1. How would you describe Asociación Cibao today, and what priorities guide its management of one of the country's leading financial institutions?
Over its 64-year history, Asociación Cibao has evolved into much more than a financial institution. Deeply rooted in Santiago and now serving communities throughout the Dominican Republic, we have remained faithful to our founding purpose of facilitating access to housing while expanding our support for individuals, families, entrepreneurs and businesses.
As of September 2026, we reported RD$118.94 billion in assets, a net loan portfolio of RD$70.97 billion and more than 448,450 clients. Today, we operate as a multi-segment, multi-channel institution with a broad range of financial products and services.
Our management priorities are sustainable growth, digital transformation and creating long-term value for our associates, customers and communities. We believe that financial strength and social purpose reinforce each other, and that our success should be measured not only by our results but also by the progress of the people we serve.
2. Founded in 1962, Asociación Cibao has a long history of financing community development. What milestones stand out in this journey?
Our history reflects an important part of the Dominican Republic's economic and social transformation. Asociación Cibao was founded in 1962 by a group of visionaries who believed that savings could drive development and that more families should have the opportunity to own a home.
We helped finance residential development in Santiago during the 1960s and 1970s and contributed to bringing more families into the formal financial system. Our first major office building, inaugurated in 1980 on 30 de Marzo Street, became another milestone in our institutional development. During the 1990s and early 2000s, we expanded to Santo Domingo and other regions, while diversifying beyond traditional housing finance into a broader range of financial services.
More recently, digital banking, mobile services and digital payment solutions have changed how we connect with customers and serve their needs. Our journey can be summarized in one principle: evolving continuously without losing sight of our original purpose.
3. As a savings and loan association owned by its associates, how does the mutualist model differ from traditional commercial banking, and what advantages does it offer clients and associates?
The mutualist model is a fundamental part of our identity. Unlike commercial banks organized under a conventional shareholder structure, savings and loan associations do not have share capital divided into shares. In the Dominican Republic, this model operates within a specific legal and regulatory framework, including Law No. 5897 and Monetary and Financial Law No. 183-02.
Our structure reinforces a long-term perspective and a commitment to creating lasting value for our associates, customers and communities. It encourages close relationships, personalized service and responsible growth. We seek to accompany people through different stages of their lives, not merely provide individual financial transactions.
Mutualist institutions also play a meaningful role in housing finance. According to figures cited by the Dominican League of Savings and Loan Associations (LIDAAPI), they account for approximately 10% of financial-system assets and nearly one-third of the national mortgage portfolio. For us, the strength of mutualism lies in combining sound management with a clear purpose: helping people achieve their goals and improving the communities we serve.
4. Asociación Cibao has historically been a major housing financier. What role does it play in expanding access to homeownership and strengthening the construction sector?
Housing finance is one of the most powerful drivers of economic and social development. A mortgage does more than enable a property purchase: it stimulates construction, supports jobs and investment, and helps families build long-term financial security.
For more than six decades, we have financed housing developments and construction projects while helping thousands of families become homeowners. We also work with developers and other participants in the housing ecosystem to expand the availability of financing and support responsible growth in the sector.
As of September 2026, our mortgage portfolio stood at RD$46.41 billion, ranking fifth in the Dominican financial system. These figures reflect both our specialization and the continuing relevance of our founding mission. A sound housing finance system helps transform the aspiration of homeownership into tangible opportunities for families and for the broader economy.
5. Access to credit is essential to building a more inclusive economy. How does Asociación Cibao support SMEs, and what financial education and inclusion programs does it promote to reach more people?
Financial inclusion requires more than access to credit. It also requires knowledge, tools and confidence to make informed decisions. Financial education is therefore a permanent institutional commitment. We offer in-person training and digital content for children, young people, adults, entrepreneurs and small businesses, covering savings, financial planning and the responsible use of financial services.
Since 2021, these initiatives have reached more than 5,600 people through in-person activities and generated more than 8.4 million in digital reach, according to our institutional reporting. We also maintain a specialized MSME unit to understand the financing and advisory needs of smaller businesses. As of September 2026, SMEs represented 17.56% of our commercial loan portfolio.
We believe small businesses are essential to job creation and the vitality of local communities. When we combine suitable financing with education and guidance, we help entrepreneurs become more resilient and create opportunities for others.
6. In an environment of demanding interest rates, financial prudence is essential. How do you manage asset quality, reserves and financial stability to ensure sustainable growth?
Prudent management has been central to Asociación Cibao throughout its 64-year history. The resources entrusted to us by savers require disciplined stewardship, rigorous lending standards, continuous monitoring and an appropriate level of capital and reserves.
Our results reflect this approach. As of September 2026, our solvency ratio stood at 32.45%, our non-performing loan ratio at 1.59% and our coverage of past-due loans at 145.93%. These indicators are important evidence of our capacity to manage risk and protect the institution's long-term stability.
We approach growth with a clear principle: financial discipline is not an obstacle to expansion; it is what makes sustainable expansion possible.
7. The Cibao region is one of the Dominican Republic's principal economic engines. How does Asociación Cibao leverage the region's dynamism, and how has it expanded across the rest of the country?
The Cibao region shaped our identity. Its entrepreneurial culture and the strength of its agriculture, industry, commerce, tourism and services have given us a close understanding of the needs of families and businesses. We have grown alongside this productive ecosystem.
Over time, we have expanded into other parts of the Dominican Republic through a strategy that combines a physical network with digital capabilities. According to our September 2026 institutional information, we were present in 14 provinces and the National District, with 58 branches, 66 proprietary ATMs and access to approximately 2,000 additional ATMs through the Unared network.
Looking ahead, we intend to continue strengthening customer experience, accessibility and innovation. Our roots are regional, but our vision is national.
8. Sustainability is becoming increasingly important in the financial sector. What environmental practices and social impact programs form part of Asociación Cibao's institutional purpose?
For Asociación Cibao, sustainability is not a separate initiative; it is part of how we understand long-term institutional responsibility. Our approach brings together economic performance, social impact and environmental responsibility, supported by sound corporate governance.
On the environmental side, our work addresses internal environmental management, responsible financing, sustainability partnerships and environmental education. We participate in initiatives focused on protecting water resources, ecosystem restoration and reforestation, and we have applied circular-economy principles to the reuse and recycling of materials generated by our operations.
On the social side, our José Santiago Reinoso Lora Competitive Funds for Sustainable Development have allocated RD$95 million since 2016 to co-finance 76 projects led by nonprofit organizations throughout the country, according to our institutional reporting. Our involvement goes beyond donations: we work alongside these organizations to strengthen their capacity and deepen their impact. We also support inclusion, accessibility, financial education and employee volunteering.
We believe lasting institutional success requires progress on all three dimensions: economic, social and environmental.
9. This report will be distributed during the World Government Summit in Dubai. How can a robust housing finance system strengthen the real estate market and attract international capital? What potential do you see for cooperation and financing arrangements involving the government?
A robust housing finance system helps connect the supply of housing with the capacity of families and businesses to finance it. Reliable access to credit gives developers greater confidence, supports orderly urban growth and can make real estate projects more attractive to long-term investors.
The Dominican Republic offers opportunities in housing, infrastructure, tourism, renewable energy and sustainable finance. Strong institutions and appropriate public-private coordination can help create conditions for investment while addressing development needs, particularly access to housing.
We see considerable potential for dialogue and cooperation with partners from the UAE and the wider Gulf region. Asociación Cibao can contribute local market knowledge and experience in housing finance, while any specific financing structure or partnership would need to be evaluated under the applicable regulatory framework and our institutional mandate. The objective should be to connect investment opportunities with sustainable development and real economic value.
10. Finally, what message would you like to convey to Gulf News readers about why a strong financial ecosystem and a dynamic housing market make the Dominican Republic an attractive destination for investment and development?
The Dominican Republic offers a dynamic domestic economy, an established financial system and opportunities across real estate, tourism, infrastructure and other productive sectors. Housing is particularly important because it responds to a fundamental social need while supporting employment, investment and long-term wealth creation.
My invitation to investors and business leaders in the UAE and across the Gulf is to explore our country firsthand: meet its entrepreneurs, understand its markets and discover the opportunities to build lasting relationships with credible local partners.
The Dominican Republic is more than an investment destination. It is a place where economic opportunity and shared prosperity can advance together, through partnerships built for the long term.
