Archives: Articles & Interviews

An enhanced client platform and real-time treasury integration has helped the bank accelerate corporate cash processing across the region

Liquidity management is becoming more complex as cross-border trade rebounds and corporate treasurers demand enhanced visibility, optimised control, reduced risk, faster access to pricing and processing, and customised reporting tools.

In the Mena region, Bahrain’s Bank ABC focused on overhauling its cash infrastructure in 2024, linking treasury systems to client interfaces and introducing blockchain trials for public sector institutions. With regional corporates under pressure to streamline operations and improve cash visibility, the bank’s enhanced ABC Cash platform signals a sharper focus on speed, transparency and institutional flexibility.

Transaction strategy

Bank ABC’s upgrades reflect a broader investment in global transaction banking, part of its long-term bid to position itself as a regional hub for digitally enabled corporate services.

The ABC Cash platform was further developed in 2024, as part of a global roll-out, with new host-to-host modules that connect directly to the enterprise resource planning (ERP) systems of its clients. The platform now offers real-time foreign exchange via integration with treasury systems, and Swift Global Payments Innovation tracking, and improved self-service tools.

Operational impact

These enhancements led to a 40% monthly average increase in customer onboarding, a 34% rise in transaction volumes and a 30% uplift in values processed across the year. Clients reported shorter processing times and better control of international transfers.

One regional commodities trading firm noted immediate confirmation of fund transfers, citing operational gains from the upgraded interface.

In parallel, Bank ABC delivered the first tokenised instant cross-border transfer using distributed ledger technology, executed in mid-2024 for a government client in Bahrain. This followed a multi-party pilot with US firm JP Morgan and the Central Bank of Bahrain which marked a rare use of blockchain in GCC treasury operations.

Digital infrastructure

Additional corporate tools such as the Wholesale Banking Portal and supply chain finance platform contributed to higher digital adoption. Internally, credit processing times fell by 60% following risk infrastructure upgrades, supporting more agile cash decision-making across the bank’s institutional client base.

With stronger client integration, realtime pricing and distributed ledger trials now in place, the bank has reshaped its transaction model to support institutional growth. This positioning has helped secure its recognition as Mena Cash Management Bank of the Year at the Mena Banking Excellence Awards 2025 – Corporate and Investment.

The bank has focused on building a robust, sharia-compliant digital infrastructure geared for long-term growth

As cross-border clients seek sharia-compliant alternatives to conventional capital flows, Islamic banks are being tested on their ability to modernise without compromising core principles. A clear blueprint has emerged that integrates capital instruments linked to environmental social and governance (ESG) principles with infrastructure capable of delivering institutional-grade digital services.

UAE-based Emirates Islamic Bank’s performance in 2024 exemplified this strategy, combining treasury operations driven by application programming interface (API) and dual-tranche Murabaha structures and the issuance of a $750m sustainability sukuk. The bank focused on digitising institutional infrastructure while expanding its suite of sharia-compliant tools for corporate clients.

Corporate digitisation push

Emirates Islamic’s businessONLINE platform now anchors its institutional offering, providing single sign-on access, trade account control and e-signature functionality. As a result, corporate clients have benefitted from faster onboarding, bulk transaction capabilities and direct API integration.

More than 50 corporate banking processes, including intraday FX and KYC remediation, have been fully automated, significantly improving operational efficiency.

Structuring and access

To serve varying liquidity needs, Emirates Islamic has implemented a dual-tranche Murabaha model, offering both short- and long-term Islamic financing tools. In 2024, it also became the first Islamic bank in the UAE to offer fractional sukuk participation and digital equity trading through its mobile wealth platform. With more than 8,000 clients onboarded, this innovation has broadened access to traditionally complex investment products.

Seamless engagement

In parallel, Emirates Islamic has simplified onboarding through tablet banking and instant digital account services, accelerating institutional acquisition and driving adoption across government and private sector payroll accounts. A new virtual relationship manager model has further enabled seamless engagement with emerging affluent and business clients, enhancing the client experience with minimal friction.

At the infrastructure level, Emirates Islamic has strengthened its API banking capabilities across account services, swift advice and statements. These upgrades allow large corporates to integrate directly with enterprise resource planning systems and centralise transaction visibility across operations.

ESG-linked capital

The $750m sustainability sukuk issued in 2024 marked a major milestone, supported by AED8.6bn ($2.3bn) in sustainable financing and an actively maintained green asset register. From fiduciary ESG deposits to housing-linked Islamic financing, the bank’s product development aligned closely with its parent group Emirates NBD’s $30bn sustainable finance commitment.

By building a robust, sharia-compliant digital infrastructure geared for long-term growth, Emirates Islamic has earned the title of Mena Islamic Bank of the Year at the Mena Banking Excellence Awards 2025 – Corporate and Investment.

The bank strengthened its offerings in 2024 with customised products and services, cross-border growth and sustainable finance

GCC banks entered 2024 facing tightened global liquidity, stricter capital thresholds and growing scrutiny around environmental disclosure. In Kuwait, a mix of regulatory change and geopolitical uncertainty continued to pressure large institutions to evolve, particularly those with cross-border or dollar-linked exposure. For asset managers, the recalibration was just as sharp, with many institutional clients shifting defensively towards fixed-income and capital preservation strategies.

In this climate, NBK chose strategic discipline over aggressive expansion. The bank delivered strong results through successful diversification and the use of technological innovation to capture opportunities across segments and geographies. These efforts have delivered significant results, while reinforcing the bank’s commitment to setting a regional benchmark for responsible banking and redefining the customer experience through digital innovation.

Corporate banking

NBK’s Corporate Banking Group focused on delivering practical tools to corporate clients, especially those engaged in infrastructure development or those with complex working capital needs, strengthening NBK’s position as the preferred bank for corporates in Kuwait. Digital enhancements rolled out in 2024 gave clients better control over regional transfers and documentation, while updated workflows allowed for faster decision-making in cross-border settings.

The bank’s International Banking Group, meanwhile, took measured steps into new territory. Expanding its institutional mortgage business in Europe, launching a consumer banking proposition in Egypt and Bahrain, and setting up operations at Dubai International Financial Centre helped NBK broaden client coverage without overstretching operational risk. Treasury updates, including a revised funds transfer pricing policy and updated capital allocation tools, gave the bank clearer internal visibility on rate exposure and liquidity buffers.

Advancing the commitment to environmental, social and governance (ESG), NBK issued Kuwait’s first $500m green bond in mid-2024. The deal was oversubscribed threefold, with proceeds earmarked for environmental project financing. While some banks in the region treated ESG compliance as an afterthought, the NBK green bond marked a tangible shift towards integrating sustainability into the funding mix.

Fund development

NBK Wealth reaffirmed its position in 2024 as one of the region’s leading asset managers, underpinned by an investment philosophy focused on capital growth, prudent strategies and the development of innovative solutions tailored to client needs. Its asset management team has built a strong track record across investment products, supported by deep professional expertise.

The business continues to deliver value across conventional and sharia-compliant funds. The team is led by experienced fixed-income professionals with a combined 40 years of expertise spanning treasury, investment management, discretionary mandates and advisory services.

NBK Wealth adopts a dynamic approach to fund management, expanding its client base, enhancing investment maturity and introducing more advanced fixed-income products aligned with market conditions and global interest rate trends. By leveraging its market insight, global reach and commitment to innovation, NBK Wealth aims to enable clients to pursue long-term financial goals through a suite of tailored solutions for high-net-worth individuals and families in the region.

Regional platform

NBK Wealth stands as the largest comprehensive wealth management group in Kuwait and one of the leading players in the regional industry. It has reinforced its global footprint through an integrated network of operations across nine cities in five countries worldwide.

NBK’s institutional performance in 2024 did not hinge on any single product or strategy. Instead, it showed what measured, internally aligned growth looks like when a bank listens closely to market signals. Fund gaps were addressed; lending strategy was localised and operationally practical; and risk frameworks were not overhauled, but tuned.

At a time when many banks are chasing visibility, NBK has doubled down on operational resilience, moderate risk-taking and market relevance, especially in its corporate and fund units. That posture may not dominate headlines, but in volatile environments, it tends to perform.

A year-long series of healthcare, education and inclusion initiatives have reinforced the bank’s evolving role in Iraq’s recovery landscape

In post-conflict economies, corporate social responsibility (CSR) has matured beyond ad hoc philanthropy into a fundamental pillar of institutional credibility. For Iraq’s banking sector, this transition has been gradual but increasingly vital. In 2024, state-owned Trade Bank of Iraq (TBI) significantly expanded its CSR portfolio with a structured, year-round programme targeting workforce inclusion, public health and educational infrastructure. As the bank strengthens its presence in Iraq’s economic rebuilding efforts, these initiatives are being systematically integrated into its broader institutional and community engagement strategy.

Community engagement

Rather than focusing its efforts on a single campaign, TBI delivered more than a dozen targeted interventions throughout 2024. These included the rehabilitation of vocational training halls in Baghdad, support for women entrepreneurs through digital commerce workshops, and breast cancer awareness seminars in collaboration with the Ministry of Health. The bank also backed cultural and environmental initiatives, such as a 9.5km urban greening project on Baghdad’s northern entry road and the continued sponsorship of the historic Akitu festival.

Several other initiatives underscored the bank’s deepening commitment to institutional collaboration. In March, TBI partnered with the Ministry of Interior to host a public seminar on family wellbeing, while its national drug awareness campaign was organised in coordination with the General Directorate of Narcotics. Internally, the bank continued to promote inclusive growth through digital skills training for female staff, alongside public-sector training courses for students and early-career women.

Inclusive development

Although TBI has yet to publish a formal ESG report, its 2024 initiatives reflect a clear movement toward structured social investment. The bank’s efforts have consistently addressed national priorities in education, women’s empowerment, and climate resilience – areas that align with Iraq’s 2030 development strategy and lay a strong foundation for deeper ESG integration in the coming years.

As the country’s financial institutions move toward greater transparency and governance, TBI’s model of sustained, partnership-driven CSR offers a compelling template.

Its initiatives in 2024 demonstrate how long-term socially grounded engagement can enhance institutional credibility in fragile but recovering markets. By embedding year-round CSR efforts across education, healthcare and public awareness, TBI has shown social value and operational relevance can coexist.

In recognition of its contributions to inclusive development, the bank was named winner of the Best CSR Initiative at the Mena Banking Excellence Awards 2025 – Corporate and Investment.

The bank is capturing sovereign bond opportunities and leading a landmark social finance transaction

As GCC capital markets deepen and regional banks ramp up debt issuance to meet infrastructure and ESG-linked goals, competition among foreign institutions has intensified. Yet, few outside players have paired financial execution with regional sensitivity as effectively as the Industrial & Commercial Bank of China’s (ICBC) Dubai branch. The bank’s 2024 performance reflected both internal prudence and outward-facing strategic alignment in the evolving Middle East projects and sustainable finance landscape.

ICBC’s year began with a measured realignment of its bond investment portfolio. Monitoring movements in US dollar benchmark rates, the bank moved early in the third quarter of the year to offload $50m in Omani government bonds, capturing favourable spreads and reallocating capital into stronger, lower-risk positions. Executives say this decision was not simply opportunistic but part of a longer-term approach to cleaning the balance sheet while maintaining liquidity support for institutional clients.

Regional social finance

The more public-facing milestone came with the successful execution of a $600m, five-year social responsibility bond for the National Bank of Ras Al Khaimah (RAKBANK). This was not a passive syndication role. As the sole Chinese institution on the deal, ICBC Dubai coordinated closely with ICBC Standard Bank, formed through a joint venture with South Africa-based Standard Bank, to provide cornerstone order support, investor introductions and market sentiment analysis. The result was a significantly oversubscribed issuance, priced at T+135 basis points (bps), narrowed from an initial 170 bps and scaled up from $500m due to strong institutional demand.

What made the transaction noteworthy was not just its structure, but its purpose. Aligned with RAKBANK’s social finance framework, the proceeds will support UAE-based micro, small and medium enterprises (MSMEs) and enhance public healthcare delivery. While ICBC was not the issuer, its ability to credibly intermediate a regional ESG-linked instrument highlights growing trust in its market participation and risk governance.

Increased credibility

Some observers in the Gulf remain cautious about foreign bank involvement in socially framed debt, pointing to potential misalignment with local development mandates. ICBC’s role in this transaction, however, challenges that perception. It demonstrated how cross-border partnerships can deliver pricing advantages and broaden the pool of institutional capital without diluting local intent. The bank’s involvement has also added to its credibility in Middle East and North Africa (Mena) project finance, particularly in markets where Chinese capital still competes with legacy European and US institutions.

Still, not all market observers are convinced. Some argue that while foreign participation in ESG-labelled instruments is growing, lasting influence depends on long-term commitment and local alignment. ICBC’s presence in this transaction does not claim to solve that, but it sends a clear signal.

The bank’s contributions have been recognised with dual honours at the Mena Banking Excellence Awards 2025 – Corporate and Investment – Corporate and Investment, where it was named Mena Project Finance Bank of the Year and Best Green and Social Bond Issuer. Whether this marks a deeper shift in the region’s view of Chinese capital remains to be seen, but the momentum is hard to ignore.

The bank expanded its institutional and public sector reach while building an income-generating high-quality liquid asset portfolio

In Qatar’s 2024 banking landscape, stability was never the full story. Reserves backed by liquefied natural gas (LNG) provided cover, but shifting capital demands and a more discerning public sector meant banks had to move with care. Doha Bank, known more for conservatism than spectacle, took a quieter but meaningful turn.

This shift is part of the bank’s broader Himma transformation, a programme launched in late 2023 under a new leadership. Though often associated with retail modernisation, Himma’s impact on Doha Bank’s institutional posture is beginning to show. More than 80 internal initiatives have been mapped out, but it is the targeted ones – in treasury, syndication and public sector coverage – that are reshaping its corporate banking profile.

Funding and asset strategy

In a move that may have flown under the public radar but caught industry attention, Doha Bank returned to the capital markets with its first Euro medium-term note (EMTN) bond in more than two years. The $500m issuance at 5.25% was four times oversubscribed. That appetite reflects more than liquidity; it hints at growing confidence in the bank’s institutional direction.

The treasury and investment team has actively managed the proprietary investment portfolio, growing it by 12.6% this year through opportunistic allocations. The portfolio provides stable income and serves as a strong liquidity buffer, with the majority held in high-quality liquid assets. It also acts as a low-cost funding source through repo mechanisms, including repo-to-maturity structures.

Risk is effectively mitigated, with interest rate hedging covering around 91% of the fixed-income portfolio. The hedging is dynamically managed to capture capital appreciation from shifts in the interest rate curve. This prudent strategy enabled the bank to monetise volatility.

Prioritising public lending

Meanwhile, international banking made strides. Syndicated financial institution assets rose 23.4%, driven by deepening ties across the Middle East, North Africa and Turkey (Menat) and Asia-Pacific (Apac) regions. A new debt capital market origination desk, launched in the fourth quarter of the year, points to longer-term ambitions in capital markets execution.

Back home, public sector lending took priority. Doha Bank focused on government-linked clients through both bilateral and syndicated channels. Executives cite this as a growth area aligned with infrastructure goals.

The bank’s credit discipline remains intact. Non-performing loans held at 7.43%, and cost of risk eased to 1.18%. Some market watchers may question the headline non-performing loan figure, but the underlying tone is one of stability rather than concern.

In 2024, Doha Bank began a comprehensive environmental, social and governance (ESG) transformation journey, reinforcing its commitment to sustainable growth.

In its initial phase, the bank established a new ESG framework, adopted a double materiality-informed strategy, strengthened board-level ESG governance, and developed an environmental and social management system policy. These foundational steps position the bank to capitalise on ESG opportunities while proactively managing related risks.

Internally, Doha Bank strengthened its executive bench. Key appointments in risk, strategy and treasury functions marked a new phase of institutional maturity. The broader governance revamp now gives clearer oversight of risk, ESG and financial performance at a committee level.

Doha Bank’s trajectory is cautious but deliberate. In a region where quiet shifts often precede strategic breakthroughs, its 2024 performance may be more meaningful than headlines suggest.

Governance-led lending growth and strategic partnerships marked the bank’s strategy and direction in 2024

Kuwait’s banking sector is adapting to a more complex regulatory climate, growing demand for structured finance and heightened scrutiny on credit quality. For Islamic banks in particular, the challenge has been to grow corporate portfolios while maintaining sharia alignment and risk discipline. The local Boubyan Bank’s recent strategy appears to reflect this balancing act, with a cautious but deliberate expansion of corporate services, governance tools and regional access points.

One development in 2024 was the bank’s rollout of an internal AI tool that scans Kuwait’s official gazette to identify risks in corporate client filings. The system reportedly cut documentation turnaround time from two weeks to two hours – a practical shift in back-end operations that bank executives say has not diluted their approach to risk. Boubyan Bank’s corporate non-performing financing ratio held at 0.69% for the year, reflecting measured lending despite faster decision-making.

The bank also expanded its training in Islamic governance, compliance and treasury, with more than 500 staff participating in 2024. Although typically viewed as back-office topics, these capabilities underpin the bank’s ability to scale sharia-compliant corporate lending without overexposure.

Growth and SME reach

Corporate finance volumes rose 11.7% in 2024, with Boubyan Bank reporting a five-year increase of 107%. While not among the largest players in the GCC, the bank has aimed to compete through its service model, with relationship managers playing a central role. Digital upgrades supported the lending side, including automated invoicing and multi-entity switching features aimed at small and mid-sized businesses, a segment that remains underserved in many Islamic finance markets.

Boubyan Bank’s UK-based digital subsidiary, Nomo Bank, saw international customer balances rise by 70%, while property finance activity grew eight-fold. In parallel, a partnership with the UAE’s Abu Dhabi Commercial Bank (ADCB) means Boubyan Bank’s GCC-based clients enjoy greater access to regional real estate and investment channels. Some observers note that while Islamic banks have made regional inroads, cross-border coordination in corporate banking remains uneven. Boubyan Bank’s efforts suggest a more integrated approach may be emerging.

The bank closed 2024 with KD96.8m ($315.8m) in net profit and double-digit growth in both deposits and financing. Its performance has led to it being recognised as the Best Islamic Bank – Kuwait at the Mena Banking Excellence Awards 2025 – Corporate and Investment. Boubyan Bank’s 2024 performance indicates sharia banking in the corporate space is increasingly being shaped by operational discipline and cross-market alignment and not just religious structure.

Backed by regional strength and local execution, Maybank Cambodia is aligning its retail strategy with customer lifecycle needs, financial inclusion goals and digitally enabled growth
Across the Association of Southeast Asian Nations (ASEAN) region, banks are contending with rising consumer expectations, digital disruption and new regulatory landscapes. In Cambodia, Malaysia’s Maybank is distinguishing itself by converting these challenges into an opportunity to humanise financial services. The bank’s Cambodian subsidiary has adopted a holistic model that addresses customer needs across every life stage – from first savings accounts to homeownership and retirement – while pushing the boundaries of what a retail bank can be.

Deep local roots
Established in Cambodia in 1993 and locally incorporated in 2012, Maybank Cambodia has grown from a single-branch operation to a 21-branch network, with 13 locations in Phnom Penh and eight in the provinces. Guided by the Maybank Group’s M25+ strategy, which prioritises customer-centricity, digital modernisation and sustainability, the bank has outperformed the market in key areas. In 2024, retail and SME loan and deposit portfolios grew by 2.4% and 13.7% respectively, accounting for 65% of total loans and deposits.

Digital-first, human always
The launch of the new Maybank2u KH mobile app highlights Maybank’s digital push. Designed for ease and efficiency, it offers biometric login, cardless ATM access and digital account opening – attracting more than 20,000 new users in just seven months. The bank’s Swap Deposit product – a hybrid of fixed deposits and foreign exchange (FX) swaps – further demonstrates the bank’s innovation in wealth solutions.
Community at the core
Maybank’s win for Best Corporate Social Responsibility (CSR) Initiative – Financial Inclusion at the Retail Banker International Asia Trailblazer Awards 2025 reflects its commitment to underserved communities. Through its Cashville Kidz financial literacy programme, the bank has reached more than 56,000 students across 188 schools. Women’s empowerment initiatives – including the Maybank Women Eco-Weavers and HERpower programmes – have helped more than 687 women weavers and supported 1,259 farmers. Its Reach Independence & Sustainable Entrepreneurship (RISE) programme has driven income increases of up to 650% for participants with disabilities, offering a blueprint for inclusive economic resilience.

Redesigning customer engagement
Maybank Cambodia’s award for Best In-Person Customer Event stems from its standout marketing innovation called the Maybank Pop Up, which involves a network of mobile banking hubs placed in high-footfall areas such as malls and cinemas. With more than 5,000 new accounts opened and over $1.2m in deposits mobilised from pop-ups alone, the concept has outperformed traditional branches in both customer volume and cost efficiency. A structured 100-day onboarding journey, lifestyle activations and influencer outreach have further boosted engagement.

Maybank Cambodia’s ability to align lifecycle banking with financial inclusion and digital scale has earned it the title of Best Retail Bank – Cambodia at the Retail Banker International Asia Trailblazer Awards 2025.

With a bold ambition to empower women across every dimension of life, Krungsri Credit Card is delivering campaigns that resonate far beyond checkout
As the Thai credit card market grows increasingly saturated, brand differentiation has become a matter of meaning, not just messaging. Krungsriayudhya Card Company, the credit card service provider of Bank of Ayudha (Krungsri), has responded by positioning its Lady Titanium credit Card as a platform of empowerment – targeting not just consumer spending but cultural relevance. Its 2024 marketing strategy was built around a central proposition – every stage of womanhood deserves visibility, validation and voice.

Narrative-led engagement
At the core of this approach is a sophisticated use of content marketing, marrying inbound engagement with lifestyle alignment. From Mother’s Day video vox pops to skincare tutorials and seasonal user-generated prompts, the Krungsriayudhya Card Company team has designed a year-long content calendar that has educated, entertained and converted. Strategic partnerships with fashion, cosmetic and sports brands such as H&M, JASPAL, Pomelo, Sephora, EVEANDBOY and adidas have translated core product benefits, including 7% cashback and 0% interest installments in fashion, cosmetic, beauty clinics and spa, into moments of lifestyle aspiration.

Influence with intent
What has set the campaign apart is its nuanced influencer strategy. Rather than promoting product alone, Krungsri has co-created narratives around the concept of ‘Ladyhood’ – a term the team redefined to include motherhood, inner beauty, identity and resilience. The bank has partnere/ with four influencers whose lived experiences brought these themes to life. These include LGBTQ+ advocate and beauty queen Kwanlada, MasterChef Thailand winner Paope, parenting community founder Mama Expert Thailand and globally renowned illustrator
Pomme Chan.

Each influencer has brought authenticity and storytelling to the forefront, whether through a special dish, video diary or limited-edition gift design. These collaborations have elevated the campaign from transactional to transformational, shifting audience perceptions and reinforcing Krungsri Credit Card’s position as a socially attuned financial brand.

Results with resonance
The results validate Krungsri Credit Card’s integrated approach: a 397% year-on-year surge in new card applications (March-October 2024 vs 2023), 600% growth in Google search volume and a 13% rise in card usage across beauty, fashion, travel and dining. These figures are not just a measure of reach, but of relevance and they speak to the power of connecting product value with purpose-driven storytelling.

Krungsriayudhya Card Company’s strategy has earned it dual recognition at the Retail Banker International Asia Trailblazer Awards 2025 – winning Best Marketing Campaign of the Year and Best Use of Influencer Marketing – for its visionary execution.