Leading Chinese banks delivered stronger earnings growth in the first half of 2026 (1H2026), but weaker loan demand, rising credit costs and continued pressure on asset yields kept returns under pressure.
Leading Chinese banks delivered stronger earnings growth in the first half of 2026 (1H2026), but weaker loan demand, rising credit costs and continued pressure on asset yields kept returns under pressure.
Malaysian banks' net profit was broadly flat in the first half of 2026 (1H2026), but their core lending businesses did not drive the result. Retail banking profit fell or stalled at most large groups, while corporate banking profit was likely flat. Treasury and markets income, wealth management and fund management provided most of the growth. Hong Leong Bank and Alliance Bank were the clearest exceptions, with broad-based operating strength.
Singapore’s banks turned to non-interest income as margins compressed in the first half of 2026 (1H2026), but the earnings cushion was uneven. OCBC’s broader revenue mix supported stronger profit growth, while UOB’s experience showed that wealth expansion alone could not make up for weaker net interest income.
Mobile banking development cycles fall from more than a year under traditional waterfall processes to only weeks as cloud infrastructure, modular architecture, configurable products and smaller teams reduce hand-offs and rework. But faster development does not always mean faster launches, as testing, security, data readiness, certification, partner coordination and customer adoption can still slow delivery.
Profit growth slowed among leading Indonesian banks in the first half of 2026 as weaker revenue and narrower margins weighed on earnings. Lower credit costs and improved efficiency, however, helped several large lenders maintain stronger profit growth.
Gulf banks saw earnings momentum weaken in the first half of 2026 as slower revenue growth, narrower margins and higher provisions offset resilient credit quality. Emirates NBD, Kuwait Finance House and Qatar National Bank outperformed, while the Iran conflict amplified differences across markets and raised the stakes for loan growth, funding and credit costs in the second half of the year.
Europe’s largest banks by country showed surprising resilience in the first half of 2026, with broad-based growth across their business segments. UBS, Barclays and BNP Paribas stood out, although part of their results were boosted by corporate-centre gains, treasury performance and exceptional items. Strong earnings prompted several banks to raise their full-year guidance and reconsider mergers and acquisitions
Data from 25 of the world’s largest banks by assets across regions shows that leading institutions are not only accelerating existing work but also building the capacity to serve more customers, process higher volumes of activity and grow revenue without increasing resources at the same pace.
Indian lenders posted stronger first-half profits as lower loan provisions boosted earnings, but weak revenue growth and margin pressure point to a more challenging outlook.
Siam Commercial Bank’s adoption of Citi’s integrated 24/7 USD Clearing and Token Services extends round-the-clock tokenised payments beyond Citi’s own accounts. But as HSBC, J.P. Morgan, Standard Chartered and BNY pursue alternative models, and shared ledgers gain momentum, the competition is shifting from first-mover advantage to interoperability and network scale.
Fintech platforms have evolved from payment apps into formidable competitors to banks, using payments as a gateway to credit, savings, investments, insurance and merchant services, often without the cost and regulatory burden of a full banking licence. The world's largest platforms show that this model can deliver both enormous scale and, in most cases, strong profitability.
UniCredit’s path to taking full control of Commerzbank by the end of 2026 represents a decisive test of European banking consolidation, challenging political resistance and signalling that shareholder interests may increasingly outweigh national protectionism in shaping the region’s banking landscape. The resulting model would leave Commerzbank with a smaller, more focused international network designed primarily to support German, Polish and other European corporate clients rather than operate as a dispersed global lending franchise.