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Jordan: Empowering climate action in the financial sector

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Jordan: Empowering climate action in the financial sector

Climate change effects are on the radar of central banks, financial regulators, and supervisors. Climate-related and environmental risks can affect financial stability, but they also provide new green finance opportunities: the financial sector can become a major driver in mobilizing trillions of the highly needed climate finance. As successful climate action requires a whole-of-economy approach, so too does ‘greening’ the financial sector demand a ‘whole-of-financial sector’ approach.

The World Bank (WB) has been spear-heading support to developing countries in greening their financial sectors in a wide range of areas: conducting climate risk assessments; supporting central banks and financial regulators in integrating climate-related considerations into supervisory and regulatory frameworks; developing climate-responsive capital market instruments; and supporting green taxonomies, voluntary carbon markets, and other areas, all based on global expertise and knowledge.

A recent achievement of the cooperation between the WB and Central Bank of Jordan (CBJ) has yielded a blueprint for how central banks and financial regulators around the world can move toward a greener financial sector, and this experience can inform a green finance agenda across the MENA region and beyond.  

Last November 2023, the CBJ began their journey towards greening the financial sector by launching the Green Finance Strategy 2023 – 2028. The World Bank is proud to have provided technical assistance in developing this strategy, and we hope that it will inspire other countries. Our support for developing similar strategies spans from inception to fruition: advice on the scope and level of granularity; bringing in good international practices and latest developments in climate risk management and green finance; assistance in selecting targets and setting up action plans to achieve those targets; facilitating stakeholder engagement, including support in conducting baseline surveys; etc.

Jordan has been an early mover in the MENA region on climate action having submitted ambitious climate change commitments eight years ago. Yet, meeting these commitments largely depends on securing as-yet-unidentified financing. Simple calculations show that if, hypothetically, 20% of Jordan’s banking sector’s credit portfolio is made green, it would more than cover the expected private sector share of Jordan’s US$10 billion climate investment needs by 2030.

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CBJ’s Green Finance Strategy includes : 1) a comprehensive capacity-building program, 2) the first climate risk assessment for Jordan’s financial sector, 3) integration of climate-related considerations into a micro-prudential and financial stability supervisory framework, 4) regulations and guidelines to integrate climate-responsive and environmental factors into all aspects of financial decision-making, including corporate governance structures, risk management and internal controls, disclosure and reporting, and green financing, 5) inclusive green finance, 6) sustainable Islamic finance, and 7) green finance mobilization measures. All the milestones are accompanied by detailed action plans with targets and timelines for their achievement, spanning across the banking sector, insurance, and non-bank financial institutions.

Key Milestones of the CBJ’s Green Finance Strategy 2023-2028

The WB will continue to provide implementation support for the Strategy. The climate risk assessment is underway, and the first phase of a comprehensive green finance capacity-building program is expected to be delivered in the coming months. Also, work on the National Green Taxonomy has commenced.   

The following are some of the lessons our team learned from behind the scenes of working on this project:

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  1. Embrace emerging areas of green finance. The CBJ’s Green Finance Strategy has explicit targets in relatively new areas such as inclusive green finance, results-based climate finance, sustainable Islamic finance, low-carbon transition plans, and others.
  2. Do not forget the green finance demand side to empower the financial sector in driving the transition toward a more resilient and greener economy. Comprehensive and coordinated national green policies are essential to creating demand for green financing.
  3. Green finance strategy is a strong policy signal affecting the behavior of financial institutions (FIs) and setting the tone for FIs’ proactive preparation to comply with forthcoming green finance regulations and policies.
  4. Regulators and supervisors can lead by example. The CBJ is establishing a Green Finance and Climate Risk Division and is arranging a green finance capacity building program to be implemented jointly for CBJ’s and FIs’ staff.
  5. Addressing data gaps is a critical step for evidence-based greening of the financial sector.
  6. Be flexible and adjust along the way. While green finance and climate risk management are rapidly advancing, practical implementation remains in the early stages across many countries, and there are still many more lessons to be learned along the way.  
  7. Gradual implementation and proportionality are key to greening the financial sector.

 

The launch event of the CBJ’s Green Finance Strategy convened public, private, and financial sector representatives, international partners, Sustainable Banking and Finance Network representatives, as well as peers from Morocco and Egypt. (Photography by World Bank)

You can also watch a brief video about the CBJ’s Green Finance Strategy.

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Finance

Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

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Proximo Congress 2026: US Energy & Infrastructure Finance | Insights | Mayer Brown

Mayer Brown is a proud sponsor of Proximo Congress 2026. This senior meeting of the US energy, infrastructure, and digital infrastructure finance community is shaped around the questions credit and investment committees are actually asking in 2026: how asset classes are converging, how risk is being priced in a recalibrated policy and geopolitical environment, and how public and private capital are being structured together to deliver projects at scale.

Mayer Brown has also been recognized for three separate awards which will be presented during the event. These awards include:

  • Proximo North America Transport Deal of the Year 2025 – SR 400 Peach Partners
  • Proximo North America Rail Deal of the Year 2025 – Brightline West
  • Proximo North America LNG Deal of the Year 2025 – Port Arthur LNG 2

For more information, visit the event website. 

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Finance

What are nonconforming mortgages and what are the risks?

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What are nonconforming mortgages and what are the risks?

If you have ever taken out a mortgage, you’ll know there are a lot of requirements to meet. You may need to put down a certain amount and have a debt-to-income ratio below a certain threshold. You may also run into limits on how much you can borrow or what sources of income the lender will count.

These rules do not apply to all mortgages — just to conforming mortgages, which is what the majority of borrowers take out. However, mortgage lenders are increasingly offering what are known as nonconforming loans, or mortgages that do not “comply with every one of the strict standards put in place after the housing crisis,” said The Wall Street Journal. While “still a small portion,” the “share of mortgages using alternative lending practices” has “doubled in size over the past three years.”

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

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Financial Stress Is Changing What Consumers Value in Credit Cards | PYMNTS.com

What U.S. consumers ask of their credit cards has changed. For financially stressed households, it has little to do with rewards.

As more households turn to credit cards to manage liquidity and cover everyday expenses, a new set of practical concerns is driving card behavior: Can the card help avoid a missed payment? Can it make balances easier to track? Can it provide enough visibility into available credit and upcoming obligations to help manage an uncertain month?

Those concerns are beginning to reorder what consumers value most in their credit card relationships.

That evidence is clear in “Winning Top of Wallet: How Credit Card Apps Shape Choice,” a PYMNTS Intelligence and Elan Credit Card report examining how consumers use mobile apps to manage spending, payments and engagement across their credit card portfolios. The report found 30% of consumers primarily use credit cards to build credit or extend purchasing power, while another 22% primarily use cards for cash flow management, together outweighing rewards-based usage.

The divide is more pronounced among financially stressed households. Among consumers living paycheck to paycheck and struggling to pay bills, 40% cited credit dependence as their primary reason for using credit cards. Just 11% pointed to rewards.

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For a growing share of consumers, credit cards are functioning less like discretionary spending products and more like liquidity management tools.

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What Matters Most

That evolution is also changing which app features matter most.

Among cash flow-focused consumers, 31% said scheduling payments or autopay encouraged them to spend more on a card, while 27% cited alerts and reminders. Credit-motivated consumers showed similarly high engagement with tools tied to available credit visibility and payment timing.

Rewards still influence spending behavior, particularly among financially stable households. Half of consumers who prioritize rewards said tracking or redeeming rewards through a mobile app encouraged them to spend more on the card.

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But the report suggests that financial stress changes the hierarchy of engagement. As household budgets tighten, rewards become less central than predictability, visibility and control.

That shift helps explain why mobile apps increasingly influence which cards become top of wallet.

Among credit-dependent consumers, 77% said the quality of a credit card app influences which card they use most often. Credit-dependent consumers also reported the highest app adoption levels, with 77% using their primary card’s app regularly or occasionally.

The competition, in other words, is no longer simply about card acquisition. It is about becoming the card consumers rely on to navigate everyday financial management.

Digital Experience Becomes a Financial Retention Tool

The report also suggests that digital experience increasingly shapes retention risk.

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Nearly 1 in 4 cardholders said a poor app or digital experience contributed to reduced card use. Among Gen Z consumers, that figure climbed to 45%.

At the same time, 7 in 10 cardholders said app quality influences which card becomes their primary card, underscoring how mobile interfaces are becoming embedded directly into consumer payment behavior.

For issuers, the implications extend beyond app design.

Consumers living paycheck to paycheck hold nearly as many credit cards as financially stable households, meaning financially stressed consumers are not disengaging from credit entirely. Instead, they are becoming more selective about which cards feel easiest to manage and most useful during periods of financial pressure.

Rewards and promotional offers still matter, particularly among affluent and financially stable consumers. But for a growing segment of households, the most valuable card may be the one that reduces uncertainty around balances, payment timing and available liquidity.

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In a crowded multi-card market, financial visibility itself is becoming part of the product.

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