Recently emerged challenger banks are taking advantage of new regulations to team up with multiple third-party payment service providers (TPPs) to gain a slice of the customer’s business they would otherwise not have access to.

In the spirit of summer supplements, here is Euromoney’s must-have guide to some of the main winners and losers of the past year in central and eastern Europe.

A visit to the executive dining floor at Bank of America Merrill Lynch’s Bryant Park headquarters in Manhattan is always a pleasure.

Asia-based payment wallet fintechs like to boast that they involve themselves in every area of a customer’s life.

It has been a challenging few years in emerging market banking, so it is hard to blame lenders for wanting to put a positive spin on difficult situations.

There was an air of mild incredulity in some quarters of the City of London when John Varley, the former CEO of Barclays, was charged with fraud alongside the bank he once headed and three ex-colleagues.

Why did CIMB sell half its international brokerage business to China Galaxy? It is a coincidence of interests: survival on one side, expansion on the other

Greater transparency on CSR would save banks from duplicated efforts while learning from each other.

The UK’s Serious Fraud Office (SFO) charged Barclays and four former managers with fraud in June, alleging misconduct relating to two capital raising deals in 2008 and a loan to Qatar.

Sometimes we can’t see the trees for looking at the woods.

A big depositor run in Spain spells trouble for some – but the country’s biggest bank thinks it has spotted an opportunity.

European wealth managers are battling it out in Asia but North America is where private banking revenues are.

Azeri default reminds investors that implicit guarantees aren’t worth the paper they’re not written on.

The Barclays case may have saved the SFO, but the UK fraud agency needs to change the way it deals with whistleblowers.

Lines are being blurred as advisers get better at financing, and firms that used to lead through balance sheet up their game in advisory.

In a decade of tech developments, don’t forget that insight and experience will trump any app

Banks are exploring new and radical ways to offer more to their clients through digital platforms. But they shouldn’t forget the bedrock of banking.

Have HSBC and Citi found a way to cut costs and maintain revenues in Latin America? If so, local banks will not accept that quietly.

With Brexit now upon us, as warnings abound of the damage it will inflict on the UK economy and the country’s financial sector, Euromoney follows its instincts and puts two British banks on our short list to be recognized as the world’s best.

Maybe not, but we might at least have a few more trees.

Central governments have been passing the debt buck to their regions and municipalities for decades. There could be trouble in store.

Two weeks after the Popular rescue was hailed as a triumph of Europe’s post-crisis resolution regulations, the collapse of two Italian lenders is set to cost the taxpayer €17 billion

Efficient and well-capitalized, Scandinavian and Dutch banks are the darlings of Europe’s investor community. But if pride is the worst sin in banking, they could be heading for a fall.

For almost 50 years, Euromoney has been the leading publication for covering the growth of international finance. Over the past 12 months its coverage has included interviews with close to 100 bank CEOs, ministers of finance and central bank governors around the world.

Has any banker ever achieved more in their first 12 months as CEO than the Frenchman who took on an ailing Italian bank and is quickly turning it into a European force with a future?

As Stuart Gulliver’s time as chief executive of HSBC runs down, the moment has come to acknowledge his achievement in managing the remarkable transformation of one of the world’s biggest, most complex banks. Once a diffuse portfolio of unconnected banking franchises, it now starts to look much more like the jewel it should be: a properly managed network that can serve customers and reward shareholders by handling global trade and capital flows.

The investment bank has come through more than a decade of difficulties to become the momentum firm on Wall Street once again. The last piece of the puzzle, making its fixed income business fit for purpose, is now in place. Morgan Stanley is working together as a firm better than ever before. Its people have their swagger back. And the architects of this renaissance are determined to press home their advantage with a ruthless approach to deploying the firm’s capital – both financial and human.

Dana Gas, an Emirati gas company, is using Shariah non-compliance as an argument in its sukuk restructuring talks. That remarkable move, if successful, could undermine the whole system of trust built around Islamic finance in the Middle East.

It’s hard not to see, in the detention of Anbang chairman Wu Xiaohui, the final nail in the coffin of a certain kind of exuberant Chinese dealmaking.