<\/p>\n

Meanwhile, Nzdejan believes this centralised is model is where the real potential sits, and also where the risk of disappointment is greatest.<\/p>\n

He said, \u201cThe European AML enforcement record over the last decade has been poor. Danske Bank, Swedbank, Raiffeisen \u2013 significant failures that happened not because the rules didn\u2019t exist, but because national supervisors were either too slow, too deferential, or too focused on reputational risk to act decisively. In some cases there were genuine conflicts of interest. Supervisors were also regulating institutions that were significant parts of their national economy.<\/p>\n

For Nzdejan, a central body with cross-border visibility changes that dynamic. AMLA has no national constituency to protect. It has no domestic banking sector to be cautious about. That independence should translate into more consistent, more credible enforcement over time, he said.<\/p>\n

\u201cThe critical variable is data sharing,\u201d remarked the Cardamon CEO. \u201cEnforcement consistency only follows from intelligence consistency. National FIUs have historically been territorial about sharing \u2013 AMLA\u2019s role in coordinating the FIU network is potentially as important as its supervisory function, but it depends on whether member states cooperate in practice rather than just in principle.\u201d<\/p>\n

The harder problem in the view of Nzsdejan is supervisory culture. He said that consistent rules don\u2019t automatically produce consistent enforcement. The way supervisors interpret ambiguous situations, what they consider proportionate, how they interact with firms \u2013 these are cultural and institutional habits that take years to change, he said.<\/p>\n

\u201cAMLA can issue guidance, conduct peer reviews, and share best practice. But turning that into genuinely consistent enforcement across 27 member states is a decade-long project, not a launch-day outcome,\u201d remarked Nzdejan.<\/p>\n

He concluded, \u201cI would say the direction of travel is the right one. For the first time, there is a European institution with both the mandate and the tools to drive convergence in how AML supervision is actually conducted. Whether it delivers on that depends less on the regulation and more on whether AMLA builds the institutional credibility to hold national supervisors to account. That part remains to be seen!\u201d<\/p>\n

The barriers that stand in the way<\/strong><\/p>\n

The argument for bringing AML, fraud and KYC functions closer together is no longer particularly controversial. Most firms recognise the operational benefits of a more unified approach to financial crime risk. According to Aurimas Bakas, CEO of Copla, the challenge is not convincing organisations of the value of convergence. It is overcoming the structural barriers that continue to stand in the way.<\/p>\n

\u201cThe operational case for convergence is already well established,\u201d says Bakas. \u201cThe barriers that remain are structural rather than conceptual.\u201d<\/p>\n

At the top of that list is technology infrastructure. Over many years, AML, fraud and KYC teams have typically built their own vendor ecosystems, data sources and workflows, each designed to meet specific operational requirements. While that approach may have made sense historically, it creates significant challenges when firms attempt to unify intelligence across functions.<\/p>\n

\u201cThe most underappreciated barrier is third-party infrastructure fragmentation,\u201d Bakas explains. \u201cWhen the underlying vendor layer is fragmented, unified intelligence becomes architecturally difficult before it becomes analytically difficult.\u201d<\/p>\n

Addressing that problem often requires far more than internal reorganisation. Procurement decisions, contract renegotiations and large-scale data migration projects can all become prerequisites for meaningful convergence, adding complexity that many programmes underestimate.<\/p>\n

Regulatory obligations present a second challenge. Although AML, fraud and KYC teams increasingly work with overlapping datasets and risk indicators, they remain subject to different regulatory expectations, reporting requirements and audit standards.<\/p>\n

\u201cConvergence at the operational level does not eliminate the need to satisfy those frameworks separately,\u201d says Bakas. \u201cAs a result, firms often maintain parallel governance structures even after consolidating teams.\u201d<\/p>\n

Until regulators provide greater clarity on how integrated financial crime functions can meet distinct compliance obligations, many institutions are likely to favour caution over consolidation.<\/p>\n

The final obstacle is data ownership. Effective convergence depends on information moving freely across functions, yet customer and transaction data has traditionally been managed within separate organisational silos. Internal governance policies, combined with data protection considerations in some jurisdictions, can slow integration efforts even where there is strong executive support.<\/p>\n

\u201cConvergence requires sharing customer and transaction data across functions that have historically treated their datasets as proprietary,\u201d Bakas notes. \u201cThat creates friction regardless of organisational intent.\u201d<\/p>\n

For Bakas, the firms making the greatest progress are not necessarily those redrawing organisational charts, but those investing in the foundations that make convergence possible.<\/p>\n

\u201cThe organisations moving fastest are addressing the vendor and data layers first,\u201d he says. \u201cStructural convergence follows far more reliably when the shared infrastructure is already in place.\u201d<\/p>\n

In that sense, financial crime convergence is becoming less of an organisational challenge and more of a technology and data challenge. The firms that solve those underlying issues are likely to be the ones that realise the full value of a unified financial crime strategy.<\/p>\n

Greater European consistency<\/strong><\/p>\n

For\u00a0RelyComply<\/a>, AMLA represents a significant step towards greater consistency in European financial crime compliance. The combination of a single rulebook, reinforced cooperation between Financial Intelligence Units and direct supervisory powers gives the authority a level of influence that previous initiatives lacked.<\/p>\n

However, the firm cautions that harmonisation on paper does not automatically translate into harmonisation in practice.<\/p>\n

\u201cAMLA is the most ambitious attempt at AML harmonisation Europe has ever made,\u201d says RelyComply. \u201cIt might also expose just how fragile that ambition is.\u201d<\/p>\n

The challenge, it argues, lies in the uneven maturity of AML frameworks across the bloc. While some institutions have invested heavily in automated identity verification, continuous transaction monitoring and robust data governance, others remain at a much earlier stage of development. That disparity creates weaknesses that criminals are often quick to exploit.<\/p>\n

\u201cA unified regime is only as strong as its weakest member state,\u201d the company notes. \u201cJurisdictions with low AML maturity don\u2019t just underperform \u2014 they create structural blind spots that sophisticated criminal networks will exploit.\u201d<\/p>\n

Technical barriers remain another obstacle. Access to beneficial ownership data is still inconsistent across Europe, while variations in data structures, identification standards and transaction monitoring frameworks continue to make cross-border information sharing difficult. Although AMLA\u2019s planned AML\/CFT database and deeper FIU integration could help address these issues, RelyComply believes success will ultimately depend on how institutions respond.<\/p>\n

\u201cThe cultural shift required is significant,\u201d the firm says. \u201cEmbedding AML thinking into systems, processes and data architecture from the outset \u2014 rather than retrofitting it later \u2014 will determine whether AMLA becomes Europe\u2019s gold standard or simply another framework that organised criminals learn to navigate around.\u201d<\/p>\n

For RelyComply, the distinction is clear. Regulatory reform can establish the foundations, but the effectiveness of a single European financial crime regime will ultimately be determined by execution at the institutional level.<\/p>\n

Read the daily RegTech news<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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