Business

Sunday, March 29, 2026 | Daily Newspaper published by GPPC Doha, Qatar.

Business

QIIB Chairman Sheikh Dr Khalid bin Thani bin Abdullah al-Thani.

QIIB shareholders approve 53% cash dividend for FY2025

Qatar International Islamic Bank (QIIB) shareholders have approved a total cash dividend distribution of 53% of the bank's paid-up capital, equivalent to 53 Qatari dirhams per share, for the fiscal year 2025 at the bank's Ordinary General Assembly meeting held recently.The meeting was presided over by QIIB Chairman Sheikh Dr Khalid bin Thani bin Abdullah al-Thani, who announced that the total dividend payout amounts to QR802mn, with 24 Qatari dirhams per share already disbursed as semi-annual dividends, and the remaining 29 Qatari dirhams per share, totalling QR439mn, to be distributed to eligible shareholders through Edaa.Shareholders also approved by acclamation the appointment of the following board members for the 2026–2028 term: Sheikh Dr Khalid bin Thani bin Abdullah al-Thani, representing Medicare Group; Sheikh Abdullah Thani Abdullah al-Thani (Bright Side for Trading Company); Rashid Nasser R S al-Kaabi (Inma Holding Company); Sheikh Turki Khalid Thani al-Thani (Qatar Islamic Insurance Group); Sheikh Thani Abdullah Thani al-Thani (Al Kara Trading Company); Sheikh Abdullah Khalid Thani al-Thani (Al-Nayra for Investment Company); Dr Ayed Dabsan E A al-Qahtani (Fasyl for Business and Real Estate Company); Dr Jaafar Ali al-Sarraf (Danat Al-Safa Investment Company); and independent candidates Mubarak Abdullah Mohammed al-Sulaiti, Shaheen Jassim Hamad al-Sulaiti, and Ezzat Mohammed Rashid al-Rashid.On the capital markets front, shareholders approved the renewal of QIIB’s existing sukuk issuance programme amounting to $2bn, authorising the board of directors to determine the size, terms, and currency of each issuance based on the bank's needs and after obtaining the necessary regulatory approvals.Shareholders further approved the issuance of new capital sukuk not exceeding $500mn, eligible for inclusion in Tier 1 capital in accordance with supervisory requirements, as well as the establishment of a new sukuk programme in Qatari riyals not exceeding QR2bn, with the board of directors authorised to determine the size and terms of each issuance following the Qatar Central Bank's approval.QIIB CEO Dr Abdulbasit Ahmed al-Shaibei said in 2025, QIIB recorded several significant achievements, sustaining a steady and well-balanced growth trajectory that further strengthened the bank’s financial position and reinforced its standing within the banking sector.


Muhannad Taslaq, Director of Investments at Alchemist Doha.

Founders must keep building through crisis, says Doha-based investor

Startup founders navigating economic uncertainty must resist the instinct to pause and instead keep building, a Qatar-based investor said at a regional webinar hosted recently by Startup Grind Doha Chapter. Muhannad Taslaq, Director of Investments at Alchemist Doha, drew on lessons he gathered from founders, operators, and investors who had faced similar pressures during the Covid-19 pandemic and other major disruptions during the webinar titled ‘Building Through Fire: A Playbook for Mena Founders Navigating Challenging Times’. Alchemist Doha, a venture capital and investment platform focused on supporting, investing in, and scaling tech startups in Qatar and emerging markets, is the product of a partnership between Alchemist Accelerator and the Qatar Research, Development, and Innovation (QRDI) Council. “People who are smart and capable say the same thing: ‘Let me just wait and see how this develops before I make my move’ — and this is one of the biggest mistakes a founder or anybody could make,” he pointed out. Taslaq, who spent nearly 18 years in Silicon Valley, said that six months into a wait-and-see approach, the window of opportunity is typically gone, as customers have moved on, competitors have advanced and the market offers no signal that conditions have stabilised. “The market did not send a calendar invite saying, ‘Okay things are stable now and you can start again’,” Taslaq told the webinar. Taslaq outlined six rules he described as a practical playbook rather than a motivational framework. The first, and what he called “the hardest to follow,” is to shrink the planning horizon to 30-day sprints, identify a single metric that matters and ship continuously — even if progress is incremental. “You have to keep shipping — a product update, a customer call, a proposal sent — any movement. It’s what keeps the company and the team psychologically alive during the crisis,” he explained. On financial discipline, Taslaq said founders must know their exact “burn rate” and calculate what he called their “date of death” — the precise day the money runs out if nothing changes, and communicate that figure openly with their team. “Does this directly generate revenue or protect our core product? If it’s not, then you cut,” he further emphasised, describing the test every expense must pass. He also urged founders to use artificial intelligence (AI) to automate repetitive tasks before cutting headcount, listing customer support responses, social media scheduling, invoice processing, lead qualification and meeting summaries as immediate candidates. On managing investors, Taslaq warned against raising at distressed valuations unless survival demands it, recounting how panic-driven dilution during his own Covid experience left him a minority shareholder in the company he had founded. “Dilution taken in panic is a cost you would pay for years,” he emphasised, adding that founders should keep investor updates going even when the news is bad, as an investor who hears from a founder regularly during a crisis develops far greater trust than one who is contacted only occasionally. On customer relations, Taslaq said founders who go invisible during hard times accelerate churn, and advised calling the top 10 customers immediately to listen for new pain points, identifying which clients are holding steady and feeding all findings directly into the product roadmap. “The relationship you protect during a crisis is worth 10 relationships built after,” he stressed. Turning to the team, Taslaq said employees are not watching company metrics during a crisis — they are watching the founder. He urged leaders to over-communicate, be honest about where things stand, and if layoffs are unavoidable, to make them once, surgically, and immediately rather than spreading cuts across multiple rounds. Taslaq also urged founders to identify their single most important revenue-generating activity and protect it completely, pausing everything else — new features not driving retention, market expansions not generating cash, and partnerships unlikely to close within 30 to 60 days. He added: “Clarity is a competitive advantage. Smart capital doesn’t disappear in conflicts — it recalibrates.They are watching, they are waiting, and they are looking for exactly the kind of founders who keep building.”