Now turn to Oman, and the picture fractures.
Omani small businesses have seen a sharp drop in loans approved this year, as geopolitical pressure puts strain on companies and makes lenders more cautious, with the state-run Development Bank lending OMR 77.6 million to SMEs in the first half of 2026, a drop of 30 percent year on year, and the number of SME loans approved falling from 3,716 to 2,827 over the period.
The Development Bank's silence on the reasons for this contraction is itself instructive.
The bank declined to comment on any reason for the drop in lending, while business owners who had been declined loans told reporters that the institution had toughened its terms and conditions.
One of the more telling details to emerge is the introduction of mandatory loan insurance as a new financing condition,
which one applicant said added approximately 15 percent to the cost of borrowing.
That is not a marginal adjustment. For a small transport company or a power-generator maintenance firm operating on thin margins in a logistics environment already disrupted by regional instability, a 15-percent increase in borrowing costs is the difference between a viable business case and an impossible one.
Some SME owners are struggling to repay existing loans, making lenders more risk-averse, with one small transport company owner citing the impact of Strait of Hormuz disruption on logistics revenues as the reason for repayment difficulties.
This is the feedback loop that regulators and development finance institutions must watch with particular care: tighter lending standards push marginal borrowers into distress, distress increases default rates, elevated defaults justify even tighter standards, and the cycle compounds. The IMF has previously noted that
the Central Bank of Oman has long recommended a floor of 5 percent of commercial banks' loan portfolios to be allocated to SMEs, yet this had only reached 3.7 percent as recently as 2022,
which tells you that the structural underfunding of Oman's small business sector predates the current squeeze and will not resolve itself without deliberate institutional intervention.
Against this backdrop, Al Salam Bank's performance in Bahrain reads as a study in what Islamic banking looks like when the institutional architecture is working well.
For the financial year ended 31 December 2025, net profit attributable to owners of the bank increased by 30.2 percent to BD 76.8 million, up from BD 59.0 million in 2024.
The more analytically meaningful figure, however, is not the profit headline but the efficiency trajectory beneath it.
During the first half of 2025, the group reduced its cost-to-income ratio from 49.9 percent in H1 2024 to 45.3 percent in H1 2025,
a compression that reflects genuine operational discipline rather than merely a revenue tailwind.
The group's balance sheet continued to expand with total assets closing 2025 at BD 8.05 billion, a 14.0 percent increase, while financing assets grew 11.1 percent and customer deposits rose 7.1 percent.
What is worth noting here is the model itself.
Operating income rose to $637.1 million from $509.1 million in 2024, reflecting growth across core banking, asset management, and takaful operations,
which means Al Salam is not a bank that wins when credit conditions are loose and suffers when they tighten. It has constructed a revenue architecture diversified enough to generate returns across different parts of the financial cycle, and that is a structural quality that deserves recognition as something more than a quarterly earnings story.
The thread connecting all three of these narratives is the question of who gets access to the financial system's productive capacity and under what conditions. Qatar is building an economy broad enough to generate credit demand across multiple sectors. Al Salam is building a bank diversified enough to serve that demand efficiently. Oman's small businesses are being squeezed out of the system at precisely the moment when their participation in the non-oil economy matters most. The GCC's diversification ambition is real and in many places measurably succeeding. But diversification that does not reach the small business owner, the logistics entrepreneur, the generator maintenance firm seeking a working capital facility, is diversification that remains incomplete. The balance sheet can tell you how much capital is being deployed. Only the room can tell you who is being left outside it.
For informational and analytical purposes only. Not a solicitation. Consult a licensed financial advisor before making any investment decision.
