By Khaled Salhab, EVP, Group Corporate and Institutional Banking – QNB Group
A structural realignment is reshaping the landscape of global corporate banking. As many international lenders become more restrictive in deploying capital, highly liquid Gulf Cooperation Council (GCC) banks are stepping forward. Today, these regional institutions command over USD 3.9 trillion in combined assets, allowing them to finance major infrastructure projects, trade and corporate expansion both within the region and across international markets.
Through our work with multinational companies across QNB’s international network, we see how this shift is changing corporate decision-making. They are not simply considering which market to enter next. They are asking how capital can be mobilised across borders, where regional liquidity should be managed and which banking partner can connect their operations across multiple currencies, regulatory environments and time zones.
Meeting these needs requires more than balance-sheet strength. It requires digital trade finance platforms that accelerate transactions, payment infrastructure that supports international operations and local expertise that helps translate international ambition into effective execution. These capabilities are becoming central to how companies manage working capital, strengthen supply chains and pursue growth across Asia, Africa and Europe.
From destination market to global platform
The GCC has long been recognised as an important destination for capital and trade. Today, that role is broadening. Supported by economic diversification, sophisticated infrastructure, deep sovereign wealth and well-capitalised financial institutions, the region develops into a platform from which international companies can coordinate and finance increasingly complex operations.
Qatar illustrates this two-way flow of capital. At the end of 2025, the country’s inward foreign direct investment (FDI) position reached QAR 165.4 billion, while its outward FDI position increased by 8.1% year-on-year to QAR 210 billion. These figures reflect an economy that attracts international investment and deploys capital to support commercial opportunities beyond its borders.
Translating connectivity into capability
As corporate operating models become more internationally distributed, treasury and trade finance are moving from supporting functions to the centre of business strategy. Companies require greater visibility over liquidity, transparent and efficient payment processes, and trade documentation that can be processed quickly while meeting regulatory requirements across multiple jurisdictions.
Digital transformation in corporate banking has therefore become a strategic enabler of growth. The transition from paper-based guarantees to integrated digital trade finance platforms is one example. By automating manual processes and reducing processing times, these solutions help companies respond to commercial opportunities more efficiently. Their value extends beyond individual transactions, strengthening the financial infrastructure supporting broader trade flows.
At QNB, we are deploying these capabilities on a significant scale. In 2024, the Group facilitated more than QAR 212 billion in trade finance solutions, representing a 12.7% year-on-year increase. At the same time, the continued expansion of our international payment infrastructure extended direct currency coverage from 30 to 130 markets, enhancing the speed, security and transparency of transactions for our clients.
A modern mandate for corporate banking
Across the Gulf, governments are pursuing national visions that are directing investment into new industries and infrastructure. Saudi Arabia is developing new tourism destinations, technology industries and urban centres under Vision 2030, while the UAE is investing in aviation and logistics capacity to strengthen its position as an international commercial hub. In Qatar, the 2,000-megawatt Dukhan solar power plant is being developed by QatarEnergy with South Korea’s Samsung C&T. The project illustrates how Qatar National Vision 2030 is bringing together national ambition, major investment and international expertise. Delivering projects of this scale requires banks capable of mobilising capital, coordinating multiple partners and supporting complex, long-term development.
We can already see this role taking shape across QNB’s international network. In Egypt, QNB participated in the financing of Green Sky Capital’s USD 500 million sustainable aviation fuel facility, supporting the development of an emerging clean-energy value chain. QNB Egypt also arranged an EGP 11.98 billion syndicated loan for new marine berths at East Port Said Port, strengthening the infrastructure supporting international trade.
Together, these transactions demonstrate how regional banking strength can advance national priorities and finance growth across international markets. With a presence in more than 28 countries across Asia, Europe and Africa, QNB combines balance-sheet capacity with international reach and local expertise to help clients mobilise capital, facilitate trade and execute complex transactions across borders.
The new crossroads of global commerce
The companies best positioned for future growth will be those capable of connecting capital with opportunity, central oversight with local agility, and regional strength with global reach. As these priorities reshape international commerce, the GCC and its financial institutions are well positioned to play a greater role in connecting markets and financing growth around the world.