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Foreign Office says ‘don’t travel’ to these 55 countries in 2026 for UK holidaymakers

Anyone travelling to these destinations could invalidate their holiday insurance

There are certain spots around the globe that are considered quite risky, and travellers heading there receive guidance on safety precautions they should adopt to avoid mishaps.

However, only 55 locations feature on the ‘do not travel’ list, which has been flagged with a warning by the Foreign Office.

Anyone journeying to these places will be voiding their holiday insurance, meaning if things go pear-shaped, they’ll be left without support. Officials also caution that they could be jeopardising their safety. If you require consular assistance locally, it will likely be difficult to obtain.

For specific countries, the Foreign Office also advises against all but essential travel, implying you should reconsider any holiday plans The Foreign Office cautions: “Get advice and warnings about travel abroad, including entry requirements, safety and security, health risks and legal differences.”

It explained: “No foreign travel can be guaranteed safe. FCDO publishes travel advice to help you decide if it’s safe enough for you to travel to a particular destination. In some instances we also give information about how to reduce the risks you may face there. All environments contain some level of risk and you should consider what precautions you should take.

“You must take personal responsibility for your own travel. Only you can decide whether you should travel to a country or stay there, and what activities to take part in.”

People may face different risks due to their:

  • gender
  • ethnic background
  • sexuality
  • health

The Foreign Office has general guidance for specific types of traveller to help you understand some of these risks.

The FCDO sometimes formally advises British people against ‘all but essential travel’ or ‘all travel’ to a particular country. It said:

“Your travel insurance could be invalidated if you travel against advice from FCDO. We only advise against travel if we think the risk to British nationals is unacceptably high. For example, this could be due to:

  • armed conflict
  • military coups
  • civil unrest
  • disease outbreaks
  • natural disasters

“For terrorist threats, we only advise against travel:

  • in situations of extreme and imminent danger
  • where the threat is sufficiently specific, large-scale or widespread to affect British nationals severely

“We may advise against travel to:

  • a whole country
  • parts of a country

“The ‘Warnings and insurance’ section of each travel advice page lists all the areas where we advise against travel. If you want to know about changes to travel advice for a specific country, you can sign up to receive email alerts about updates.”

FCDO advises against all travel

  1. Afghanistan – “The security situation is volatile”
  2. Belarus – “You face a significant risk of arrest”
  3. Burkina Faso – “Due to the threat of terrorist attacks and terrorist kidnap”
  4. Haiti – “Due to the volatile security situation”
  5. Iran – “British nationals are at significant risk of arrest”
  6. Mali – “Due to unpredictable security conditions”
  7. Niger – “Due to the rise of reported terrorist and criminal kidnappings”
  8. Russia – “Due to the risks and threats from its continuing invasion of Ukraine”
  9. South Sudan – “Due to the risk of armed violence and criminality”
  10. Syria – “Ongoing conflict and unpredictable security conditions”
  11. Yemen – “Unpredictable security conditions”

FCDO advises against all travel to parts

  1. Algeria – all travel to within 30km of Algeria’s borders with Libya, Mauritania, Mali, Niger, Tunisia
  2. Armenia – within 5km of the full eastern border between Armenia and Azerbaijan, the M16/H26 road between the towns of Ijevan and Noyemberyan
  3. Azerbaijan – within 5km of the Azerbaijan-Armenia border
  4. Benin – northern border regions
  5. Burundi – Cibitoke and Bubanza provinces, former Kayanza province, former Bujumbura Rural province and the RN5 road north of Melchior Ndadaye airport
  6. Cambodia – within 50km from the border with Thailand
  7. Cameroon – Bakassi Peninsula, parts of the Far-North Region, North-West Region and South-West Region and within 40km of the Central African Republic, Chad and Nigeria borders
  8. Central African Republic – against all travel except to the capital, Bangui
  9. Chad – Borkou, Ennedi Ouest, Ennedi Est and Tibesti provinces, Kanem Province, including Nokou, Lake Chad region and within 30km of all Chad’s other borders
  10. Congo – within 50km of the Republic of Congo-Central African Republic border in Likouala Region
  11. Côte d’Ivoire – within 40km of borders with Burkina Faso and Mali
  12. Democratic Republic of the Congo – within 50km of the border with the Central African Republic, the province of Kasaï Oriental, the Kwamouth territory of Mai-Ndombe Province and provinces in Eastern DRC
  13. Djibouti – Djibouti-Eritrea border
  14. Egypt – within 20km of the Egypt-Libya border and the North Sinai Governorate
  15. Eritrea – within 25km of Eritrea’s land borders
  16. Ethiopia – international border areas, parts of the Tigray region, Amhara region, Afar region, Gambela region, Oromia region, Somali region, Central, Southern, Sidama and South West regions and Benishangul-Gumuz region
  17. Georgia – South Ossetia and Abkhazia
  18. India – within 10km of the India-Pakistan border and Jammu and Kashmir
  19. Indonesia – Mount Lewotobi Laki-Laki, Mount Sinabung, Mount Marapi, Mount Semeru, Mount Ruang, Mount Ibu
  20. Iraq – advises against all travel to parts of Anbar province, Basra province, Diyala province, Kirkuk province, Ninawa province, Salah al-Din province, Sadr City and within 30km of federal Iraq’s borders with Iran, Syria, Saudi Arabia and Kuwait
  21. Israel – against all travel to Gaza, parts of the West Bank and Northern Israel
  22. Jordan – within 3km of the border with Syria
  23. Kenya – Kenya-Somalia border and northern parts of the east coast
  24. Lebanon – areas in Beirut and Mount Lebanon Governorate, the South and Nabatiyeh Governorates, the Beqaa Governorate, the Baalbek-Hermel Governorate, the Akkar Governorate, the city of Tripoli and Palestinian refugee camps
  25. Libya – advises against all travel to Libya except for the cities of Benghazi and Misrata
  26. Mauritania – Eastern Mauritania and within 25km of the Malian border
  27. Moldova –Transnistria
  28. Mozambique – Cabo Delgado Province
  29. Myanmar (Burma) – Chin State, Kachin State, Kayah State, Kayin State, Mon State, Rakhine State, Sagaing and Magway regions, Tanintharyi Region, Shan State North, North Mandalay Region
  30. Nigeria – Borno State, Yobe State, Adamawa State, Gombe State, Kaduna State, Katsina State, Zamfara State and the riverine areas of Delta, Bayelsa, Rivers, Akwa Ibom and Cross River states
  31. Pakistan – within 10 miles of the border with Afghanistan, areas in Khyber Pakhtunkhwa Province and the Balochistan Province
  32. Philippines – western and central Mindanao and the Sulu archipelago
  33. Saudi Arabia – within 10km of the border with Yemen
  34. Somalia – advises against all travel except the western regions Awdal, Maroodijeh and Sahil
  35. Sudan – against all travel except to the Hala’ib Triangle and the Bir Tawil Trapezoid
  36. Palestine – against all travel to Gaza, parts of The West Bank and Northern Israel
  37. Thailand –parts of the south, near the Thailand-Malaysia border, the Hat Yai to Padang Besar train line and within 50km of the whole border with Cambodia
  38. Togo – within 30km of the border with Burkina Faso
  39. Tunisia – parts of Western Tunisia, including the Tunisia-Algeria border and Southern Tunisia, including the Tunisia-Libya border
  40. Turkey – within 10km of the Turkey-Syria border
  41. Ukraine – all regions of Ukraine with the exception of some western regions
  42. Venezuela – within 80km of the Venezuela-Colombia border, within 40km of the Venezuela-Brazil border, Zulia State
  43. Western Sahara – within 30km of ‘the Berm’ boundary line and areas south and east of the Berm boundary line

FCDO advises against all but essential travel

With regard to the definition of ‘essential travel’, the FCDO says: “Whether travel is essential or not is your own decision. You may have urgent family or business commitments which you need to attend to. Only you can make an informed decision based on your own individual circumstances and the risks.”

  1. North Korea – “The security situation can change quickly with no advance warning”

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Funding Pakistan’s Stability: The World Bank’s $700 Million Commitment

NEWS BRIEF The World Bank has approved $700 million in financing for Pakistan’s economic stability, advancing a controversial multi-year program that could total $1.35 billion. The funding arrives as Pakistan grapples with deep structural issues, from fragmented regulation to political capture of resources, and faces growing regional opposition, with India reportedly poised to challenge further […]

The post Funding Pakistan’s Stability: The World Bank’s $700 Million Commitment appeared first on Modern Diplomacy.

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US unemployment hits highest level since 2021 as labour market cools | Business and Economy News

The US economy gains jobs in healthcare and construction as other sectors stagnate, shrink.

The United States economy lost 41,000 jobs in October and November, and the unemployment rate has ticked up to its highest level since 2021 as the labour market cools amid ongoing economic uncertainty driven by tariffs and immigration policies.

In November, the US economy added 64,000 jobs after shedding 105,000 in October, according to a report released on Tuesday by the Department of Labor’s Bureau of Labor Statistics.

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The unemployment rate rose to 4.6 percent, up from 4.4 percent in September. Because of the government shutdown in October and November, the US government was unable to gather key data used to gauge the state of the economy, including the unemployment rate for October.

October’s job losses reflected the 162,000 federal workers who lost their posts, a result of deferred buyouts of their contracts,  which expired at the end of September.

In November, there was a loss of another 6,000 government jobs. Gains were seen in the healthcare, social assistance and construction sectors. Healthcare added 46,000 jobs – higher than the 39,000 jobs gained in the sector on average each month over the past 12 months.

Construction added 28,000, consistent with average gains over the past year. The social assistance sector added 18,000 jobs.

Transportation and warehousing lost 18,000. Manufacturing jobs are also on the decline. The sector shed 5,000 jobs in November after cutting 9,000 jobs in October following a 5,000-job loss in September.

White House economic adviser Kevin Hassett told reporters on Tuesday to expect to see more manufacturing jobs in the next six months.

His assessment was driven by growth in construction jobs and manufacturing investments, which signal job growth is on the way.

People working part time for economic reasons also rose to 5.5 million, which is up 909,000 from September.

“Today’s long-awaited jobs report confirms what we already suspected: [President Donald] Trump’s economy is stalling out and American workers are paying the price,” Alex Jacquez, chief of policy and advocacy at the economic think tank Groundwork Collaborative, said in a statement.

“Far from sparking a manufacturing renaissance, Trump’s reckless trade agenda is bleeding working-class jobs, forcing layoffs, and raising prices for businesses and consumers alike.”

The data was released after the Federal Reserve cut its benchmark interest rate by 25 basis points to 3.5-3.75 percent as labour conditions cool.

“The labour market has continued to cool gradually, … a touch more gradually than we thought,” Fed Chairman Jerome Powell said after the rate cut decision last week.

On Wall Street, markets fell slightly after the jobs report. In midday trading, the Nasdaq was down 0.4 percent, the S&P 500 was down 0.5 percent and the Dow Jones Industrial Average was 0.4 percent below its market open.

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Israel to demolish 25 homes in occupied West Bank’s Nur Shams camp | Occupied West Bank News

Rights groups say the demolition order, which will affect 100 Palestinian homes, is an attempt to ‘cage in’ Palestinians.

The Israeli military will demolish 25 residential buildings in the occupied West Bank’s Nur Shams refugee camp this week, according to local authorities.

Abdallah Kamil, the governor of the Tulkarem governorate where Nur Shams is located, told the AFP news agency on Monday that he was informed of the planned demolition by the Israeli Defence Ministry body COGAT.

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Faisal Salama, the head of the popular committee for the Tulkarem camp, which is near Nur Shams, said the demolition order would affect 100 family homes.

Israel launched Operation Iron Wall in the occupied West Bank in January. It says the campaign is aimed at combating armed groups in refugee camps in the northern West Bank.

Human rights organisations have warned that Israel is using many similar tactics it used in its genocidal war against the Palestinian people in Gaza to seize and control territory across the occupied West Bank.

“This is part of a wider campaign that has persisted for about a year, targeting three refugee camps and demolishing or damaging a total of about 1,500 homes in the past year, and forcibly displacing 32,000 Palestinians,” said Al Jazeera’s Nour Odeh, reporting from the West Bank’s Ramallah.

Palestinians and human rights organisations say such demolitions are an attempt to “cage in” Palestinians and alter the geography in the West Bank, she added.

On Monday, a dozen displaced Nur Shams residents held a demonstration in front of armoured Israeli military vehicles blocking their way back to the camp. They protested against the demolition orders and demanded the right to return to their homes.

The head of the Palestinian National Council, Rouhi Fattouh, said that the Israeli decision is part of “ethnic cleansing and continuous forced displacement”, the Palestinian news agency Wafa reported.

‘Social death’

Omer Bartov, a professor of holocaust and genocide studies at Brown University, told Al Jazeera that Israel was “dehumanising” the Palestinian population in the occupied West Bank.

“[It is creating] a growing situation of social death, which is a term that was used to describe what happened to Jewish populations in Germany in the 1930s. That is, that your population, the Jewish population of Israel, increasingly has no contact with the people on the other side, and it exists as if they don’t exist,” he said.

“It dehumanises the population because you treat it as a population that has to be controlled, and it dehumanises the people doing it because they have to think of that population as being lesser than human.”

Aisha Dama, a camp resident whose four-floor family home, housing about 30 people, is among those to be demolished, told the AFP she felt alone against the military.

“On the day it happened, no one checked on us or asked about us,” she said.

“All my brothers’ houses are to be destroyed, all of them, and my brothers are already on the streets,” said Siham Hamayed, another camp resident.

Nur Shams, along with other refugee camps in the West Bank, was established after the 1948 Nakba, when hundreds of thousands of Palestinians were forcibly displaced from their homes in what is now Israel.

With time, the camps they established inside the West Bank became dense neighbourhoods. Residents pass on their refugee status from one generation to the next.

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Kenneth Guenther : A Voice for Independent Banks Stands Up to the Administration

James Bates covers banking for The Times. He interviewed Kenneth A. Guenther during a recent meeting of California independent bankers

At a time of huge bank mergers and cries to overhaul the nation’s banking system, Kenneth A. Guenther makes sure the smallest banks in America have one of the loudest voices.

The outspoken chief executive and executive vice president of the Independent Bankers Assn. of America more often than not finds himself at odds with powerful forces pushing for sweeping changes in the rules banks operate under as well as those promoting huge mergers as a way to improve the health of the nation’s banks.

The future of the Bush Administration’s bank reforms–allowing banks to open branches across state lines, allowing banks into Wall Street and insurance activities and permitting industrial and service companies to buy banks–is growing more uncertain. Two weeks ago, the House voted down a Democrat-altered version of the bank-reform plan. A much narrower bill, largely to bolster the nation’s dwindling bank deposit insurance fund, could be approved soon, but any major reforms are unlikely right now.

In fighting the Administration, Guenther has irked some powerful people. Treasury Secretary Nicholas F. Brady has said that Guenther “demeans his members, carrying on the way he does” in his opposition to the bank-overhaul plans.

A native of Rochester, N.Y., Guenther, 55, completed graduate studies at Johns Hopkins, the University of Rangoon and Yale University. A former Treasury and State Department official, Guenther served as a special assistant to three former heads of the Federal Reserve Board. He joined the 6,100-member banking trade group roughly 10 years ago.

Guenther’s basic point is that the deck is increasingly stacked against the small community banks. Although he has the image of a maverick, Guenther is very much a Washington insider, maintaining cordial relationships with many people he disagrees with publicly. He plays tennis with the likes of Federal Reserve Chairman Alan Greenspan and various bank regulators–though he often finds himself at odds with them on policy.

Guenther uses blunt words to make his case. But the Washington influence shows in his dress–a formal business suit for morning meetings even at a resort hotel where everyone is dressed for golf. His populist style has made him a hero among independent bankers, while attracting criticism from those who accuse him of grandstanding.

Part of Guenther’s clout comes with his skill with the media. He is a prolific writer of letters to the editor, is quoted frequently and has strong friendships with reporters–in fact, he and his wife, Lilly, are godparents of a New York Times reporter’s twins.

Question: What future does the independent bank have in this age of banking consolidation?

Answer: There are going to be fewer big banks and medium-sized banks than smaller banks. As banks get larger, this opens up more niches for your smaller banks. Larger banks generally mean poorer services for your small business and small-time customers.

Q: Large banks would argue the opposite. They would say it will be good for customers, providing things they can’t get now.

A: With size comes regimentation. You are going to have to do things their way. There is going to be far less “high touch.” Those small banks providing high-touch services are going to have increased opportunities.

Q: What about public policy concerning mergers? You said Treasury is committed to seeing a lot of mergers. Why so?

A: Secretary (Nicholas F.) Brady wants to get the banks in this country into the No. 1 rank. But people aren’t looking at the cost of building banks to the size of the Japanese banks. Size alone does not mean a healthy, good, diversified financial system or political system. The Japanese have the largest banks in the world, but who wants their political system? Our diversified financial and economic system underlies our diversified political system.

Q: What about the argument that the big banks use , that there’s too much overcapacity? That there are too many banks?

A: There’s a very interesting study out from the Federal Reserve Bank of Minneapolis that says public policy promoting consolidation is not in the interests of the banking system or the economy. This study indicates that we should not be moving in that direction.

Q: What about the argument that says the banking system is inefficient?

A: I think our banking system is remarkably efficient. I think we have still the strongest entrepreneurial system in the world. It needs some fine tuning. But we don’t have to throw it out lock, stock and barrel and adopt a Japanese model.

Q: Does it need consolidation?

A: The industry is consolidating. The question is: Is it productive public policy to force more rapid consolidation?

Q: The House for now has rejected legislation to overhaul the banking system. What does this mean for the independent banks?

A: This legislation has nine lives–it’s on its fourth now. The Administration and their big-bank allies killed a version of the bill they didn’t like and moved immediately to resuscitate another version of Secretary Brady’s big-bank reform bill.

Q: Why should people care about these proposals?

A: Everybody in the United States should breathe a big sigh of relief because the House has turned back a proposal from the Administration which would have allowed the largest commercial firms–domestic and foreign–to buy the largest banks in this country. This would have totally restructured the economic and financial system of the United States and led to an enormous concentration of economic power. That’s always bad news for John Q. Public.

Q: Why shouldn’t a bank be allowed to open a branch across a state line?

A: Our problem with that is that the Treasury Department proposed to keep “too big to fail”–meaning the Treasury Department proposed that the bigger banks continue to have a 100% deposit insurance product. At the same time, they were proposing that our deposit insurance product be reduced. That means the big banks could go across state lines, offering a superior deposit insurance product. This would have driven money out of the smaller banks of this country.

Q: Do you fear that there will eventually be some cuts in deposit insurance?

A: Everybody knows that the FDIC (Federal Deposit Insurance Corp.) fund is hurting. Why not expand the assessment base? The foreign deposits in American banks that enjoy deposit insurance coverage do not pay deposit insurance premiums. Make everybody who has the insurance pay for the insurance. That could bring in literally billions and billions of dollars a year.

Q: Does it matter whether we declare a policy saying banks are not too big to fail? In a crunch, won’t we step in?

A: (Federal Reserve Board Chairman) Alan Greenspan is about as free market as you can get. But Greenspan has testified repeatedly before the Congress that the large uninsured depositor cannot be put at risk, because if he’s put at risk in this country we will have runs (on the banks). He will take his money and put it into the Japanese banks, or German banks. What Alan Greenspan is saying is, in the moment of truth, we are going to intervene to make sure the depositors in your big banks do not get hurt, because this is essential for the stability of the system. How can you make a policy prescription to cut back deposit insurance for John Q. Public, who banks with a smaller institution?

Q: What about proposals such as $100,000 protection per Social Security number?

A: In this day and age, $100,000 is not that much money. It’s a four-year college course for a student who doesn’t go to an Eastern school. Again, you are penalizing your smaller institutions. People will put their money in your “too-big-to-fail” banks.

Q: What about allowing banks into other lines of business?

A: You are opening the door into riskier areas. If you are moving into a business you don’t know well, you are not inclined to do it well in the beginning. And the doors that they are trying to open are really quite risky. Underwriting corporate debt, or underwriting stocks is a risky business. Will the banks do it well? Will it turn out to be profitable? I think these are question marks.

Q: What are the primary problems of independent banks these days?

A. We are in a recession that is deeper than anticipated. The Fed has just cut key interest rates. . . . The other problem is that the industry went too far overboard in terms of commercial real-estate development.

Q: How healthy are independent banks?

A: The independent banks are healthier than your larger banks.

Q: Can the voice of an independent bank be heard these days?

A: It’s enormously frustrating that this Administration is listening to a very select number of voices. The Treasury Department is promoting a legislative product that benefits a relatively few number of large financial institutions. This is why we have sort of adopted the theme that the Treasury is promoting Wall Street and we are here trying to protect Main Street. There are far more Main Street institutions than Wall Street institutions.

Q: Do you think that the deck is stacked against the independent bank?

A. The deck in this Administration is stacked against the independent banks. And therefore we have put together this wide-ranging Main Street coalition: small business, retired people, home builders and farm groups working against key elements in the Administration proposal.

Q: Both you and your association have taken a lot of criticism from people like Brady and also other trade groups.

A: No one likes to be criticized by the secretary of Treasury, who is a nice man. But I’m sorry, Mr. Secretary, your policy objectives are very different than ours. Your policy objectives will make life much tougher for millions of banks and small businesses.

Q: If they gave you the banking reform bill and said write it any way you want, what would you do?

A: The problem is that this bill focused on the weakness of the deposit insurance fund. Something has to be done to strengthen the deposit insurance fund, and thus strengthen depositor confidence. Then you move from that central issue that has to be addressed and ask yourself the next question: What can you do to definitely strengthen banking and the profitability of banking? There are some things that can be done in this area. Give banks some more retail products, and again this will increase what is available to the American consumer.

Q: Do you think taxpayers are going to have to pick up any of the tab for the banking problems as they have for the savings and loans?

A: It depends on what happens to the real-estate market in California. Just like with costs of the S&L; crisis, things are escalated by what happens in California. California is such a key state.

Q: And depending on what happens here is what is going to make the difference?

A. What happens in California will make the difference. The banking industry, to remain healthy, cannot pick up the full tab if things go very bad in California. At that time, the American taxpayer would have to decide: Do we want a healthy and growing banking industry or do we force the full tab on the banking industry?

Q: In this era of megamergers, with huge institutions being created, can the independent bank compete?

A: The independent bank will compete, the independent bank will survive and prosper. We run a high-touch operation: high-tech plus high-touch. There is going to be plenty of business around for those who don’t want to deal with the impersonal, insensitive elephants.

Q: What about the argument that we don’t need all of these little banks?

A: We don’t need all these big banks running around. There are definitely too many big banks in New York City–in a declining economy and declining city. The American market is really not over-banked. It’s one of the illusions that is out there. American small business wants to deal with your smaller bank, where you get better, personalized service.

Q: What about the argument that we need bigger banks to compete with foreign banks?

A: Perhaps in some areas, that’s the case. But what the big banks have lost in this country is the large commercial lending business. They’ve lost your commercial and industry loans. Big firms earlier went to banks to get this money, now they issue their own commercial paper. So the big banks are looking for a new role, and maybe they can’t find it.

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World’s Best Digital Banks 2025: Round II—Global Winners

The global banking industry is currently in the midst of a profound digital transformation, propelled by the accelerating pace of technological advancements and the continuously evolving expectations of modern consumers and clients.

At the vanguard of this monumental shift are the World’s Best Digital Banks 2025, institutions that are not merely adapting to change but actively demonstrating how innovative digital strategies can fundamentally reshape and redefine the landscape of financial services.

These leading digital banks excel by integrating strategic vision, a customer-centric approach, and robust technology such as AI, blockchain, and the cloud. This combination offers tailored solutions both for individual consumers through personalized experiences and for businesses via sophisticated digital platforms, creating new financial interaction paradigms for the 21st century.

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World’s Best Digital Bank and Best Consumer Digital Bank

For the second consecutive year, Global Finance has named Bank of Georgia (BOG) the World’s Best Digital Bank and Best Consumer Digital Bank. This achievement highlights BOG’s commitment and leadership in digital banking, stemming from a strategic vision, customer focus, and in-house technological innovation.

At the core of BOG’s strategy is CEO Archil Gachechiladze’s “customer obsession.” This principle drives the bank to deliver intuitive, inclusive, and customer-centric banking. BOG achieves this by consistently understanding and adapting to the evolving demands of its diverse customer base.

A 700-strong, in-house IT team powers BOG’s digital agility. This team develops the bank’s core banking system, digital channels, and payment platforms. This self-reliance provides a competitive advantage, fostering rapid iteration and feature delivery. Minimizing third-party dependencies gives BOG control over its technological road map, allowing swift responses to market changes. The bank’s microservices-based architecture has accelerated application development and transaction processing, boosting efficiency.

The bank has established itself as a leading innovator by developing an open-banking API marketplace—a catalog of APIs available to third parties, enabling integration of BOG’s services into third-party platforms—facilitating an ecosystem with hundreds of partners. This initiative significantly enhances the customer experience through a comprehensive mobile application that functions as a “financial super app,” says Gachechiladze. Going beyond traditional banking, the app integrates BOG’s Personal Finance Management tool for budgeting and spending analysis. It also proactively identifies and presents personalized loan and credit opportunities, including buy now, pay later options. The “super app” extends its utility beyond finance, incorporating services such as in-app stock trading; digital gift card purchases; and diverse payment solutions for transportation, covering car-related expenses including fines and parking, as well as public transport passes.

Customer convenience is central to BOG’s digital strategy. The bank offers 24/7 digital onboarding, allowing new customers to open accounts and receive digital debit cards instantly. This is supported by continuous, multichannel customer support via text, phone, or video chat.

BOG’s digital transformation includes innovative payment solutions. These involve using smartphones as payment terminals for small businesses and individuals. The bank has also pioneered face-recognition technology for payments. Furthermore, BOG developed a dedicated mobile application for businesses, streamlining operations and transactions.

Best Corporate/Institutional Digital Bank

DBS Bank’s status as a leading digital bank is the result of a comprehensive digital-transformation strategy launched in 2014 with the goal of making banking effortless and seamless. This success is built upon several critical pillars.

The first of these foundational pillars is DBS’ commitment to tangible value from its technology, beginning with rigorous quantification of AI investments, attributing substantial financial gains to these initiatives. These gains are projected to reach 750 million Singapore dollars (about US$577 million) in 2024 and surpass SG$1 billion in 2025, a tangible demonstration of value that distinguishes the bank from its competitors.

Building on this strategic investment, DBS has industrialized its AI strategy, deploying over 1,500 AI and machine learning models across more than 370 use cases. These encompass internal operations, such as AI-driven audits for enhanced risk management; and a generative-AI (Gen AI) platform, DBS-GPT, that supports over 90% of staff, saving thousands of employee-days annually. Customer service is further enhanced by Gen AI–powered assistants that efficiently transcribe and summarize queries, while personalized nudges provide proactive financial guidance to clients.

Beyond consumer and internal applications, DBS prioritizes the customer journey for institutions and for small and midsize enterprises (SMEs) through the bank’s Managing through Journeys program. Digital innovations have led to a significant 30% reduction in time to open corporate accounts for SMEs in Singapore and halved the time required for implementing payment and collection API mandates. The bank’s digital lending platform for SMEs provides faster financing with improved credit risk assessment, resulting in a double-digit reduction in time-to-cash (the time it takes for a business to receive financing).

Complementing DBS’ internal strategy, an extensive ecosystem and API strategy that boasts over 400 partners empowers the bank to acquire new business without incurring traditional customer acquisition costs. DBS has also pioneered institutional blockchain services, facilitating instant multicurrency transaction settlements.

Finally, DBS’ success is deeply rooted in a fundamental cultural shift toward an agile, innovation-driven environment, mirroring a technology startup. This decade-long journey has been guided by a clear vision to “make banking joyful” through seamless digital experiences, a commitment now extended to corporate and institutional clients who can enjoy the same seamless and “joyful” banking experience as consumers.

Best Islamic Digital Bank

For the past decade, Boubyan Bank has consistently been recognized by Global Finance as the World’s Best Islamic Digital Bank. This achievement is a testament to its strategic vision, which seamlessly integrates digital innovation with Islamic principles through a sustainable and focused approach.

Boubyan has successfully forged a “digital-first” Islamic identity, demonstrating that Islamic banking can be modern, digital, and highly appealing to a tech-savvy audience, particularly younger generations. The bank’s strategy is built on prioritizing customer satisfaction, driving revenue growth, and achieving cost reduction through innovative digital solutions.

As a pioneer in the Kuwaiti market, Boubyan offers “first-in-Kuwait” products that simplify banking and deliver unique value to both retail and business customers. Key innovations include Msa3ed, or Musaed, an AI-powered conversational banking assistant that provides instant support in both Arabic and English, further enhanced by Gen AI for more-intelligent interactions. Another significant milestone is the launch of Nomo: a UK-based, sharia-compliant, digital bank enabling Middle Eastern customers with international lifestyles to swiftly open UK accounts, offering multicurrency payments, international transfers, and sharia-compliant investment opportunities. Additionally, Boubyan provides a comprehensive suite of digital solutions for SMEs, such as ePay for collections and eRent for real estate management.

Customer experience is paramount to Boubyan’s digital strategy, meticulously guided by human-centered design. The bank consistently achieves high customer-satisfaction ratings, with an impressive 99% of financial transactions conducted through its mobile app. The bank’s numerous awards for customer service further underscore that Boubyan’s digital convenience is seamlessly supported by a robust service ethos.

Boubyan’s Digital Innovation Center facilitates rapid product launches unencumbered by legacy systems. The bank actively collaborates with global and regional fintech partners to integrate cutting-edge technologies, such as Snowdrop Solutions for data enrichment.

Internally, Boubyan harnesses AI for operational excellence. This is exemplified by the automation of corporate risk assessment, which has dramatically reduced processing time from weeks to mere hours. AI is also deployed to optimize call centers and enhance internal workflows, showcasing a comprehensive commitment to efficiency that extends beyond customer-facing tools.

Bank of Georgia, DBS, and Boubyan underscore a fundamental truth: The future of banking is undeniably digital. These institutions demonstrate how a relentless focus on innovation, customer experience, and technological agility can drive sustained growth and market leadership. As the digital landscape continues to evolve, these banks’ achievements serve as a powerful testament to the transformative potential of digital banking, inspiring the industry to embrace a future where financial services are more accessible, efficient, and seamlessly integrated into daily life.

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World’s Best Digital Banks 2025: Round II—Consumer Regional

‘Phygital’ strategies and tools help consumer banks blend advanced technology and AI with accessibility and financial inclusion.

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A wave of innovation is reshaping consumer banking, moving a business estimated at some $70 trillion worldwide beyond simple online transactions to create integrated, customer-centric financial ecosystems. A primary feature of this transformation is the shift to super apps and beyond-banking models, which aggregate a comprehensive suite of financial and nonfinancial services—from credit and investments to communication and e-commerce—on a single, secure digital platform. Often, this shift is enabled by leveraging open-banking principles and APIs to foster a broader, more interconnected digital ecosystem.

Accessibility and financial inclusion remain central, however, as banks deploy “phygital” strategies that blend advanced technology with human touchpoints to ensure seamless access even in geographic areas with limited physical or digital infrastructure. Tools include mobile virtual-network operators (MVNOs) that do not own their own wireless network infrastructure and the USSD (unstructured supplementary service data) communication protocol that allows mobile phones to interact directly with a service provider’s systems.

Strategic application of machine learning and AI, meanwhile, is driving internal efficiencies in risk management and process automation and enhancing the customer experience through personalized product offerings and intelligent, real-time, decision-making for services like loan approvals. Convenience and security remain top of mind as banks adopt payment innovations like PayShap, QR, and tap-to-pay; sophisticated fraud-monitoring systems; and unique features designed to build trust and simplify complex daily financial activities.

Taken together, these innovations amount to a sweeping cultural change, as well as process change for banks whose customer base runs the gamut from beginner to highly sophisticated. This year’s regional winners exemplify the effort needed to get it right.

Africa

South Africa’s First National Bank (FNB) offers FNB Connect, an integrated digital financial platform including banking, credit, insurance, investments, and communication within a secure ecosystem. FNB serves 7.7 million digital customers who log into the app 156 million times monthly. As South Africa’s highest-rated banking app, it does duty as a personal banker, financial coach, and e-commerce hub, offering consumers an omnichannel experience driven by intuitive design, automation, and personalization.

“FNB Connect drives our ‘beyond banking’ vision by integrating connectivity, devices, and digital services into one ecosystem,” says FNB Connect CEO Sashin Sookroo. “In rural and periurban areas where physical banking infrastructure is limited, our MVNO offering ensures customers remain connected to digital platforms, enabling secure transactions and access to financial tools. Together, these pillars bridge the gap between connectivity and financial inclusion, accelerating digital adoption where traditional channels are out of reach.”

FNB is working to reduce communication costs through zero-rated banking channels, rewards, and free WhatsApp; and to make technology accessible via curated products such as solar energy and water tanks with eBucks Rewards. The bank’s service-provider portfolio allows customers to top up airtime/electricity or redeem vouchers at over 400,000 locations, eliminating the need to travel to urban centers. FNB’s CashPlus and AgencyPlus initiatives blend technology with human touchpoints to deliver a phygital experience, notes Fazlen Khan, channel management head for Broader Africa, ensuring financial services are inclusive and accessible for all communities.

Asia-Pacific

Although best known as Taiwan’s only dedicated SME bank, TBB has extended the same digital strengths to its consumer channels, creating a unified experience across retail and business customers. “Through model-based analysis of financial conditions and market dynamics,” says Lawrence Tsai, TBB’s manager of Digital Banking, “TBB predicts future funding needs, offering precise financial solutions to enhance business planning and operational efficiency.” Its micro-enterprise e-loan platform is specifically designed for SME financing, aligning the bank’s application processes, review logic, and product design with the distinct needs of small and midsized enterprises.

TBB offers an industry-first, comprehensive one-stop online experience for business applications and contract execution. Thanks to extensive use of optical character recognition, MyData integration, robotic process automation (RPA), and real-time decision-making systems, the bank reports it has reduced the time required for application submission from 15 minutes to two, and review time from two days to 40 minutes. Business owners can scan necessary documents using a mobile device or upload them via computer; the system automatically retrieves data through the National Development Council’s MyData database, enabling application completion in just 10 minutes.

Central & Eastern Europe

Bank of Georgia’s digital efforts have cut costs by more than 30% and achieved 90%-plus online service access, it reports, rewarding the bank with consistent industry recognition. Its super app offers investment services as well as “Buy Now, Pay Later.”

Bank of Georgia leverages open banking APIs to create a broader, highly interconnected digital ecosystem and prioritize a customer-centric experience with high digital adoption, seamless processes including remote account opening and instant digital cards, and enhanced support via chatbots and 24/7 in-app assistance. The bank is integrating machine learning and AI for risk management and process improvement and to create highly personalized product offerings. These include AI-driven SME loan approvals, cutting processing time for a significant share of clients.

Latin America

Banamex offers intelligent and personalized payment via its digital ecosystem. Customers can conveniently pay bills, transfer money, and make purchases with digital cards using the Banamex app and online banking while integration with Apple Pay, Google Pay, and Samsung Pay allows for fast, contactless payments tailored to customer lifestyles. In April, the bank launched Banamex Switch, a 100% digital account aimed at Gen Z, through which users can access digital account opening; digital credit cards; exclusive digital promotions, personalization, security, and control; and 24/7 assistance.

Middle East

Commercial Bank of Qatar’s digital platform offers over 150 services including geofencing for real-time card offers and automatic branch appointment token issuance (within 10 meters), eliminating manual kiosk interaction. A 60-second remittance service provides fast transfers to over 40 countries. IBM Safer Payments, an intelligent fraud monitoring system, analyzes transactions across digital channels, ensuring scam incidents are rare, while CBsafe ID protects against fraudulent calls via call verification, enhancing trust.

North America

Digital services are central to client relationships at Bank of America (BofA), driving growth and personalized experiences through industry-leading digital capabilities integrated with its financial and call centers. Last year, BofA clients’ digital interactions rose 12% to hit a record 26 billion. The launch of the bank’s unified mobile app last year enables clients to access all their banking, investment, and retirement accounts via any Merrill, Private Bank, Benefits Online, or BofA app. Erica, BofA’s comprehensive virtual financial assistant, manages clients’ full financial relationships, including initiation of applications in physical centers and completing them digitally. Lately, Erica has also been of use to clients affected by Hurricanes Helene and Milton and the Los Angeles wildfires earlier this year, making information available about BofA’s Client Assistance Program.

“We prioritize our multibillion-dollar technology investment by focusing on scalable innovation that delivers real value to our clients and employees,” says Tom Ellis, head of Consumer Technology. “From AI-driven tools like Erica to advanced data analytics and cybersecurity, our goal is to ensure every digital interaction is smarter, more personalized, and more efficient—year after year.”

Western Europe

Eurobank enhances 24/7 customer support through multiple digital channels, including interactive assistance via personal and bulk messages; private online chat through Click2Chat; and a video teller service for scheduling meetings, uploading documents, and applying for products. The bank’s digital channels also provide user-friendly investment tools, enabling real-time stock transactions, mutual fund management, and a global investment portfolio view, plus personalized product suggestions and credit offerings.

For daily financial activities, Eurobank integrates customizable payments, such as recurring and bulk options, with account aggregation for a unified view of the customer’s accounts. Features like real-time alerts, payee verification, fee calculators, personalized transaction suggestions, searchable history, repeat payments, and contactless options simplify transactions and link to a digital rewards program.

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World’s Best Digital Banks 2025: Round II—Consumer Winners

Consumer banking is moving far beyond traditional branch-based models.

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A clear trend is the ascendancy of the “super app” strategy, where institutions consolidate hundreds of functions—from daily banking and wealth management to lifestyle services like transport and stock trading—into a single, seamless digital ecosystem.

Complementing this is the pervasive integration of artificial intelligence (AI) that is evolving from a customer service tool to a core driver of personalized financial advice, fraud prevention, and hyperefficient digital lending.

Furthermore, the focus on user experience (UX) and robust information security has intensified, with banks prioritizing intuitive design, unified platforms, and advanced defense mechanisms like SIM-card fraud joint defense to build trust in a mobile-first world.

Finally, the pioneering of open-banking APIs and agile transformation demonstrates a move toward a more collaborative and financially inclusive industry, expanding access to underserved populations and leveraging technology to embed financial services deeper into customers’ daily lives.

Best Digital-Only Bank

Rakuten Bank distinguishes itself within the competitive digital-only banking sector by adopting a full-service, universal-bank model. This approach moves beyond the typically limited offerings of many neobanks,

providing a truly comprehensive suite of banking products and financial services accessible entirely through the bank’s robust online and mobile platforms. This universal digital scope caters to a broad clientele, serving the complete financial needs of both individual consumers and corporate entities.

The expansive array of services offered includes core banking functions such as standard banking, lending solutions, investment and wealth management, corporate finance, foreign exchange, and international services. By integrating these diverse financial pillars—from daily transactions to complex financing and investment—Rakuten Bank provides a singular, highly digitalized ecosystem where customers can manage virtually every aspect of their financial life without the need for a physical branch.

Best Online Payments Solution

Commercial Bank of Qatar leads in consumer digital payments due to its first-to-market approach and focus on secure, seamless experiences. Innovations supporting Qatar’s move toward a cashless society include the CB Pay mobile wallet, wearable payments, contactless “Tap N Pay” cards, mPay QR-code payments, and 60-second international remittances, all designed for convenience and speed.

Best Integrated Consumer Banking Site/ Best Bill Payment & Presentment

Arab Bank delivers a unified, seamless digital experience. The bank’s strategy focuses on integrating platforms for a consistent customer journey, using data analytics for personalized engagement, and adopting a mobile-first approach with its Arabi Mobile app. The bank prioritizes speed and efficiency through digitized processes, enabling quick loan approvals and convenient digital onboarding. Arab Bank also excels at bill payment and presentment by creating a smoothly integrated and customer-centric digital ecosystem.

Best in Lending/ Best Online Product Offerings

Bank of Georgia excels in Central and Eastern Europe with a super-app strategy, offering a broad and seamlessly integrated digital ecosystem. This includes digital lending (80% uptake), in-app stock trading, and lifestyle services such as digital gift cards and public-transport management. The bank leverages AI for personalized financial advice, product recommendations, and enhanced security, driving digital growth and boosting customer loyalty.

Best User Experience (UX) Design

Bank of America (BofA) excels in UX design, offering a seamless, unified, and personalized digital experience. The bank consolidated five apps into one platform with an intuitive Accounts Overview. BofA’s AI assistant, Erica, simplifies tasks and provides proactive, personalized insights through natural-language interactions, assistance with finding transactions, locking and unlocking debit cards, and snapshots of spending. BofA also prioritizes security with features like QR code sign-on. And the bank actively seeks client feedback.

Best Mobile Banking App

Isbank İşCep is recognized as a leading mobile banking app due to its super-app strategy and AI integration. It offers over 800 functions, from financial management to lifestyle needs. The bank’s AI assistant, Maxi, handled over 103 million conversations in 2024, providing personalized financial guidance. With over 80% of transactions on mobile and an 88.1% customer-satisfaction rate, İşCep demonstrates a successful digital strategy.

“Users shouldn’t be forced to manage their finances across multiple mobile apps. We understand that, ultimately, they desire a single, personalized finance application,” asserts Sezgin Lüle, deputy CEO at Isbank. “The opportunity exists to expand beyond traditional banking functions by incorporating nonbanking services through strategic partnerships. This approach promotes a collaborative ecosystem, especially with startups, positioning us as a financial ecosystem builder rather than just a bank.”

Best Information Security and Fraud Management

Taiwan Business Bank (TBB) excels in digital security and fraud management, employing a “three lines of defense” framework and continuous risk monitoring. The bank’s mobile app features a “mobile security shield” and dual-protection locks. TBB also partners with fintechs for AI-driven fraud prevention, sharing anonymized data to combat payment and remittance fraud effectively.

TBB leads the financial industry in security innovation by partnering with telecom, e-payment, and technology sectors to launch Taiwan’s first SIM-card fraud joint-defense mechanism. Through integrating the SIM-card reissuance anti-fraud communication API, TBB cross-verifies users’ SIM status during e-payment account linking, effectively identifying high-risk activities. As a result, the number of users linking TBB accounts to e-payments apps has tripled.

TBB is also actively deploying AI technologies and will officially establish its “AI Lab” soon. The AI Lab will serve as a crucial engine for technological innovation and cross-departmental collaboration. It will facilitate the practical implementation of AI applications and deepen digital transformation.

Best in Social Media Marketing and Services

Liberty Bank leverages data-driven communication and centralized campaign management for consistent and effective messaging. The bank builds community on social media by fostering relationships and providing meaningful content. Liberty’s social media success stems from an integrated digital transformation and strategic investment in technology. Targeted campaigns like “One of Us” support specific business goals and brand identity.

Most Innovative Digital Bank

Bancolombia is known for its agile transformation, rapid product development, and commitment to financial inclusion. Its successful digital-only bank, Nequi, exemplifies Bancolombia’s innovative approach, providing accessible financial services to millions, including underserved populations and a mobile-first generation.

Best Open Banking APIs

Millennium BCP leads in open banking, a success driven by the bank’s advanced technological infrastructure and strategy. The core is Millennium’s pioneering API platform, which is the central nervous system enabling seamless, secure data exchange with third parties. A developer-first approach complements this, cultivating an ecosystem for external developers. The bank provides comprehensive, easy-to-use APIs, robust sandboxes, and testing environments, encouraging fintechs to build new consumer services on its infrastructure. Crucially, the operation is underpinned by an unwavering commitment to security and compliance with regulations such as the EU’s Revised Payment Services Directive. These open-banking achievements are integrated into a cohesive, institution-wide digital-transformation strategy, solidifying the bank’s position as a provider of cutting-edge digital financial services.

Best in Transformation

With Banco Popular Dominicano’s “More Digital, More Human” strategy, the bank combines advanced digital channels like its App Popular with personalized interaction with humans, such as remote financial officers and people at reimagined branches. The bank also expands its ecosystem by embedding services in other businesses and leveraging technology for efficiency, security, and financial inclusion.

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