The Banking Executive Issue - October 2025 Issue

Ahlibank’s Strategic Rise recruiting and preparing young Qatari graduates for careers in banking. Through Kawader, participants re- ceive training across various depart- ments and mentorship to build in-depth expertise in banking and fi- nance. The goal is to produce the next generation of Qatari leaders within the bank. “We are committed to developing and qualifying Qataris to become successful in the banking and finance industry and for them to assume leadership positions in the bank of tomorrow,” AlEfrangi explains of the program’s ethos. To date, over 10 Qataris have completed the Kawader program and joined Ahlibank in full-time roles across dif- ferent business areas – a number poised to grow each year. By 2023, Ahlibank had managed to significantly increase its Qatarization percentage, filling more roles with qualified Qatari nationals. This was one of the primary focuses for AlE- frangi that year, and it aligns with the broader national strategy of empow- ering local human capital. Beyond formal programs, the bank fosters a culture of continuous learning and promotion from within. Promising employees are given opportunities to advance, and many senior managers at Ahlibank are longtime staff – which provides continuity and a deep un- derstanding of the bank’s values. AlE- frangi’s own career path (from entry-level roles to CEO over two decades) serves as an inspiring exam- ple to young employees that growth at Ahlibank is based on merit and commitment. Investing in people is not just a cor- porate social responsibility effort; it makes good business sense for Ahlibank. Home-grown talent tends to be loyal and deeply attuned to local market nuances. By boosting Qatarization and building skills inter- nally, Ahlibank ensures it has a stable pipeline of knowledgeable bankers who can drive the business forward. This strategy also engenders goodwill in the community and with regula- tors, as the bank is seen as contribut- ing actively to national development goals. In sum, under AlEfrangi’s lead- ership, Ahlibank is not only banking on Qatar’s future – it is actively build- ing that future by empowering Qatari professionals to lead the way. COMMITMENT TO SUSTAINABILITY AND COMMUNITY IMPACT Ahlibank’s transformation in recent years has been coupled with a rein- forced commitment to sustainability, corporate responsibility, and commu- nity engagement. The bank under- stands that long-term success is about more than financial metrics – it’s also about social and environmental stew- ardship. As Sheikh Faisal bin Abdu- lAziz bin Jassem Al Thani, the Chairman of Ahlibank, has articu- lated, the bank “holds environmental, social, and governance (ESG) compli- ance at the heart of its strategy.” Under AlEfrangi and the board’s guid- ance, Ahlibank introduced a compre- hensive ESG roadmap to consolidate its sustainability initiatives and set tar- gets for the coming years. This roadmap ensures that as Ahlibank grows, it does so in a way that sup- ports sustainable development – whether by adopting greener opera- tional practices, financing environ- mentally friendly projects, or enhancing transparency and gover- nance. On the environmental front, the bank has taken steps to reduce its carbon footprint (for instance, by optimizing energy use at its offices and encour- aging digital statements over paper). Socially, Ahlibank positions itself as “a key component of Qatari society,” actively supporting community wel- fare. The bank regularly contributes to local charitable causes, health and education programs, and national cel- ebrations. A recent example is Ahlibank’s enthusiastic participation in Qatar National Day events, where the bank brings together employees and community members to celebrate national pride. During times of crisis or need, Ahlibank has also stepped up – for example, by supporting COVID- 19 relief efforts and providing finan- cial flexibility to affected customers during the pandemic. These actions reinforce the bank’s image as a com- munity-focused institution that cares about the well-being of the society it serves. From a governance perspective, maintaining high ethical standards and strong oversight is an ongoing priority. The bank’s leadership has strengthened internal controls and compliance systems, ensuring align- ment with international best practices and Qatar Central Bank regulations. This was reflected in the reaffirmation of strong credit ratings and the trust shown by international investors, as mentioned earlier. The Chairman of Ahlibank has highlighted that the in- stitution “remains true to its sustain- ability commitments, prioritizing ESG compliance at the core of its strategy.” In practical terms, this means the bank’s strategic decisions increasingly factor in long-term environmental and social impact alongside financial gain. For instance, Ahlibank is keen on financing projects that contribute to Qatar’s development in a sustain- able way – supporting sectors like renewable energy, efficient infrastruc- ture, and SMEs that generate local employment. Through these efforts, Ahlibank has bolstered its reputation as a responsi- ble corporate citizen. Customers and investors today are more conscien- tious about ESG matters, and the bank’s proactive stance helps attract those who prefer to associate with ethical and future-oriented busi- nesses. AlEfrangi and his team under- stand that a bank deeply embedded in its community, with a focus on sus- tainable prosperity, ultimately creates more value for all stakeholders – from shareholders to society at large. A BALANCED LEADERSHIP DRIVING FUTURE SUCCESS Hassan AlEfrangi’s leadership of Ahlibank exemplifies a balance be- tween ambition and prudence, inno- vation and tradition. By focusing on the BANKING EXECUTIVE 12 ISSUE 202 OCTOBER 2025