The Banking Executive Issue - October 2025 Issue

Ahlibank’s Strategic Rise service metrics and loyalty have shown positive trends. For example, the bank’s customer deposits grew by about 4-5% in early 2025, a sign of increasing customer trust and satisfac- tion. AlEfrangi attributes this to Ahlibank’s “relationship-driven bank- ing model” – in other words, building long-term trust by knowing customers well and responding to their financial goals. As the CEO, he has encouraged a culture where staff are responsive and proactive in servicing clients, whether it’s through quick turnaround on loan approvals for businesses or personalized wealth management ad- vice for individuals. The bank also actively gathers cus- tomer feedback to refine its services. New digital features (like the mobile wallet or payment integrations) and even traditional products (like per- sonal loans or savings programs) are often rolled out with an eye on what customers in Qatar are asking for. By combining modern digital conven- iences with old-fashioned personal service, Ahlibank appeals to a broad range of clients – from tech-savvy young professionals to long-standing customers who value a human touch. This balanced approach has helped the bank deepen its client relation- ships and differentiate itself in a com- petitive market. EMPOWERING TALENT AND QATARIZATION Another pillar of Ahlibank’s success under Hassan AlEfrangi is the empha- sis on developing talent from within and contributing to national work- force goals. As a Qatari bank, Ahlibank fully supports Qatarization, the national initiative to develop Qatari nationals in the workforce, es- pecially in key sectors like finance. AlEfrangi – himself a Qatari profes- sional who grew through the ranks – has made nurturing local talent a strategic priority. “Attracting talented nationals and Qatarization will re- main a top priority,” he affirmed, in line with Qatar’s National Vision 2030. To this end, the bank established the Ahlibank Kawader Program, an inten- sive development program aimed at ISSUE 202 OCTOBER 2025 the BANKING EXECUTIVE 11