Across global banking systems, artificial intelligence is moving from back-office optimisation to the heart of credit decision-making. The shift is subtle. There are no public announcements declaring that machines now approve mortgages. Yet increasingly, algorithms analyze income, spending patterns, behavioural signals, and even alternative data before a human ever sees an application.

So, the question is unavoidable: Are machines deciding who gets loans? And if so, what happens to human judgement?

The Quiet Expansion Of AI In Lending

Artificial intelligence is already deeply embedded in financial services.

“AI is transforming banking quite significantly, and the pace of adoption is fast,” Wahyu Jatmiko, Assistant Professor in Banking and Finance at the University of Southampton Business School, told International Finance.

He points to data from the Bank of England and Financial Conduct Authority showing that around 75% of UK financial institutions were using AI by 2024, up from 58% just two years earlier.

However, he explains, the heavy use remains concentrated in internal optimisation, cybersecurity and fraud detection. In underwriting specifically, adoption is more measured.

“Roughly around 15% of firms use AI directly in credit underwriting,” he estimates.

That figure may sound modest. But the deeper shift is structural.

“Even where it is not fully taking over, AI is increasingly embedded in the process,” Jatmiko says.

Instead of relying entirely on traditional credit bureau scores, systems now analyse real-time transaction data, behavioural patterns, and alternative datasets.

The result is not necessarily that machines approve all loans. Underwriting is becoming faster, more data-driven, and far more granular.

James Ekpa, an AI researcher at the Blockchain Technology Association for Black & Minority Ethnic Engineers (AFBE-UK), did not mince words.

“Yes, machines are increasingly deciding who gets loans today,” he told International Finance.

He sees a transformation from slow, manual processes to rapid, automated systems powered by machine learning algorithms.

Speed, consistency and scalability are among AI’s biggest advantages. Decisions can be made quickly. Models apply the given criteria uniformly. And, algorithms can analyse thousands of variables at a scale humans simply cannot match.

Efficiency, in other words, is no longer the differentiator. It is the baseline expectation.

Enhancement Or Replacement?

But, does faster mean better? And more importantly, does faster mean human judgement is fading?

“At the moment, I clearly see AI as enhancing human judgement rather than replacing it,” Jatmiko says.

He cites UK data suggesting that while about 55% of AI applications involve some automated decision-making, only around 2% are fully autonomous.

Creditworthiness, he argues, is not merely about predicting default probabilities. It involves context, borrower circumstances, regulatory constraints, and sometimes ethical considerations.

AI excels at analysing large datasets, document reading, income verification, and affordability calculations. In that sense, Jatmiko says, it acts like a powerful analyst. But final approvals, particularly for complex or high-value loans, still rest with humans.

Ekpa agrees that the human role is evolving rather than disappearing. Loan officers today increasingly review edge cases and borderline applications. They handle complex deals. They explain decisions to customers. They monitor model outputs and escalate anomalies.

The job is changing. It is becoming supervisory. That may be the real transformation.

When Context Meets Code

The limits of automation become clearer when qualitative factors enter the picture.

Jatmiko describes a hypothetical but realistic scenario: a small business reporting temporary losses due to a supply chain shock while holding strong long-term contracts. A human underwriter may interpret the broader narrative and take a forward-looking view. An algorithm trained primarily on historical default data might simply detect recent losses and flag high risk.

“There is research showing a mismatch between what AI models consider important and what human loan officers see as meaningful indicators of creditworthiness,” he explains.

Humans can contextualise. They can sometimes account for structural disadvantages when justified by circumstances. AI, by design, optimises patterns found in historical data. That difference is subtle. But in lending, subtle differences affect livelihoods.

The Question Of Bias

Advocates of AI argue that machines eliminate prejudice. Algorithms do not discriminate intentionally. They do not favour friends. They apply rules consistently. And that consistency is powerful.

But, consistency applied to flawed historical data can create new problems.

“AI can reduce certain types of human bias, but it can also embed and even amplify systemic bias,” Jatmiko explains.

If past lending patterns reflected unequal treatment of certain demographic groups, models trained on that data may internalise those patterns as objective signals of risk.

Ekpa echoes this concern. One of the primary risks, he notes, is bias amplification. If historical data contains discrimination, models may encode and intensify it.

Transparency is another issue. Complex models can be difficult to explain. Borrowers denied credit may receive little more than a generic explanation.

“Opacity raises regulatory and consumer trust concerns,” Ekpa warns.

Then there is model drift, when changing economic conditions gradually degrade model performance. Without continuous monitoring, systems may misprice risk during volatile periods.

In short, bias does not disappear. It changes form.

Accountability In An Algorithmic Age

If an AI-driven system denies a borrower unfairly, who is responsible? The answer is not always clear. Multiple actors are involved – AI manufacturers, developers, third-party providers, and lenders themselves.

However, both experts converge on one principle: accountability ultimately rests with the financial institution.

Ekpa says AI is a tool, not a legal entity. Financial institutions remain responsible for the models they deploy, the data they use, and the governance frameworks they maintain.

Jatmiko does not overcomplicate it. If a loan decision turns out to be unfair, the algorithm cannot be the one blamed. The bank chose to use it, so the bank carries the responsibility. That means senior leaders cannot hide behind technical language. They have to stand behind the outcomes.

He stresses that human oversight is not optional, especially for complicated or sensitive cases. Models need regular checks. They need to be tested for bias. They need proper audit trails. Otherwise, problems build quietly.

He also worries about something bigger. If many banks start depending on the same AI providers, risk can pile up across the system. One flaw could affect more than just one institution. Efficiency is important. But, it cannot come before accountability.

The Islamic Finance Lens

From an Islamic finance point of view, this is not just a technical debate. It goes deeper than that. Islamic banking is guided by Maqasid al-Shariah, ideas around justice, fairness, and social welfare. Lending is not only about numbers on a balance sheet. It carries a social responsibility.

Yes, AI can make processes smoother. Faster approvals. Cleaner risk models. That part is clear. But Jatmiko flags something more subtle. If the data used to train these systems reflects a past where small businesses were routinely sidelined, the algorithm may quietly repeat that history.

And if that happens, the technology could end up working against the very goals Islamic finance is supposed to protect. Not intentionally, but just by following patterns.

Aligning AI with ethical principles requires intentional intervention in model design and governance. It may require bringing social scientists into AI development processes. It may demand stronger oversight, particularly when tools are sourced from third-party providers.

Technology alone does not guarantee fairness. Design choices matter.

Possibility Of A Hybrid Future

So, where is banking headed? Fully automated lending systems may emerge in low-risk, low-value segments. Routine cases can be processed at speed and scale. But both experts see the broader future as hybrid.

Ekpa believes competitive advantage will come from institutions that combine AI’s analytical power with human judgement, rather than eliminating one in favour of the other.

Jatmiko similarly expects automation to expand, but insists that human supervision will remain essential, especially for complex or high-impact decisions.

Human-in-the-loop processes are already becoming common. Algorithms analyse. Humans validate. Decisions are checked before final approval. Perhaps, the future banker will not be replaced, but repositioned.

The Big Question

For borrowers, the shift may be invisible. Applications are approved faster. Rejections arrive more quickly, too. What changes quietly, beneath the surface, is how those decisions are made.

Is human judgement fading? Or simply moving further upstream, designing and supervising the systems that now perform the analysis?

The rise of the AI loan officer is not dramatic. No headlines are announcing the end of human bankers. Instead, there is gradual integration, more data, faster models, and shorter decision times.

Machines are increasingly involved. That much is clear. But whether they ultimately decide, or merely assist, depends less on technological capability and more on governance choices.

Banks can treat AI as an efficiency engine. Or, they can treat it as a tool that augments, rather than overrides, human responsibility. The distinction may determine not only how loans are approved, but how trust in the financial system evolves in the years ahead. And trust, unlike data, cannot be automated.

The post Are humans making way for AI loan officers? appeared first on International Finance.

It recorded its first quarter of economic growth in Q3 2023, following six consecutive quarters of contraction, and maintained a positive trajectory into 2024 with a GDP growth rate of about 5% (albeit from a low base).

Crucially, the presidential and parliamentary elections in 2024 unfolded with a smooth transition of power, reinforcing confidence in the nation’s stability. The new government’s steady policies helped tame the once runaway inflation and stabilise interest and exchange rates by late 2023. At the same time, exports, tourism, and worker remittances have rebounded, boosting foreign currency inflows and supporting the recovery.

This improving macroeconomic landscape has been bolstered by important fiscal and monetary measures. The restructuring of Sri Lanka’s international sovereign bonds, alongside the International Monetary Fund’s Extended Fund Facility (EFF) programme, which released its third tranche of funds in late 2024, strengthened the economy’s fundamentals.

By the end of 2024, gross official reserves had risen to cover about 3.9 months of imports, marking an improvement from the precarious lows. Rating agencies responded by revising the country’s default rating upwards, signalling a gradual restoration of creditworthiness and renewed optimism among businesses and the public.

Continuing its comeback, the island country’s economy expanded by 4.9% in Q2 2025. According to the Department of Census and Statistics, GDP at constant 2015 prices reached Rs. 2,883 billion, compared with Rs. 2,749 billion in 2024. Growth was driven by a 5.8% rise in industry, a 3.9% expansion in services, and a 2% increase in agriculture.

However, the World Bank stated in October that, although Sri Lanka’s recent economic performance has been strong, the recovery remains incomplete.

The global financial institution further commented, “With growth still below pre-crisis levels and poverty significantly elevated, strengthening the recovery will require continued macroeconomic stability, urgent structural reforms, and more efficient, better-targeted public spending.”

The World Bank also projects Sri Lanka’s economy to grow by 4.6% in 2025, supported by a modest rebound in industry and steady growth in services, before slowing to 3.5% in 2026.

According to David Sislen, World Bank Division Director for Maldives, Nepal, and Sri Lanka, “To build a stronger, fairer economy that benefits all households in a fiscally constrained environment, Sri Lanka needs the private sector to invest, create jobs, and ensure that every rupee of public money is well spent.”

Despite strong recent growth, low inflation, and robust external inflows, food prices remain high, and reserve accumulation has slowed. Economic output is still below 2018 levels, and although poverty is declining, it remains twice as high as in 2019. To support long-term growth and reduce poverty amid fiscal constraints, the World Bank advocates for a broad package of reforms aimed at enabling private sector-led growth.

The South Asian nation must focus on priority areas such as easing barriers to trade and investment, improving the business environment, and modernising tax administration and regulations related to land and labour markets, and must ensure inclusive development that benefits the most vulnerable.

While Sri Lanka is indeed a comeback story in the making, one that economists are closely monitoring, it still has some way to go on the road to full recovery. In this context, Sampath Bank has played a key role in supporting the national resurgence, aligning its strategy to bolster the country’s revival and drive much-needed innovation in the banking sector.

The financial inclusion goal

From its inception in 1986, Sampath Bank has been an innovator in Sri Lanka’s banking industry, using technology and novel products to promote financial inclusion. A concept that had not even been coined at the time. As early as 1988, the bank became the first in Sri Lanka to operate a multi-point network of automated teller machines (ATMs), bringing 24/7 banking convenience to customers.

It was also the first in South Asia to introduce debit cards, launching them in 1997 when cashless payments were still a rarity in the region. Through these pioneering moves, Sampath Bank sought to democratise access to banking, making financial services more accessible and affordable for the broader population.

These early technological advancements laid the groundwork for what we recognise as financial inclusion, which refers to the principle of extending banking services to all segments of society. Staying true to this legacy, Sampath Bank has continually aligned its priorities and innovations to support the wider economy’s growth and needs.

One recent example of this commitment is the bank’s focus on reviving struggling businesses due to Sri Lanka’s downturn. Recognising that small and mid-sized enterprises were especially hard-hit by the crisis, Sampath Bank established a dedicated Business Revival Unit to provide hands-on financial advice and management tools to companies facing cash flow constraints. Rather than simply classifying such loans as non-performing, the bank proactively worked with borrowers to nurse these ventures back to health.

The impact has been tangible. Over 74 businesses were rescued and stabilised, successfully graduating from the bank’s watch-list of high-risk loans (the Stage Two and Stage Three loan portfolios, in banking parlance) back into performing status.

These enterprises have since returned to stability, benefitting from improved management practices and practical repayment plans with sufficient breathing room for growth. The success of this initiative speaks to its effectiveness in safeguarding the bank’s assets and preserving jobs and economic value in the community.

Another pillar of Sampath Bank’s recovery-era strategy has been to stimulate economic activity by expanding lending in sectors with high growth potential. In 2024, the bank’s loan book grew by 10%, a sharp turnaround from the 4.7% contraction recorded the year before. This expansion was no accident; it was driven by targeted support to key active sectors of the Sri Lankan economy.

Notably, the bank directed credit to the rejuvenated tourism industry, which is bouncing back strongly after pandemic-related setbacks. It also increased lending to the information and communication technology (ICT) sector, an area that holds promise for export earnings and high-skilled employment as Sri Lanka seeks to become a regional tech hub.

Healthcare was another focus, with financing provided for medical services and pharma companies, recognising the critical importance of health infrastructure, especially after the lessons of COVID-19. By directing credit to these vital sectors, Sampath Bank spurred its own growth and helped stimulate broader economic recovery.

In parallel, Sampath Bank leveraged its strengths in foreign currency services to support the national recovery. The bank retained its market leadership in worker remittances, a lifeline of foreign exchange for Sri Lanka’s economy. By reimagining its remittance offerings with customer-friendly benefits and extending its global reach, the bank made it easier and more rewarding for Sri Lankan’s diaspora to send money home.

This included developing more convenient digital remittance channels and forging partnerships abroad to widen its network, steps that assisted a growing migrant workforce in supporting their families back in Sri Lanka.

Additionally, Sampath Bank doubled down on its legacy of technological innovation to promote financial inclusion in the modern era. The volume and value of digital transactions handled by the bank have continued to surge as more Sri Lankans embrace online and mobile banking for their daily finances.

By investing in user-friendly digital platforms and services, the bank has been integrating Sri Lankans into the digital economy and ensuring they can access opportunities and financial services anytime, anywhere. In effect, the bank’s digital drive is the contemporary extension of its original mission to democratise banking, using the latest technology to broaden access and convenience for all.

Targeted sustainability initiatives

Even as Sampath Bank pursues financial growth, it continues to enhance the sustainability of its business model and invest in the country’s future. In fact, a cornerstone of the bank’s philosophy is that long-term financial success goes hand in hand with environmental stewardship and social responsibility. To this end, the bank has implemented several targeted sustainability initiatives that integrate with its core operations.

One key step has been institutionalising an Environmental and Social Management System (ESMS) to rigorously assess the potential environmental and social impacts of any large loan projects the bank finances. Under this system, every proposed loan above Rs 100 million is screened for environmental footprint, community impact, and compliance with social safeguards.

By embedding these checks into the credit approval process, Sampath Bank ensures that its lending supports sustainable development and does not inadvertently fund harmful practices. In essence, growth is pursued with mindfulness of ethical and environmental standards.

Complementing this, the bank actively promotes financial inclusion through many programmes and subsidiary Siyapatha Finance, which helps extend financial services to underserved segments and rural communities. For example, Siyapatha Finance and the bank can cater to micro-entrepreneurs or provide leasing facilities to individuals who might not qualify for traditional bank loans.

Additionally, Sampath Bank is preparing to adopt the new Sri Lanka Financial Reporting Standards (SLFRS) sustainability reporting framework in 2025. By aligning with these standards, which are on par with emerging global norms, the bank is committed to ensuring that its sustainability reporting is as rigorous as its financial reporting, with robust controls and transparency. This move will allow stakeholders to objectively verify the bank’s environmental, social, and governance (ESG) performance using reliable data, just as they do its financial results.

On the environmental front, Sampath Bank has taken concrete action to reduce its carbon footprint. The bank has significantly cut Scope One and Scope Two emissions (direct emissions and those from purchased energy) by investing in renewable energy installations on its properties.

It has expanded in-house solar power generation capacity, which produced 664.6 MWh of clean electricity in 2024. This is a substantial amount of energy, sufficient to power several branches and offices, and it directly offsets what the bank would otherwise draw from fossil-fuel-generated grid power.

By greening its energy consumption in this way, Sampath Bank is lowering operating costs over the long run and setting an example in Sri Lanka’s corporate sector for transitioning to renewable energy.

Moreover, the bank has been greening its loan book by financing sustainable projects. In 2024 alone, it lent Rs 1,440 million (about $4.9 million) to renewable energy ventures, supporting projects with a total installed capacity of 10 MW.

This means the bank is helping fund new solar, wind, or small hydropower plants that add 10 megawatts of clean energy to the national grid, contributing to the reduction of Scope Three emissions (which are indirect emissions in its value chain) by enabling cleaner power generation for the country. Alongside energy initiatives, Sampath Bank has introduced measures to minimise and manage waste.

This includes reducing paper use through digital banking solutions, encouraging recycling in its offices, and ensuring proper e-waste disposal. By transforming internal workflows to be more sustainable, for instance, by moving customers to e-statements and digital forms instead of paper, the bank reduces waste and creates awareness among employees and customers about eco-friendly practices. These internal changes are reinforced by awareness campaigns and training, ensuring that everyone in the organisation understands the importance of collective action on sustainability.

Sampath Bank’s sustainability efforts are strategic in nature, designed to nurture environmental and social ecosystems that ultimately support each other and the bank’s long-term viability. A shining example is the bank’s flagship corporate social responsibility (CSR) programme: Wewata Jeewayak (a Sinhala phrase meaning “Life to Tanks”). This initiative, now in its 24th year, is dedicated to rehabilitating and rebuilding Sri Lanka’s ancient irrigation reservoirs (locally known as “tanks”), which are crucial for agriculture and rural livelihoods.

Over the decades, Wewata Jeewayak has restored 30 reservoirs across the country. These irrigation tanks are vital for the country’s food production, as they store rainwater and supply it to paddy fields and villages, particularly in Sri Lanka’s dry zones.

By reviving these water bodies, the bank’s programme has supported the livelihoods of more than 3,700 farming families, enabling them to cultivate their lands and sustain their communities. In 2024, Wewata Jeewayak achieved a record milestone by completing the restoration of nine tanks in a single year, the highest number of reservoirs rejuvenated in any given year since the project’s inception.

The impact of this work is profound. Collectively, these reservoirs irrigate roughly 3,400 acres of paddy fields, which means farmers in those areas can now grow two cultivation seasons instead of one each year, thanks to a reliable water supply. The increased agricultural yield boosts farmers’ incomes and contributes to the nation’s food security.

Additionally, restoring the tanks has positive ripple effects on local ecosystems, as the revived reservoirs and their surrounding wetlands help rejuvenate flora and fauna, restoring biodiversity that had dwindled when the tanks were silted up or broken.

What makes Wewata Jeewayak particularly noteworthy is its holistic approach. The programme does not stop at brick-and-mortar renovation of irrigation systems; it actively involves community partners and experts to broaden its scope.

Through these partnerships, the initiative has been extended to promote financial inclusion, for example, by educating farmers about savings and providing them access to microloans, encouraging entrepreneurship development in farming communities, such as training on food processing or marketing techniques, and disseminating good agricultural practices, including efficient water usage and sustainable farming methods.

Beyond freshwater conservation, Sampath Bank has also launched initiatives to preserve Sri Lanka’s marine and forest environments, recognising that sustainability has many fronts. One such initiative is ‘A Breath to the Ocean,’ which focuses on protecting and rejuvenating marine ecosystems. Through this programme, the bank supports activities such as mangrove restoration along coastal lagoons, coral reef replanting in damaged reef areas, and turtle conservation efforts on nesting beaches.

Mangroves are a key focus because they act as natural buffers against coastline erosion and are excellent carbon sinks, while also serving as nurseries for fish and other marine life. Coral replanting helps revive coral reefs that have been bleached or harmed, thereby preserving marine biodiversity and supporting fisheries and tourism.

Turtle conservation activities, such as protecting turtle nests or conducting rescue efforts, ensure that endangered sea turtles, which are part of Sri Lanka’s natural heritage, have a better chance of survival. Meanwhile, the bank’s ‘Gasai Mamai Pubudu Pothai’ programme, which translates to “The Tree, Me and My Savings Book,” takes a creative approach to instilling environmental consciousness in the next generation. This initiative typically engages school children, encouraging them to plant and nurture trees while cultivating the habit of saving money.

By linking tree planting with the idea of a savings book, the programme teaches youngsters two valuable lessons: the importance of caring for the environment and the benefits of financial responsibility. Participants often receive a tree sapling to plant and a children’s savings account or a savings booklet, symbolically tying together the growth of their tree with the growth of their savings.

It is an innovative way to educate youth about sustainability, both ecological and financial, in a manner that is hands-on and memorable. In addition to these, Sampath Bank has been involved in forest restoration projects. Notably, it has undertaken reforestation efforts in the Kanneliya Forest Reserve, one of Sri Lanka’s biodiversity-rich rainforests, and in areas around Udawalawe, as well as a Mangrove Restoration Project in the Anawilundawa Wetland, which is a protected Ramsar wetland of international importance.

These CSR projects typically involve planting indigenous trees to expand forest cover, removing invasive species, and working with local environmental groups to ensure the long-term survival of the saplings. The restoration of Anawilundawa’s mangroves, in particular, helps protect a critical wetland habitat that is home to numerous bird species and aquatic life, underscoring the bank’s commitment to safeguarding diverse ecosystems.

Investing in the future

Sustainable banking is not only about external projects or green initiatives; it is also about investing in the people who drive the bank’s success. Sampath Bank understands that its employees are its greatest asset, especially in a service-driven industry like finance. As such, the bank continues to invest heavily in its people, supporting their career progression through focused training and ensuring their health and well-being are looked after.

In 2024, a renewed emphasis was placed on staff development and welfare, recognising that a motivated, skilled workforce will be the engine of the bank’s growth. Over 16 different programmes were implemented during the year to promote employees’ health and wellness, ranging from physical health initiatives such as medical check-ups, fitness and sports activities, to mental health support such as stress management workshops and counselling services.

These programmes reached more than 23% of the bank’s employees in this initial roll-out, and the bank aims to expand its coverage in the coming years so that an even greater share of staff can benefit.

Looking ahead, Sri Lanka entered 2025 on an optimistic note, and Sampath Bank is poised to be both a beneficiary and an enabler of the next chapter of growth. A convergence of positive factors has created a favourable outlook, as the country enjoys ongoing political stability, a recently improved sovereign credit rating, and continued growth in key inflows such as trade exports, tourism, and remittances.

Forecasts indicate that business confidence is rising, positioning Sri Lanka to achieve around 5% GDP growth by 2025. The banking sector is expected to play a catalytic role in this scenario, since banks will provide the financing for new investments and consumption that drive GDP, while also reaping the rewards of increased economic activity in the form of higher credit demand, transaction volumes, and financial inflows.

Sampath Bank’s current multi-faceted growth strategy will guide its direction within this landscape. The initiatives described above, ranging from the five-pillar focus to the digital transformation and sustainability agenda, will guide the bank’s quest to become the best bank in the country. Its approach is confident and purposeful.

Ajantha de Vas Gunasekara, Sampath Bank’s Executive Director and CFO, said, “We remain confident about realising our aspirations as we build on solid foundations with a motivated team.”

Indeed, with a revitalised economy, a clear strategic roadmap, and an empowered workforce, Sampath Bank’s blueprint for sustainable banking appears well-positioned to deliver enduring value to its shareholders, customers, and Sri Lanka.

The post Sri Lanka’s comeback: Sampath Bank leading the way appeared first on International Finance.

Established in 2024 by Shaqran Alyahya and Khalid Naili, Riyadh-based Nayla Finance operates as a fintech company licensed by the Saudi Central Bank. The company, which was the first carved-out venture out of Sanabil Venture Studio, has its paid-up capital at SAR 10 million. It has a mission of empowering micro enterprises by offering accessible, fair, and digital credit solutions tailored to the real needs of these small players.

The Challenge: Access To Capital For Micro-Enterprises

Micro-businesses like retail shops, food and beverage stalls, and e-commerce sellers face several obstacles in accessing formal finance. Banks and traditional lenders often require strong credit history, collateral, and lengthy paperwork.

“For many micro-entrepreneurs, these requirements are prohibitive, pushing them to informal lenders or stalling growth altogether. The Saudi Vision 2030 emphasises boosting SMEs’ contribution to GDP, increasing lending to them to 20%, and diversifying the economy. Meeting these goals means closing the financing gap for micro-businesses,” Nayla Finance told International Finance.

Nayla has stepped up to the challenge as the only fintech player in the market focusing exclusively on micro-financing for micro-businesses, allowing it to fully understand and deliver innovative financial products to an underserved segment. Instead of relying on standard credit history, Nayla uses proprietary scoring models that understand micro-business realities, including using alternative data. This helps them assess risk more precisely and accept businesses that the banks might reject.

From application to approval, the process is designed to be as seamless and paperless. Most importantly, the micro-financing offerings are compliant with Sharia, which matters for many business owners in the Kingdom who wish their financing to align with Islamic finance principles. Nayla offers financing up to SAR 100,000 with repayment terms of up to six months, fixed repayment schedules, and a digital decisioning process that can deliver funds much faster than traditional lenders.

Recent Progress And Funding

In March 2025, Nayla Finance raised USD 4 million in seed funding, led by Sanabil Venture Studio by Stryber. The funding is intended to help the venture scale, in addition to enhancing its technology platform (especially credit scoring), expanding its loan book, and forming partnerships across key sectors such as F&B, e-commerce, and retail. Approximately USD 2.7 million is allocated as debt financing to expand Nayla Finance’s loan portfolio.

Alignment With Saudi Vision 2030

“Nayla’s strategy aligns closely with Saudi Arabia’s Vision 2030, aiming to increase SME participation in the economy, enhance financial inclusion, and support digital transformation. Micro-enterprises are the backbone of entrepreneurship, job creation, and regional economic development. Enabling easier access to capital leads to increased business activity, job creation, and greater innovation,” the fintech player remarked.

Nayla’s journey has been promising, but challenges remain. Even with alternative scoring, small businesses tend to carry a higher risk. Ensuring default rates stay manageable will be key. Also, as a licensed financing company under the Saudi Central Bank, Nayla must maintain strict compliance, customer protection, and risk governance.

Growing from pilot volumes to large portfolios will require robust systems, partnerships, and certainly more capital. Micro-business owners might not be familiar with digital fintech options or may be wary. Building trust and awareness will be essential for Nayla.

Looking Forward

With Nayla Finance’s digital-first, low-ticket, high-frequency model and alignment with Saudi economic policy, it is well-positioned to disrupt the traditional micro-lending market. If this initiative succeeds, it could serve as a model for similar efforts throughout the broader Middle East region.
Its success will depend on how effectively it balances growth and risk, maintains customer trust, and meets the diverse needs of micro-businesses across different sectors and locations. For micro-entrepreneurs in the Kingdom, Nayla is more than just a lender; it embodies access to opportunities, speed, and fairness.

The post Nayla Finance breaks barriers for Saudi micro-businesses appeared first on International Finance.

The venture also raised nearly USD 10 million in debt financing from local banks in 2024, bringing its total raised since launch to over USD 30 million. The company also raised a USD 12.6 million pre-seed round in 2022, the largest of its kind in Africa.

In today’s episode of the “Start-up of the Week,” International Finance will talk in detail about the company.

Digitising Egypt’s Car Market

Omar El Defrawy, a former executive at a local food discovery platform, Elmenus, founded the used-car platform in 2021 and initially focused on buying used cars directly from consumers, refurbishing them, and reselling them with a warranty and money-back guarantee. Since then, the venture has evolved into a broader mobility platform, offering digital auto loans, car servicing, and a marketplace for third-party dealers.

While Egypt has over six million cars on the road, demand for used cars is growing amid currency devaluation and rising prices for new imports. In 2021, the government banned used-car imports, forcing the market to rely entirely on domestic inventory, driving prices to mirror the exchange rate.

Due to this, used cars in Egypt, while outnumbering new vehicles by 3:1, are primarily sold through unregulated dealerships or classified websites, where informal transactions leave buyers carrying most of the risk.

El Defrawy saw the opportunity to formalise processes in the country’s used car market, especially around activities like inspections, standardised pricing, digital financing, and securing ownership transfers. And the outcome was the inception of Sylndr.

As per the CEO, sales on the platform have increased nearly tenfold since 2022. Revenue in Egyptian pounds increased 22 times during that period, and by a factor of five when adjusted for the dollar.

The average sale price on Sylndr’s platform currently stands between USD 20,000 and 25,000. Another astounding fact is that sales figures have remained stable in dollar terms over the last three years, despite the Egyptian pound losing more than half its value. However, one should remember the fact that used-car prices in Egypt are marketed similarly to imported new cars, which are dollar-pegged.

Sylndr has expanded beyond car sales to three new verticals, to reduce its dependence on inventory and capital. We have Sylndr Swift, a digital automotive financing product that connects buyers with banks and underwriters. The platform provides financing approvals in under 10 minutes, while avoiding the scenario of lending from its balance sheet.

The start-up has also introduced Sylndr Plus, which offers inspections, maintenance, and servicing for cars sold on its platform. The third vertical, Al-Ajans, is a dealer-to-consumer marketplace that allows third-party dealers to list and sell cars with Sylndr handling inspection, ownership transfer, and payments.

Entering Sylndr’s Ecosystem

While Sylndr’s verticals run under its brand name, the start-up has integrated them all into a single mobile app, creating a one-stop shop for buying, financing, and managing car ownership.

According to El Defrawy, the company’s revenue gets evenly split between direct-to-consumer sales and B2B transactions with dealers. However, he expects that the newer financing and servicing verticals will contribute up to 60% of gross profit within two years. The start-up is working with more than 1,000 dealers across the Kingdom and serves both buyers and sellers through its online and offline channels.

Unlike other start-ups in Egypt that have traditionally used their home market as a launchpad for their eventual Gulf expansion, Sylndr plans to deepen its presence in Egypt, to consolidate itself as “the biggest used car trading company by volume and value.”

When it comes to selling used cars online, the start-up covers famous brands like Kia, BMW, Ford, Opel, Skoda, Renault, Volkswagen, Hyundai, and Peugeot, while offering attractive features like a 90-day comprehensive warranty, a vehicle return policy of up to seven days, and most importantly, making sure that the certified pre-owned vehicles undergo a rigorous 200-point inspection before being offered for sale.

If an Egyptian national wants to sell his or her car, all the person needs to do is contact “Sylndr Hub,” following which the entity will fill in the seller’s details and call the person within two hours to schedule the inspection. After the inspection is over, the seller then gets a selling offer within 24 hours.

To complete things, the individual performs minimal paperwork and gets the payment on the spot. However, the start-up prefers cars being manufactured from 2010 to date. The vehicle also needs to undergo mileage up to 180,000 kilometres and must be legally registered.

Sylndr Hub is right now not dealing with hybrid, electric, or natural gas-powered cars. To keep things flexible, the start-up also gives the option to the sellers to walk away from the selling deal if he or she changes mind at the last moment. In that case, the venture will still go ahead with the inspection.

In case the seller is transferring the vehicle’s ownership, despite having a loan or outstanding finance, Sylndr will pay the person 50% of the car price upfront, while the remaining will be paid in full after the car’s photo and other details are uploaded on the start-up’s website.

Buyers get to view a car using the start-up’s 360-degree digital photography, which allows the person to see the car and inspect it from every angle, inside and out. The buyer will be able to see the car’s condition, key features, and any imperfections.

Under the “Drive Now, Pay Later” model, Sylndr also provides car buyers with a “Suitable Payment Plan” using the start-up’s flexible “Loan Calculator,” with features like the lowest down payment, a seamless loan approval process, special loan conditions, attractive EMIs, and a flexible tenor.

Sylndr has partnered with several financing institutions to provide its customers with flexible financing options. The buyer will also be able to calculate his or her expected monthly instalments online, depending on the preferred tenor, down payment, and choice of a plan type (with a car sale ban or without a car sale ban). Once the applicant completes the online application, Sylndr’s team processes the application with the financing institutions, while keeping the applicant in the loop.

The buyers can finance up to 90% of their selected Sylndr Certified car, depending on the loan eligibility determined by the start-up’s financing partners. If the customer is not 100% satisfied with his or her vehicle purchase, the vehicle can still be returned under the seven-day money-back guarantee even when financed. The start-up will provide a 100% refund.

Image Credits:Sylndr

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Credit demand among SMEs have been below average, and nearly 32% of SMEs reported stricter lending conditions from banks in late 2024. This tightening of credit standards reflects ongoing caution among lenders, who must balance risk management with the need to support business growth.

Despite these constraints, there is a path forward for lenders who can leverage digital transformation to meet the needs of SMEs and corporate borrowers more efficiently. With corporate lending in Germany expected to grow by 0.9% in 2025 (EY European Bank Lending Economic Forecast), institutions that streamline both loan origination and servicing will be best positioned to capture new lending opportunities.

Loan origination

Businesses today expect a seamless, data-driven loan origination process, whether small enterprises seeking working capital or large corporations securing financing for strategic investments. Yet many struggle with complex, slow, and often bureaucratic loan application processes. This friction is one reason why credit demand remains subdued; many businesses either encounter lengthy approval times or fail to meet stringent lending criteria.

To adapt to these conditions, financial institutions must simplify loan origination, ensure real-time integration of financial data and risk assessment tools, offer greater transparency in lending criteria, introduce workflow automation to expedite approvals, and ensure flexibility in lending models.

The rise of embedded finance in lending

One of the most significant shifts in business financing is the rise of embedded finance. For lenders, this shift presents an opportunity to reach SMEs and corporates more effectively.

By incorporating loan origination into existing workflows, financial institutions can secure a competitive advantage and provide a more seamless borrowing experience, thereby reducing the obstacles that often deter businesses from applying for credit. To facilitate this, lenders require flexible, automated origination solutions that can integrate with third-party platforms, ensuring real-time risk assessment and compliance.

By adopting technology-driven origination processes, lenders can improve financial access while managing risk more effectively—a vital factor, particularly as Germany’s corporate lending market moves towards modest growth.

Loan servicing

Once a loan is issued, the effectiveness of its management determines both lender profitability and borrower success. Traditional loan servicing methods, which rely on manual processes, create inefficiencies that can result in mismanagement, delayed repayments, and borrower dissatisfaction.

With the right approach, lenders can automate account creation and payment workflows, implement predictive analytics for arrears management, improve borrower-lender communication, leverage data for strategic decision-making, manage syndicated loans, and handle multi-currency loan portfolios.

Smarter risk management with alternative data

Many SMEs encounter barriers to accessing credit because they do not conform to traditional risk models. However, lenders are increasingly utilising alternative data, such as transaction histories, digital payment patterns, and supply chain activity, to create a more comprehensive view of creditworthiness.

By integrating alternative data into loan servicing and risk monitoring, financial institutions can identify potential risks earlier and offer tailored repayment solutions that enhance loan performance. This approach also aids lenders in expanding access to credit while maintaining robust risk controls.

In corporate lending, the use of real-time financial analytics is equally vital. Lenders are now integrating AI-driven analytics to monitor corporate performance in real time, ensuring they can detect early warning signs of financial distress. This is particularly pertinent for sectors experiencing volatility, where predictive analytics can assist lenders in managing exposure more effectively.

As lending conditions remain stringent, lenders who prioritise efficiency in servicing will cultivate stronger borrower relationships and reduce risk exposure, ultimately leading to a more resilient loan portfolio.

Adapting to a new lending era

While interest rate cuts will reduce borrowing costs, the broader challenge remains: how to improve lending for both financial institutions and the businesses they serve. The demand for a digital-first, automated approach to loan origination and servicing has never been more pressing.

Regulatory changes are also shaping the future of SME and corporate lending. The European Commission has implemented new frameworks aimed at enhancing SME access to finance, while open banking regulations are facilitating better data-sharing between financial institutions. For corporate lenders, Basel III requirements and sustainability-linked lending guidelines are affecting how risk is assessed and how ESG factors are integrated into credit decisions. With corporate lending in Germany expected to grow at a steady yet cautious pace, lenders must adopt a strategic approach to digitalisation, ensuring they can expand lending without increasing operational complexity or credit risk.

Lenders who proactively align their processes with these changes will ensure compliance and gain a competitive advantage in digital lending.

By embracing modern technology, data-driven decision-making, and customer-focused lending models, financial institutions can navigate the challenges of SME and corporate lending and position themselves for long-term success in a shifting market.

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Over his roughly forty years with US Bancorp, Cecere held important positions like chief operating officer and finance chief.

“I think the time is right to welcome Gunjan warmly to the role I’ve held for nearly eight years,” Cecere said in a statement, adding that it has been a great honour and a privilege that she values greatly.

The departing CEO, who oversaw the agreement with Union Bank that increased the company’s footprint in California, will continue to lead the board of directors in his new role as executive chairman.

According to the bank, Gunjan Kedia, a seasoned professional in the field, joined the bank in 2016 and was in charge of the revenue streams.

Before joining US Bancorp, she also held important positions at consulting firms McKinsey and Company and PwC, as well as global executive positions at State Street and BNY.

The announcement also coincided with the venture holding its Q4 earnings call. The earnings call reflected a generally positive sentiment, underscored by strong revenue growth and effective capital management, apart from reporting improvements in operational efficiency, while expressing concerns related to notable expense items and challenges in merchant acquiring, as well as uncertain loan growth prospects.

US Bancorp achieved impressive revenue results, with net revenue reaching USD 7 billion for the quarter and USD 27.5 billion for the year. This was primarily due to increases in net interest income and noninterest income, resulting in 190 basis points of positive operating leverage year-over-year on an adjusted basis. The bank, whose stock has underperformed the overall market in 2024, projects a 3–5% increase in net revenue in 2025.

Who Is Gunjan Kedia?

Gunjan Kedia finished her early schooling in India, attending the Delhi College of Engineering to study electrical and electronics engineering until 1992.

After graduating from Carnegie Mellon University’s esteemed Tepper School of Business with an MBA in Finance, she has resided in the United States ever since.

Gunjan Kedia has more than thirty years of extensive experience in the financial industry. She has been named twice to Barron’s 100 Most Influential Women in US Finance list and has been honoured seven times on the American Banker Most Powerful Women in Banking and Finance lists, according to US Bancorp.

The industry veteran has held executive roles at PWC, McKinsey and Company, and State Street, among other companies. Gunjan Kedia became Vice-Chair of US Bancorp in 2016 and rose through the ranks to become President in May 2024. The company announced her appointment as CEO in January 2025.

“We are inspired by Gunjan’s vision for the company, and we are confident in her ability to guide US Bancorp into a vibrant and engaging future that honours the past while achieving new possibilities,” announcing Gunjan Kedia’s promotion to CEO, US Bancorp Lead Independent Director Roland Hernandez said.

Breaking Down The Q4 Numbers In Detail

As per the Q4 report, the company’s capital position has strengthened further, with the CET1 capital ratio rising 10 basis points to 10.6%. Tangible book value per share saw a significant increase of 10.4% to USD 24.63. US Bancorp also initiated a USD 100 million share repurchase programme, highlighting a commitment to returning value to shareholders.

Fee income accounted for over 40% of total net revenue, with notable double-digit growth in commercial products, trust and investment management, and investment product revenues, showcasing the company’s diversified income streams.

The venture also reported improved credit quality, evidenced by a modest loan loss reserve release. The nonperforming assets to loans ratio remained stable at 0.48%, and the net charge-off ratio was consistent at 0.60%, indicating robust credit management.

US Bancorp also delivered a strong return on tangible common equity of 18.3% and improved its efficiency ratio to 59.9% in the fourth quarter, demonstrating effective cost management and operational efficiencies. The Q4 report also included USD 109 million of notable expenses, driven by USD 60 million related to operational efficiency initiatives and USD 49 million from lease impairments, pointing to areas of financial pressure.

US Bancorp, however, is facing challenges in merchant acquiring, with a contraction of 70 basis points in yield year-over-year. This was attributed to growth in higher volume, and lower margin clients, reflecting a competitive market environment. The company expressed modest expectations for loan growth in 2025, with no immediate signs of a significant pickup in lending demand, highlighting a cautious outlook on loan expansion.

Competitive pressures are expected to impact deposit costs, with deposit betas projected to rise to mid- to high 40s in Q1 2025, indicating a challenging environment for managing deposit expenses.

Looking ahead, the venture anticipates total revenue growth of 3% to 5% in 2025 on an adjusted basis, with positive operating leverage exceeding 200 basis points. The emphasis will remain on prudent expense management, asset repricing benefits, and modest capital distributions, including continued share repurchases.

Image Credit: ir.usbank.com

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Since 1997, the venture has specialised in helping Mexican families build their future through Afore, Pension and Loan services, guaranteeing the latter their best possible future with the support of more than 100 years of experience of Grupo Bal.

With the mission of enabling Mexicans to safeguard their financial future, Profuturo is creating a bond of co-responsibility with its clients by providing honest and professional advice to face tomorrow in the best possible way. With a client base exceeding 8 million and a savings portfolio under management of over 1.4 trillion pesos (approximately 70 billion USD), the company continues to demonstrate exceptional performance, driven by its customer-centric approach and long-term investment strategy, while staying true to its operational values: loyalty, empathy, collaboration, simplicity, integrity and respect.

International Finance recognises financial institutions for their innovative contributions in areas such as social responsibility, corporate governance, and initiatives that benefit the community, while also acknowledging notable achievements within their respective fields. The annual event not only celebrates talent and leadership in the industry but also the global corporate capacity to meet high standards.

Profuturo, which met all the above-mentioned criteria, has underscored its commitment to the financial well-being of the Mexican people and its dedication to providing state-of-the-art, effective solutions in the management of clients’ assets, ensuring a dignified, prosperous, and calm retirement.

The award further validates the company’s pledge to uphold high standards of transparency, ethics, and service, resulting in increased customer satisfaction and loyalty, assuring clients that their financial future is well-protected. Due to Profuturo’s investment strategy, it has been recognised as a company 100% specialised in retirement solutions. Profuturo offers the best advisory, returns and service in the market, and as a result, we have been acknowledged as the best pension fund in Mexico.

Additionally, for the second consecutive year, it stands as the only Afore in Mexico to achieve 100% compliance across all categories evaluated by CONSAR in the 2023 and 2024 Financial and Pension Education Censuses, showcasing its leadership in promoting financial education. This distinction reflects Profuturo’s commitment to equipping Mexicans with the tools necessary for making informed decisions about their financial futures.

The company also prioritises workplace inclusion and healthcare for elderly adults, fostering a non-discriminatory professional environment and ensuring dignified attention for elderly clients.

Profuturo CEO Arturo García told International Finance, “We are dedicated to safeguarding the assets of the Mexican people and encouraging them to save for retirement, aiming for a better and more prosperous future. These awards highlight the success of our customer-centred approach, as well as our financial strength and market leadership.”

Arturo García further emphasised that “these distinctions also represent the effort and dedication of our employees, who strive tirelessly to deliver the best possible outcomes for our clients.”

As a pioneer in the retirement savings industry in Mexico, Profuturo has solidified its position as one of the country’s leading pension fund managers. The company offers afore, pension, and loan services with a commitment to providing honest, professional advice, consistently prioritising the best interests of its clients.

Profuturo remains steadfast in its mission to protect the financial future of the Mexican population by adhering to a strategy focused on excellence and customer satisfaction.

The post Profuturo: Trusted partner in securing Mexico’s retirement future appeared first on International Finance.

It will take some time to rebuild your credit score post-bankruptcy, so practising patience will be key here. And at the same point of time, instead of sitting idly and leaving everything on the fate, you need to make calculated moves to ensure that your credit gets rebuilt.

Here are the seven tips that will help you rebuild your credit after Chapter 7 or Chapter 13 bankruptcy:

Check Credit Report

Check your credit records for unpaid bills. After you discharge your obligations, your credit record may take 60 days to update. Be mindful of your debts. Make sure that the credit bureaus have marked your account “discharged.”

Contest credit record errors with the credit bureaus. Legally, credit reporting companies must investigate and respond within 30 days.

Learn how to access your credit report on the FTC website.

Resolve Debts

Your monthly revenue should guide your budget. Reduce your spending and save to pay off debts gradually.

Authorise Credit Card Use

Be an authorised user of a credit card with acceptable payments. Request that a family member allow your credit card use. This can boost your credit score by improving your payment history.

Use New Credit Cards Responsibly

After bankruptcy, don’t overspend on a new credit card or you’ll get into debt again. Use your cards only for what you can afford and pay off the debt in full. Avoid interest by paying your bill inside grace time. On-time payments increase your credit score by 35% from your payment history.

Finally, avoid credit card maxing. To increase your credit score, keep your credit utilisation ratio below 30%.

Get A Secured Card

You don’t need a certain credit score for a secured card. If you default, the credit card company will keep your security deposit. Your security deposit determines your credit limit.

Protect Credit With An Emergency Fund

Having an emergency fund helps with unforeseen bills. If you can’t pay, use your emergency money. First, set up a monthly amount and then budget. Most financial experts recommend saving five to six months of spending in an emergency fund.

Use Loans/Credit-Builder Accounts

Cosigners can help you get a small personal loan to rebuild credit. With a cosigner, lenders may approve your loan application quickly because they provide legal and financial support. Use the loan to restore your home, fix your car, or start a passive investing portfolio. Once you start paying on time, your score will rise.

Another option is a credit-builder loan. A bank holds your money in an account until you pay off this secured installment loan. You can choose a 12- or 24-month loan term and qualify even with bad credit. By making monthly payments on schedule, your credit score will rise.

The post How to rebuild credit after bankruptcy appeared first on International Finance.

The net profit attributable to shareholders increased to 7.1 billion dirhams (USD 1.93 billion) from 6.2 billion dirhams from April to June of 2023.

London Stock Exchange Group (LSEG) data shows that analysts had projected a 5.265 billion dirham profit. The bank’s Islamic division produced its best-ever results during the quarter, and its Turkey-based lender DenizBank saw improved margins as well as “significant recoveries bolstered by a buoyant economy,” according to a statement from CEO Shayne Nelson.

The Gulf region’s growth prospects have helped banks in the United Arab Emirates (UAE), where Emirates NBD is one of the biggest, as regional governments increase investment in growing non-oil sectors and diversifying revenue streams.

The emirate’s statistics centre states that Dubai, which has the tallest skyscraper in the world and man-made islands shaped like palm trees, is one of the cities that is growing the fastest in the world, with a population of 3.6 million.

Its property market has exploded amidst a rapid economic recovery following the COVID pandemic, aided by loosened residency regulations.

At the end of the 2024 second quarter, Emirates NBD’s total assets increased to 931 billion dirhams, up 15% from 2023, while lending increased by 6% during the first half of the year.

The second quarter saw an improvement in the group net interest margin (NIM), which increased to 3.65% from 3.52% in the prior quarter. DenizBank’s NIM increased due to favourable loan pricing and stable funding costs.

Meanwhile, recently Emirates NBD and CARS24 have partnered to enable UAE car buyers to start the auto loan application process through the former’s platform.

Emirates NBD has, meanwhile, unveiled a new brand proposition for its private banking (PB) division under the theme ‘Opportunities to Inspire’. The department will be focussing on three pillars: succession planning, expansion and growth and investment opportunities.

With a wide client base including HNWI (high-net-worth individuals) and UHNWI (ultra-high-net-worth individuals), families and institutional investors as well as intermediaries, Emirates NBD’s private banking business has witnessed steady growth from its core Gulf and South Asian client segments in 2015. This includes growth across all its international locations, namely Riyadh, London and Singapore with a significant increase in income.

Saod Obaidalla, executive vice-president and head of private banking, who was recently promoted to lead the NBD’s global private banking business, told the Khaleej Times, “Opportunities to Inspire underlines the value proposition we offer to our clients. Guided by our new brand strategy, an experienced team will deliver a range of investment solutions to our clients.”

Suvo Sarkar, senior executive vice-president and group head of retail banking and wealth management, Emirates NBD, added, “As a UAE-based wealth manager with international booking centres, we are able to offer our clients growth opportunities in the region and beyond to fulfil their financial goals and aspirations. Our team of investment professionals and research analysts combine local expertise with an international market view.”

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During an interaction with International Finance, Omar Mahmood, Head of Financial Services for KPMG in the Middle East and South Asia, and Caspian Region and Partner at KPMG in Qatar, shared his view about the significant trends in the GCC banking sector.

Omar Mahmood said, “2023 emerged as a year of growth post a period of adaptation and investment in the region, reflecting not only the strength of GCC economies but also the results of effective management, digital transformation and improved return on investments over the past few years.”

According to the report this year, Qatar National Bank has maintained its position as the largest bank in the GCC, with assets worth USD 338 billion. Qatar is also leading in terms of having the lowest cost-to-income ratio at 24.6% and the highest coverage ratio for stage 3 loans at 84.2%.

The region has seen a significant double-digit increase of 23.1% in profitability this year, which is mainly due to the growth in loan books, improved interest margins, reduced loan impairments, and ongoing cost-saving measures. Banks have expanded their asset base by 8.1%, driven by lending to high-quality customers, which has resulted in a robust growth in assets.

Net interest margins saw a 0.2% increase due to the rise in interest rates, contributing to profit growth. The non-performing loan (NPL) ratio for banks in the GCC dropped by 0.2% to 3.5%, indicating a conservative approach to managing credit risk.

The return on assets (ROA) in 2022 rose by 0.7% compared to the previous year, reflecting higher profitability in relation to asset growth. Cost-to-income ratios decreased from 40.4% to 39.7%, showing the banks’ commitment to reducing costs and improving operating efficiency. The average coverage ratio for stage 3 loans increased by 0.4% from the previous year, which highlights the banks’ careful approach to provisioning.

Despite facing challenges, banks in the GCC have demonstrated resilience and adaptability in navigating global economic conditions, laying a solid foundation for future growth.

The post Qatar banks shine, record 8% profit growth in GCC: KPMG report appeared first on International Finance.