CIB Annual Report 2013

Annual Report 2013
Helping a Nation Realize its

True Potential
Annual Report 2013 I

The Alexandria Stock Exchange,
established in 1883, served
as a hub of the city’s financial
community and has been an
engine of economic growth ever
since.
Contents
CIB: An Introduction
Our History 02
What We Do 02
A Snapshot Of Our Businesses 03
Key Financial Highlights 04
Key Facts 05
A Strategy that Delivers 06
Chairman’s Note 08
Board of Directors’ Report 10
2013 In Review
Institutional Banking 22
Global Customer Relations 30
Consumer and Business Banking 32
COO Area 38
Risk Group 44
Compliance 52
Internal Audit 53

Strategic Subsidiaries
CI Capital Holding 56
Egypt Factors 58
Commercial International Life
Insurance Company 59
CORPLEASE 59
Falcon Group 60
Corporate Governance 64
Executive management 68
Community Development
CIB Foundation 72
Sustainability at CIB 76
financial statements 88
II Annual Report 2013 Annual Report 2013 1

CIB: An Introduction CIB: An Introduction
A master-planned city, Port Said

was—and is—home to beautifully
designed buildings and grand
promenades, lending an air of
respectability to the commercial
activity that allowed the city to
thrive.
Our History What We Do A Snapshot Of Our Businesses

CIB was established in 1975 as Chase National Bank, a joint Commercial International Bank (CIB) is the leading private Corporate Banking ment last year. We offer a wide array of consumer banking
venture between Chase Manhattan Bank and National Bank sector bank in Egypt, offering a broad range of financial Widely recognized as the preeminent corporate bank in products, including:
of Egypt (NBE). In 1987, Chase divested its ownership stake products and services to its customers, which include en- Egypt, CIB aspires to become one of the best banks in the • Personal Loans: Focusing on employees of our corpo-
due to a shift in international strategy, and the stake was ac- terprises of all sizes, institutions, households and high-net- region, serving industry-leading corporate clients as well as rate banking clients and offering secured overdrafts and
quired by NBE, at which point the Bank adopted the name worth (HNW) individuals. small and medium-sized businesses. trade products.
Commercial International Bank. In addition to traditional asset and liability products, CIB of- • Auto Loans: Positioned to actively support this growing
Over time, NBE decreased its participation in CIB, which fers wealth management, securitization, direct investment and Debt Capital Markets market in the coming years.
eventually dropped to 19% in 2006, when a consortium led by treasury services, all delivered through client-centric teams. CIB’s global product knowledge, local expertise and capital re- • Deposit Accounts: Offering a wide range of account types
Ripplewood Holdings acquired NBE’s remaining stake. In July The Bank also owns a number of subsidiaries, including CI sources make the Bank an industry leader in project finance, to serve our clients’ deposit and savings needs, including
2009, Actis, an emerging market private equity specialist, ac- Capital (which offers asset management, investment bank- syndicated loans and structured finance in Egypt. CIB’s project tailored accounts for minors, youth and senior citizens,
quired 50% of the stake held by the Ripplewood Consortium. ing, brokerage and research services), Commercial Interna- finance and syndicated loans teams provide large borrowers with as well as certificates of deposit and care accounts. This is
Five months later, in December 2009, Actis became the single tional Life Insurance Company, the Falcon Group, Egypt Fac- better market access and greater ease and speed of execution. in addition to our standard range of current, savings and
largest shareholder in CIB with a 9.09% stake after Ripplewood tors, and CORPLEASE. time deposit accounts.
sold its remaining share of 4.7% on the open market. The emer- CIB strives to provide clients with superior financial so- Global Transactional Services (GTS) • Residential Property Finance: Providing loans to fi-
gence of Actis as the predominant shareholder marked a suc- lutions to meet all of their financial needs. This enables the The Global Transactional Services (GTS) Group serves as a nance home purchases, residential construction and re-
cessful transition in the Bank’s strategic partnership. Bank to maintain its leadership position in the market, while key group within CIB and oversees cash management, trade furbishment and finishing.
providing a stimulating work environment for staff and gen- and global securities services. • Credit and Debit Cards: Offering a broad range of credit,
erating outstanding value for shareholders. debit and prepaid cards.
Treasury and Capital Markets Services
CIB delivers world class service in the areas of cash and Wealth Management
liquidity management, capital markets, foreign exchange CIB offers a wide array of investment products and services
and derivatives. to the largest number of affluent clients in Egypt.
Direct Investment Investment Banking Services

CIB actively participates in select direct investment opportu- Through CI Capital, CIB offers existing and prospective cli-
nities in Egypt and across the region. ents a full suite of investment banking products and services,
including investment banking, advisory and execution, asset
Consumer Banking management, brokerage and equity research. CI Capital of-
CIB recorded considerable growth in 2013 as it continued to fers both deep and broad market knowledge and expertise;
build a full-service, world-class consumer bank, as under- the firm is consistently ranked as a leading brokerage house
scored by the ability to serve clients in a challenging environ- serving local and international clients in Egypt.
2 Annual Report 2013 Annual Report 2013 3

Key Financial Highlights Key Facts

FY 13 FY 12 FY 11 FY 10
Consoli- Consoli- Consoli- Consoli- FY 13 FY 12 FY 11 FY 10 FY 09 FY 08 FY 07 FY 06 FY 05
dated dated dated dated
Our #1 Bank in terms of:
5,490
Common Share
Information Per Share
Earning Per Share (EPS) * 2.76 3.53 2.43 3 2.63 4.89 3.73 3.64 2.77
Dividends (DPS) 1.0 1.25 1 1 1.5 1 1 1 1
Book Value (BV/No of Share) 13.46 18.94 15.03 14.59 23.75 19.25 20.93 15.59 19.44 Profitability
Share Price (EGP)**
employees serve some achieving
High 45.4 39.8 47.4 79.49 59.7 93.4 95 79 63.5
Low 27.4 21.1 18.5 33.75 29.5 27.87 53.61 42.11 39.91 571,407 active customers EGP 3 billion in net
Closing 32.6 34.6 18.7 47.4 54.68 37.2 91.77 57.87 58.68 income
Shares Outstanding
900.2 597.2 593.5 590.1 292.5 292.5 195 195 130
(millions)
Market Capitalization
29,330 20,646 11,098 27,973 15,994 10,881 17,895 11,285 7,628
(EGP millions)
Value Measures
Price to Earnings Multiple (P/E) 11.8 9.8 7.7 15.8 20.8 7.6 24.6 15.9 21.2
Dividend Yield
3.07% 3.62% 5.35% 2.11% 2.74% 2.69% 1.09% 1.73% 2.60%
Revenue
(based on closing share price) EGP among all Egyptian private
113.8
Dividend Payout Ratio 34.4% 31.36% 33.90% 27.60% 24.60% 18.10% 15.80% 27.50% 21.30%
Market Value to Book Value Ratio 2.42 1.83 1.24 3.25 2.3 1.93 4.39 3.71 3.02 sector banks with EGP 6.98
Financial Results
(EGP millions) billion in total revenues
Net Operating Income 6,976 5,344 3,934 3,952 6,482 5,108 3,837 3,727 3,173 3,200 2,288 1,741 1,450 bn
Provision for Credit Losses -
916 610 321 6 916 610 321 6 9 346 193 176 197
Specific in total assets
Provision for Credit Losses -
49 57 18 167
General
916 610 321 6 916 610 321 6 9 395 250 193 364
Total Provisions
Non Interest Expense 1,884 1,653 1,557 1,562 1,727 1,445 1,337 1,188 1,041 950 636 668 474
Net worth
Net Profits 3,006 2,226 1,615 2,021 2,615 2,203 1,749 2,141 1,784 1,615 1,233 802 610 among all
Financial Measures
Egyptian private
Cost : Income 26.52% 30.93% 39.58% 39.52% 26.11% 28.29% 34.84% 31.87% 32.80% 29.69% 27.82% 38.38% 32.72%
sector banks
90,725
Return on Average Common
26.46% 22.79% 18.69% 28.66% 22.33% 21.77% 20.96% 30.47% 31.18% 36.31% 37.95% 31.58% 29.30%
Equity (ROAE)***
Net Interest Margin (NII/average
5.36% 4.74% 3.71% 3.62% 3.81% 3.54% 3.12% 3.06% 3.50%
interest earning assets)
Return on Average Assets (ROAA) 2.89% 2.48% 2.01% 2.89% 2.51% 2.45% 2.18% 3.08% 2.94% 3.08% 2.90% 2.37% 2.09%
Regular Workforce Headcount 5,490 5,181 4,867 4,755 5,193 4,867 4,517 4,360 4,162 3,809 3,132 2,477 2,301
Balance Sheet and Off Balance Internet banking subscribers Market
Sheet Information (EGP millions)
Cash Resources and Securities
16,413 16,140 18,990 16,325 16,646 16,764 19,821 16,854 16,125 14,473 21,573 13,061 10,537 capitalization
(Non Governmental)
Net Loans and Acceptances 41,866 41,877 41,065 35,175 41,970 41,877 41,065 35,175 27,443 26,330 20,479 17,465 14,039 in the Egyptian banking
Assets 113,607 94,014 85,506 75,425 113,752 94,405 85,628 75,093 64,063 57,128 47,664 37,422 30,390 sector
Deposits 96,846 78,729 71,468 63,364 96,940 78,835 71,574 63,480 54,843 48,938 39,515 31,600 24,870
Common Shareholders Equity 11,960 10,822 8,712 8,567 12,115 11,311 8,921 8,609 6,946 5,631 4,081 3,040 2,527
Average Assets 103,782 89,760 80,480 69,840 104,079 90,017 80,361 69,578 60,595 52,396 42,543 33,906 29,183
Average Interest Earning Assets 94,672 80,063 70,913 62,007 94,605 79,834 70,549 61,624 53,431 44,602 36,603 29,277 25,619 Over
500
Average Common Shareholders
11,362 9,767 8,640 7,800 11,713 10,116 8,765 7,777 6,288 4,856 3,560 2,784 2,325
Equity
Balance Sheet Quality Measures
Loan and deposit
Equity to Risk-Weighted Assets 17.07% 16.50% 15.79% 17.63% 17.29% 17.30% 16.11% 17.71% 17.01% 15.19% 13.70% 14.14% 13.83% market share
Risk-Weighted Assets (EGP billions) 70 65 55 49 70 65 55 49 41 37 30 26 22
among all Egyptian
Tier 1 Capital Ratio 12.46% 12.20% 12.53% 15.66% 12.46% 12.18% 12.53% 15.66% 15.28% 13.74% 10.17% 9.59% 9.78%
Adjusted Capital Adequacy Ratio**** 13.55% 13.59% 15.40% 16.92% 13.55% 13.59% 15.40% 16.92% 16.53% 14.99% 14.70% 13.60% 13.10%
of Egypt’s largest corporations private sector banks
bank with CIB
* Based on net profit available to distribution (after deducting staff profit share and board bonus)
** Unadjusted to stock dividends
*** As per Basel II regulations before profit appropriation
**** 2013 and 2012 as per Basel II regulations before profit appropriation

One of three key streets leading

out of Place de l’Opera, beautiful
Kamel Street served as a hub for
high-end shopping in Khedivial
Cairo.
A Strategy that Delivers

CIB’s outstanding performance over the past three years Our Vision Our Values Hard Work:
reveals that at CIB, our customers are our top priority. To be the leading and most trusted financial institution in Egypt, A number of core values embody the way in which CIB em- • Discipline and perseverance govern our actions so as to
Our continued success depends not only on our ability to admired for our people, strong core values and performance. ployees work together to deliver effective results for our cus- achieve outstanding results for our clients and outstanding
satisfy their evolving needs, but also to have them served tomers and community. returns for our stakeholders.
in prime time. CIB prides itself on its remarkable perfor- Our Mission • Seeking service excellence guides our commitment to
mance in standing hand-in-hand with our clients during To create outstanding stakeholder value by providing best- Integrity: our clients.
these unstable times. Our unwavering commitment to our in-class financial solutions to the individuals and enter- • Exemplify the highest standards of personal and professional • We work with our clients to reach their current goals while
clients is the basis on which we will continue to provide prises that drive Egypt’s economy. Through our innovative ethics in all aspects of our business. anticipating and planning for their future objectives.
our shareholders with consistent and high-quality returns. products, focus on superior customer service, development • Be honest and open at all times.
We believe a key component of our success is our highly of staff and commitment to our community, we will realize • Stand up for one’s convictions and accept responsibility for Teamwork:
skilled staff. CIB’s ability to offer our employees an attrac- our ambitions and pave the landscape of banking in Egypt one’s own mistakes. • We collaborate, listen and share information openly within
tive work environment, myriad career opportunities and for years to come. • Comply fully with the letter and spirit of the laws, rules and CIB and with our partners, clients and shareholders.
comprehensive training and feedback, allows us to attract practices that govern CIB’s business in Egypt and abroad. • Each one of us consistently represents CIB’s total corporate
and retain the strongest banking professionals in Egypt. Our Our Objective • Say what we do and do what we say. image.
employees reciprocate with dedication to our customers, and To grow and help others grow. • There is only one CIB in the eyes of our clients.
the wider CIB community. Client Focus: • We value and respect one another’s cultural backgrounds
• Our clients are at the center of our activities and their satis- and unique perspectives.
An Outstanding Track Record faction is our ultimate objective.
• Our success is dependent upon our ability to provide the Respect to the Individual:
best products and services to our clients; we are committed • We respect the individual, whether an employee, a client, a
to helping our clients achieve their goals and be the best at shareholder or a member of the communities in which we live
what they do. and operate.
• We treat one another with dignity and respect and take time
Innovation: to answer questions and respond to concerns.
• Since our inception as the first joint venture bank in Egypt, • We firmly believe each individual must feel free to make sug-
CIB has been a pioneer in the financial services industry. We gestions and offer constructive criticism.
believe innovation is a core competitive advantage and pro- • CIB is a meritocracy, where all employees have equal op-
mote it accordingly. portunity for development and advancement based only
• We strive to lead the Egyptian financial services industry to on their merits.
a higher level of performance in serving the millions of Egyp-
tians who remain underserved or unbanked.

CIB: An Introduction A Word from Our Chairman
Chairman’s
Note
Our democracy will be judged
not merely by the ease with which
citizens cast ballots, but by our
ability to help those same citizens
secure the means to earn a livable
wage that feeds their families
— knowing that they will be well-
educated and well cared for when
they become sick.
Although we all share an optimistic outlook for the future of print and online, talking about the desperate need to rein- plans for hiring, investing in critical infrastructure, opening
our nation, it would be naïve not to acknowledge the impact vigorate the nation through a megaproject. A few have even new branches, renewing our information technology systems
a lack of focus had on our economy. Real GDP growth, while had specific suggestions, but not one has become a reality. and, above all, training our people.
stable at 2.1% year-on-year, was still below pre-2011 levels. Do- We have the knowledge base, we have the human and natural The fruit of this investment is clear in our 2013 perfor-
mestic investment as a percentage of GDP has fallen, the Egyp- resources, and we have the hunger to change. What we have mance: Despite broad-based challenges to the economy and
tian pound depreciated a further 12% against the US dollar. so far lacked is leadership, a catalyst for change. three successive downgrades in credit ratings during the
These are serious issues, and they command our attention We aspire to being part of that solution at CIB: Putting first half of the year, we posted an outstanding operational
no less than the shape of our constitution. With the signifi- No blueprint will cure all that which ails us — not as an capital in the hands of those who can grow the economy is and financial performance with improvement across all key
cant heavy political lifting of this “founding phase” of the economy, and not as a nation. But as Martin Luther King Jr. why we come to work each and every day, at all levels of the metrics, from margins and spreads to average return on eq-
new Egyptian republic now behind us, we need to shift our suggested a half-century ago, re-imagining our nation’s fu- bank. We may not be able to single-handedly lead change, but uity, return on average assets and cost-to-income, where our
attention to laying the foundation for an equally durable eco- ture begins with a dream. we are closer to a wide cross-section of the economy than are ratio is now the lowest it has been in five years.
nomic vision that will withstand the test of both time and The power of a dream to transform an economy when there many, a fact that gives us a certain level of insight. In the last year, we have begun implementing ambitious
shifting political priorities. is a clear blueprint is on display here in present-day Egypt: Based on that point of view — and on my decades of experi- programs to innovate across the board, from the product
Our democracy will be judged not merely by the ease with Mohamed Said Pasha dared to dream more than 160 years ence in the industry — I would suggest that we do not need side of the house to new training initiatives and, in particu-
which citizens cast ballots, but by our ability to help those ago when, as Khedive, he granted Ferdinand de Lesseps the a single national-level mega-project. No Suez Canal or High lar, our first-ever Sustainable Development Department.
same citizens secure the means to earn a livable wage that first of two concessions for land that became the Suez Canal, Dam would, by itself, have the scale necessary to move for- The latter, which falls directly under the umbrella of the
feeds their families — knowing that they will be well-educat- a mega-project that transformed not just our nation, but the ward an economy as large and diversified as Egypt’s. Instead, COO Area, is now advised by one of our prominent board
ed and well cared for when they become sick. global economy. Subsequent generations of Egyptians have I believe we need a Megaproject of Megaprojects: Multiple members. The department will help ensure CIB not only
It is, I would argue, time that Egypt establishes a National certainly dared to dream, but no project to-date has had the large, impactful investments across a broad spectrum of in- minimizes its environmental footprint, but also makes a
Economic Council that will create the economic DNA for this transformative impact of the Suez Canal. It revolutionized dustries that will drive us forward in energy, transportation, meaningful contribution to the improvement of our nation’s
nation, setting a strategy that will allow us to channel invest- not just our position in the modern global economy, but laid healthcare, food, public infrastructure, information technol- socio-economic interests.
ment into the sectors where it will have the most impact. Ex- the foundation for our trading patterns, banking system, in- ogy. The list is as bounded only by our ability to dream. While still in its infancy, we are convinced the Department
amples are all around us, not least of which is the most re- frastructure networks — even our pride as a vibrant nation. This is why the era of the Suez Canal’s building and rise to will have an outsized impact within the Bank — and on the
cent: The success of Dubai in winning the Expo 2020 on the Make no mistake: We are at an inflection point in history, global importance underpins our annual report this year: It world around us. It’s another example of how CIB looks to
back of a clear economic development strategy. and our future lies not in a single Suez Canal, but in a multi- was a pivotal project that catalyzed the building of our na- lead by example, starting a process that will change our DNA
Our nation is blessed with significant opportunities — op- plicity of national megaprojects with multiplier effects that tion’s modern infrastructure, banking and trade position — just as we look forward to a National Economic Council es-
portunities that may only be captured if we are prepared. will not merely put our nation back on its feet economically, and which continues to pay dividends to this day. tablishing the economic DNA of this great nation.
The transformation of grants, loans and deposits from our but remind us of the amazing things Egyptians can accom- As we look to put capital to work across the economy, we
national allies in the Gulf into substantial stimulus spend- plish when they put their minds to it. have taken a critical look not just at how we will weight our
ing was an outstanding first step, but further efforts must be Since January 2011, many experts — real and self-appoint- effort, but also at where we can do better as an institution. Hisham Ezz El-Arab
channeled into priorities identified by an economic blueprint. ed — have appeared in public forums and on television, in That is why we have continued since 2011 with our ambitious Chairman and Managing Director

Board of Directors’ Report Board of Directors’ Report
Cairo Railway Station: Built in

1892 on the site of the original
station (est. 1856) connecting
Cairo to Alexandria, the Ramses
Railway Station has long
served as a vital link in Egypt’s
transportation network.
Board of Directors’ Report

Macroeconomic Overview while sovereign yields also peaked in June 2013. The half of the year. Moreover, the continued f low of aid and deposits increased by 14%. The rate of deposit dollariza-
The year 2013 has been quite eventful for Egypt. Our Egyptian pound depreciated 12% against the dollar dur- investments into the country should further avail Egypt tion 2 remained steady at 24% during the year. In 2013, the
country has made several strides towards a more stable ing the year and annual inf lation 1 picked up to 11.7%. of its foreign currency supply. The CBE’s international CBE undertook four changes in the corridor rates during
political landscape. The 30 of June Revolution resulted in The Egyptian economy, and accordingly all Egyptian reserves recovered to USD 17 billion by the end of 2013 the year: 50bp increase in Q1 followed by two successive
a change in direction to focus more on economic stabil- banks, had three successive downgrades in credit ratings also as a result of the aid. Furthermore, CDS on the gov- cuts in Q3 of 50bp each and a further 50bp cut in Q4. This
ity and return to growth. Despite the general optimism during the first half of the year followed by an upgrade in ernment’s Eurobonds declined to reach 579 bp since June represents a net decrease of 100bp in corridor rates from
shared by many with regards to the country’s future out- the second half of 2013. Such downgrades inevitably re- 2013 on greater clarity of the country’s future direction 2012 mainly aiming at accelerating the pace of growth in
look, acknowledging the harsh realities of the state of the sulted in a drop in the creditworthiness of the country in and roadmap. investment and credit to the private sector.
country’s economy is paramount to moving forward. the eyes of the outside world and subsequently negatively The banking system remained resilient in the face of The interim government implemented a EGP 30 billion
Real GDP growth remained stable at its previous level impacted the institutions operating in Egypt. unfavorable economic conditions. Average loan-to-depos- stimulus spending package in August 2013 aimed at in-
of 2.1%. Domestic investment as a percentage of GDP The optimism shared by many for the future of the it ratio fell from 48% in 2012 to 44% in 2013. As demand for frastructure projects, with another planned for early 2014
dropped from 16% to 14% and unemployment recorded a Egyptian economy is not unwarranted. The budget def- credit remains muted, banks continued to allocate large that will boost the economy in the short term. Such initia-
high of 13.4%. The government’s budget deficit increased icit is expected to drop to 11% in 2014, while sovereign portions of their excess liquidity to sovereign portfolio. tives are the driving force behind the optimism among the
to 13.7%. Public debt reached 83% of GDP in June 2013, yields had witnessed a rapid decline during the second Total market loans grew by 6% YTD October 2013, while vast majority of Egyptians today.
1. As measured by Consumer Price Index (Published by CBE) 2. The ratio of foreign currency deposits to total deposits with the banking system excluding deposits held at CBE.

2013 Financial Position in the past. Management’s view is that a provision is only a
CIB produced yet another record financial performance in provision when it is not needed, hence, f a provision is need-
2013. Consolidated net income for full year 2013 was EGP 3 ed then it is no longer a provision, but rather a write-off. As
billion, 35% over 2012. Standalone net income reached EGP such and in light of the present state of the economy and the
2.6 billion, 19% over 2012. Standalone revenues grew 27% over impact that the political landscape and disturbances have
2012 to reach EGP 6.8 billion. had over the last three years on several industries, manage-
CIB recorded net interest income of EGP 5.1 billion, 29% ment found it prudent to take the necessary measures that
over 2012. Non-interest income was key to 2013’s perfor- would adequately reflect prevailing economic conditions by
mance, with on-going foreign currency illiquidity translating taking the necessary downgrades on some sectors. To that
into record trade finance and dealing room fees. Non-inter- end, CIB took loan loss provision expense of EGP 915 million CIB has continued to receive
est income achieved the highest annual growth in the last 4 to hedge against any event of a prolonged recovery process global recognition and international
years reaching EGP 1.4 billion. Net fees and commission in- in these sectors. As the bank’s loan portfolio continues to be awards for its outstanding
come grew 42% year-on-year to reach EGP 1.2 billion. dominated by top tier clients with low leverage, a marginal
Despite a declining rate environment, CIB improved mar- increase of 33bp in NPL’s brought the ratio up to reach 3.96%. performance and reputation.
gins, spreads and performance across all indicators. Consoli- The loan loss provision balance reached EGP 2,864 million,
dated ROAE was 26.5% (before appropriation) up from 22.9% covering non-performing loans by an assuring 1.6x at the end
in 2012. Consolidated ROAA recorded 2.9% up from 2.5% in of 2013. CIB’s best in sector asset quality and its strong corpo-
2012, Net interest margin increased by 62bp to reach 5.36% as rate loan book is a testament to the success of management’s
management increased minimum lending rates to better re- prudent approach to lending.
flect risk. CIB improved its efficiency, cost-to-income record-
ed 26% compared to 28% in 2012; the lowest cost to income Institutional Banking Subsidiaries Corporate Governance
ratio in the last 5 years. Institutional Banking net income increased by 89% over last CI Capital generated consolidated revenue of EGP 121 mil- We believe that good governance is a cornerstone of our
Gross loans grew by 3%, adding EGP 1.2 billion during year to reach EGP 2.2 billion, mainly on higher net interest lion, 33% over 2012. Brokerage revenue increased 13% over success at CIB and we are proud of CIB’s leadership posi-
the year to reach EGP 45.6 billion, on slower than expected income, foreign exchange gains and strong trade services last year to reach EGP 69 million and was the second ranked tion in board governance. The Board remains committed
economic recovery. CIB continued its focus on maintaining performance and controlled expense growth. Institutional brokerage house in 2013 (up from third in 2012) recording a to continuous improvement where we regularly review and
margins and had the highest increase in loan yields of 94bp banking contributed 69% to CIB’s gross profitability. Cor- market share of 11.3%. CI Asset Management maintained its update our practices.
among its peers3. CIB market share reached 8.27% in October porate Banking management focused on efficiency in 2013, market share at 10.5% and had the best performing Egyp- The overall corporate governance framework of CIB is di-
2013 compared to 8.58% in December 2012 as management improving net interest margin on an increase in minimum tian equity funds of 2013. rected by the Board and its sub-committees: Audit Commit-
focused on efficiency and loan portfolio quality. lending rates that raised loan yields by 38bp. Expense growth Thanks to a number of landmark investment banking tee, Corporate Governance and Compensation Committee,
CIB grew deposits strongly during the year, adding EGP was held at 6%. transactions, CI Capital was recognized as the “Best In- Risk Committee, Management Committee, High Lending
18.1 billion to reach EGP 96.9 billion (23% increase over 2012). vestment Bank” of 2013 by the Arab Investment Summit, and Investment Committee, Affiliate Committee, Sustain-
The Bank had the highest growth in deposits among its peers, Consumer Banking and ranked third in terms of announced Middle Eastern ability Advisory Board, Operations and IT Committee.
driven by growth in local currency time deposits, demand Consumer Banking net income rose 11% over last year to Target M&A deals in first-half 2013 by Thomson Reuters The Board and its committees are governed by well-defined
deposits and savings accounts. Deposit market share grew reach EGP 900 million, contributing 31% to CIB’s gross prof- and Dealogic. charters and are tasked with assisting directors in fulfilling
40bp during 2013 to reach 7.63% in October 2013. itability. Consumer Banking gathered EGP 11.9 billion in de- their responsibilities and obligations with respect to their
2013 saw the introduction and management approval of posits aided by innovative new saving product. Awards and Recognitions decision-making roles.
Risk-Adjusted Return on Capital (RAROC)4 as a standardized The new Save and Safe product was launched in 2013 and CIB has continued to receive global recognition and inter- Such task is further facilitated by the wide array of estab-
performance measuring tool. RAROC provides a more repre- offers bundled insurance benefits along with savings, in national awards for its outstanding performance and repu- lished internal policies and manuals covering all business as-
sentative return on the true cost of capital to the bank based addition to a competitive interest structure and other ben- tation. Such accolades further cement CIB’s position as the pects such as credit and investment, operational procedures,
on the amount of capital allocated, helping to maximize re- efits. With the support of a strong mass media advertising number one private sector bank in Egypt. Notable awards staff hiring and promotion.
turn on capital and ensure best capital allocation. campaign, Save and Safe attracted EGP 2.3 billion in seven include: CIB’s Board consists of nine members who collectively pos-
CIB maintained its strong and resilient balance sheet and months. • Global Finance Magazine recognized CIB with six awards: sess a wide range of industry expertise. CIB’s Board met eight
capital base, reflected in a comfortable capital adequacy level5 “Best Bank in Egypt” for the 17th year, “Best Sub-Custodian times over the course of 2013. Among its defined set of respon-
(13.55%) and CBE liquidity ratios; these place the bank in a flex- Income Appropriation Bank in Egypt” for the 5th consecutive year, “Best Foreign Ex- sibilities, CIB’s Board constantly monitors the Bank’s adher-
ible position to deal with an uncertain economic environment. CIB aims at maximizing its shareholders’ and customers’ change Provider Bank in Egypt” for the 10th year, “Best Trade ence to well-defined, stringently enforced and fully transpar-
CIB maintained its lead over main competitors, achieving value. In 2013, the bank increased its issued capital to reach Finance Bank in Egypt” for the 7th year, “Best Internet Bank” ent corporate governance standards. The Board is able to
the highest year-on-year growth in revenues on strong fee EGP 9 billion by capitalizing on portion of its general reserve and “World’s Best Emerging Market Bank in the Middle East.” do this through its various committees whose membership
and commissions, deposit and balance sheet growth. Over- by issuing free stocks (one stock for every two outstanding • The Banker magazine recognized CIB with two awards “Bank is formed entirely of non-executive directors. Through the
all, CIB had a strong financial performance exceeding P&L stocks) as per the approval of the Ordinary General Assem- of the Year - Egypt” and “Deal of the Year Best Restructuring the Audit, Risk, Governance & Compensation, Operations &
targets in 2013. 2014 is expected to mark the beginning of a bly in July 1st, 2013. Accordingly, the Board of Directors pro- Deal.” Technology and Sustainability Advisory Board, the Board is
return to core business growth as the country stabilises. posed the distribution of a EGP 1.0 dividend per share (21% • Euromoney Excellence Award 2013 acknowledged CIB as “Best able to fulfil its obligations in the following manner:
higher than 2012). According to the profit appropriation pro- Bank in Egypt.” • Ensuring that Board Members have a clear understanding
Prudent Risk Management and Preservation of posal, the legal reserve balance will add EGP 131 million to • CIB was Global Investor ISF’s “Best Asset Manager in Egypt” of their roles in corporate governance. Annually reviews
Asset Quality reach EGP 621 million and the general reserve balance will for the fourth consecutive year. the size and overall composition of the Board and ensures
Understanding and assessing risk is a trait known to CIB’s add EGP 1.3 billion to reach EGP 1.7 billion. This appropria- • EMEA Finance recognized CIB as “Best Foreign Exchange in it respects its independence criteria.
culture which has helped us navigate through several storms tion will further enforce CIB’s financial position. The bank’s North Africa” • Establishing appropriate review and selection mecha-
capital adequacy ratio will record 16.32% (after profit appro- • CIB was “Top Ranked bank in North Africa” by FTSE Finan- nisms for new Board member nominees through the Gov-
3. Comparison based on September 2013 data priation) compared to 15.71% in 2012. cial Times Stock Exchange. ernance and Compensation Committee.
4. RAROC is calculated as the net contribution divided by the capital charge
5. CAR based on Basel II as modified by CBE before profit appropriation

The elegant Continental Hotel on

Opera Square hosted dignitaries
visiting Cairo for the festivities
surrounding the opening of the
Suez Canal, a key event in world
maritime trade.
• Establishing the strategic objectives and ethical standards regulatory requirements or as may be determined by the documents to fully perform their audits. CIB’s Internal Audit rienced project director. BPO will streamline key business
that will direct the on-going activities of the Bank, while Board from time to time. team closely follows up with the Bank’s management to take and operations processes by integrating analytics into busi-
taking into account the interests of all stakeholders. • Overseeing a code of conduct to govern the behaviour of all corrective measures with regards to CBE’s audit comments. ness processes. BPO will reduce operational process turn-
• Establishing internal control mechanisms which com- directors, officers and employees through an independent Moreover, given the utmost attention to maintaining the around time with better resources allocation. Additionally,
prise systems, policies, procedures and processes that are Compliance function reporting directly to the Audit Com- highest levels of corporate governance, CIB’s investor rela- BPO will provide a reporting tool on major processes relat-
in compliance with regulatory requirements. These con- mittee. The code of conduct sets CIBs core values as integ- tions team is committed to consistently sharing high quality ed key performance indicators i.e. execution time, related
trol measures safeguard Bank assets and limit risks as the rity, client focus, innovation, hard work, and respect for information with all stakeholders regarding the Bank’s ac- costs, etc.
Board, management and other employees work to achieve the individual. These values encompass CIB’s commitment tivities with emphasis on transparency. Substantial efforts were made this year in support of the
the Bank’s objectives. to create a culture that adopts ethical business practices, Bank’s Business Continuity and Crisis Management in light
• Ensuring that senior management implements policies to good corporate citizenship, and an equal and fair working Operations Platform with International Standards of the political and security situation. The Bank managed to
identify, prevent, manage and disclose potential conflicts environment. At the same time, it promotes a culture of During 2013, the COO Area has focused on several strategic successfully operate our head office multiple times from al-
of interest. The Board also oversees the performance of the transparency, encourages a whistle-blowing environment objectives, including the improvement of customer experi- ternate locations, and also managed to sustain very high ser-
Bank, its Managing Director, Chief Executive Officers and and provides protection to the whistle-blower. ence, infrastructure development, enhancing the controls vice levels for customers through our diverse branch network
senior management to ensure that Bank affairs are con- environment, effective cost management and people agenda. and alternate channels.
ducted in an ethical and moral manner and in alignment The Central Bank of Egypt’s auditors and controllers conduct The COO Area implemented a number of key initiatives in
with Board policies. regular audit assignments and review reports submitted to 2013 as part of its strategic agenda: Sustainability Development
• Reviewing and approving material related to disclosures them periodically. During CBE audit missions, CIB’s manage- The Business Process Orchestration (BPO), a key project Environmental sustainability is becoming a fundamental
and other transparency documents in accordance with ment ensures that the auditors are provided with all necessary for the Bank, kicked off with the hiring of a dedicated expe- component of the strategy of leading multinationals, inves-

tors and fund managers around the globe. It was in this for-
KEY FIGURES ward thinking spirit that CIB decided to move ahead with a
robust Corporate Sustainability initiative in July 2012. To this
FROM 2013 end, the Bank will ensure that it achieves its twin objectives
of serving Egypt’s socio-economic interests and protecting
the environment, as well as attaining durable financial safety
Balance Sheet (in EGP bn)
and soundness for the Bank.
A. Standalone CIB
CIB approved the establishment of a dedicated Sustain-
Our long-term initiatives include
Balance as of Balance as of %
31/12/2013 31/12/2012 Change ability Development Department, which falls directly under conducting a social and
Total Assets 113.8 94.4 20.50% the umbrella of the COO area. Dr. Nadia Makram Ebeid (ex. environmental assessment of our
Minister of Environmental affairs and CIB Board of Directors
Contingent Liabilities and
Commitments
16.2 14.9 8.62%
member) was nominated to guide this initiative in coopera-
business practices and to draw
Loans and Advances to
42.0 41.9 0.17%
tion with a competent dedicated team. The Sustainability up a sustainability framework and
Banks and Customers Development Department was initiated in January 2013 with roadmap.
Investments 30.5 27.9 9.26% a mandate to ensure the development, management and re-
Treasury Bills and Other porting of CIB’s sustainability efforts (strategies, policies,
23.7 8.0 196.50%
Governmental Notes systems, initiatives, quick wins including ongoing third par-
Due to Customers 96.9 78.8 23.02% ty liaising, branding and training efforts).
Other Provisions 0.5 0.3 45.58% In March, CIB’s sustainability governance structure and
Total Equity 12.1 11.3 7.11%
framework were approved by the Sustainability Advisory
board. Green Teams were nominated to act as Environmen-
tal Champions within the organization.
b. Consolidated CIB and CI-CH The department worked with different internal and ex-
Balance as of Balance as of % ternal stakeholders on a number of going green quick win
31/12/2013 31/12/2011 Change
projects, including the Rooftop Garden, Green Wall, energy
Total Assets 113.8 94.0 21.07%
conservation initiatives, landscaping, photography compe- aims at reducing branch load by 20%, helping to improve the for-credit interns came from on-campus outreach efforts,
Contingent Liabilities and
16.2 14.9 8.62% titions, non-smoking campaigns and double-sided printing customer experience. including employment fairs, our winter training initiative,
Commitments
(paper conservation), in cooperation with the Premises Proj- In the fourth quarter, CIB launched the first interactive and events such as AUC Career day and Top Employer. We
Loans and Advances to
41.9 41.9 -0.03% ects, Corporate Services and Branding departments. The Sus- smart branch in Egypt in Black Ball mall (New Cairo), lead- conducted a very successful round of summer internships
Banks and Customers
tainability Development Department also began work on the ing the banking sector in introducing innovative financial this year with a carefully selected group of summer interns
Investments 30.2 27.2 10.83%
development of a solid waste management system through services. This initiative enhances customers’ banking expe- from reputed universities. Our for-credit internships also
Treasury Bills and Other
23.7 8.0 195.16% a phased approach with the contribution of the Corporate rience through interactive screens demonstrating CIB prod- witnessed further development, maintaining its reputation
Governmental Notes
Services department. Furthermore, the department worked ucts and services, video call communication with the call for quality education.
Due to Customers 96.8 78.8 23.06%
with the Learning and Development department to focus on center and digital tablets to execute E-banking transactions
Other Provisions 0.5 0.3 44.35% raising employee awareness on sustainability, through 35 at the branch with minimum staffing levels. Learning and Development
Total Equity 12.0 10.8 11.10% Sustainability Staff Awareness sessions which were held in CIB continued its branch network expansion strategy in The role of Learning and Development has evolved in 2013, with
CIB Head offices and branches across Egypt. 2013, adding 17 new branches, as well as enhancing its im- an increased focus on investing in our staff’s development. The
Our long-term initiatives include conducting a social and age and customer experience through the renovation and Learning and Development department has supported mul-
Income Statement (in EGP mn)
environmental assessment of our business practices and replacement of five other branches. CIB was one of the few tiple initiatives of the People agenda. This included sponsor-
A. Standalone Cib
drawing up a sustainability framework and roadmap. An- banks to grow its network significantly in 2013. ing overseas MBAs and the enrolment of a number of our staff
Jan.1, 2012 Jan.1, 2011
% other initiative is working towards identifying the necessary The fourth quarter also saw the issuance of the first FIFA- members in the Graduate School of Banking (GSB) Program at
to to
Change
Dec.31, 2013 Dec.31, 2011 steps to acquire the Leadership for Energy and Environmen- branded Visa cards as well as the free dedicated Travel Desk the University of Wisconsin in Madison, USA, throughout the
Interest and Similar Income 9,510 7,846 21.21% tal Design Certification (LEED). service for all cardholders. year and into next year. These initiatives also include financ-
Interest and Similar Expense -4,460 -3,945 13.05% ing higher education opportunities locally at reputable institu-
Net Income from Fee and Innovative Financial Solutions Focus on People tions as well as funding attendance at overseas conferences.
1,189 836 42.30%
Commission Among our strongest attributes at CIB is being nimble by rec- Human capital management has been and remains of the ut- As developing quality management for the Bank is a fun-
Net Profit After Tax 2,615 2,203 18.72% ognizing and capitalizing on opportunities and service gaps most priority. One of the main goals of the Bank’s Human Re- damental strategy, 2013 saw a continued investment in our
and by being among the first to satisfy and fill these gaps. sources department in 2013 was attracting the right caliber leadership development programs, namely the Leadership and
b. Consolidated CIB and CI-CH Customer service remains among the bank’s top priorities. of people and contributing to the development and success Management Program (LAMP) for CIB’s directors and higher
Jan.1, 2012 Jan.1, 2011 To that end, focus on availing an electronic system suscep- of existing employees. Focusing on improving our staff satis- positions, a program covering 100% of its target group. Anoth-
%
to to
Change tible to the needs of the clients while maintaining the high- faction and compensation strategy has led to an increase in er initiative is the Leadership and Development Program for
Dec.31, 2013 Dec.31, 2011
est levels of accuracy and turnaround time saw CIB focus on talent retention. Consumer Banking (LDP) which this year targeted consumer
Interest and Similar Income 9,521 7,859 21.14% expanding our GTS platform. Global Transaction Services banking zone and branch heads.
Interest and Similar Expense -4,467 -3,946 13.21% (GTS) expanded the network of dedicated trade hubs to 29 Recruitment As the leading private bank in Egypt and one with a
Net Income from Fee and hubs. 89% of bank wide trade services transactions have On the recruitment side, the focus was placed on promot- heightened sense of social responsibility, CIB has success-
1307 926 41.14%
Commission now been migrated to online portal and service hubs which ing from within for middle and upper management posi- fully sponsored the creation of the position of Professorship
Net Profit After Tax 3,006 2,227 35.00% helped in off-loading regular branches. Another initiative tions, while efforts to build entry level talent were directed in Banking at the American University in Cairo, allocating
Net Profit After Tax and
3,006 2,226 35.05%
that targeted branch-offloading, was Business Banking “pilot towards visiting campuses and having a presence at em- USD 2 million to educate and train young graduates in the
Minority Interest ATM deposit cards” for smaller cash deposits. The initiative ployment fairs. One of our main sources for summer and field of retail banking.

The breakthrough Job Family Project, which introduces a Friends of Abou El Reesh Children’s Hospitals Organization Our commitment to the country
number of programs in Trade Finance and Operations tar- • In March 2013, the CIB Foundation’s Board of Trustees ap- in which we live and operate is
geting Consumer Banking and which was initiated in 2013, proved an EGP 10 million initiative to renovate and upgrade
will be implemented on a wider scale in 2014. This should the Abou El Reesh El Mounira Children’s Hospital’s Emergen-
an integral part of our business
bring the learning and development scope into a more stra- cy Ward and Reception Area. This initiative proved critical in culture. It has always been
tegic perspective. allowing the hospital to provide top quality services and care among CIB’s top priorities and
to incoming patients.
Talent Management • In November 2013, the CIB Foundation donated an additional
responsibilities to contribute to our
A major focus of the Bank in 2013 was Talent Management. EGP 2 million to the Friends of Abou El Reesh Children’s Hos- country’s prosperity and welfare.
CIB initiated an all-round, comprehensive assessment of pitals Organization to support staff compensation, medical
leadership competencies for executive and senior directors and administrative supplies, infection control, and much
conducted by SHL, one of the world’s leading leadership con- needed ICU equipment.
sulting firms. The assessment is used to identify and evaluate
the competence of CIB’s senior management against a set of Magdi Yacoub Heart Foundation
managerial behaviours that impact their work performance, The CIB and CIB Foundation have been ardent supporters of the
leadership style and ultimately CIB’s organizational culture Magdi Yacoub Heart Foundation since its inception, and have
and business performance. been committed to enabling the Foundation to provide world-
On the Performance Management side, standardized ob- class medical care to the less privileged for free.
jectives throughout the Bank were reviewed and updated to • In July 2013, the CIB Foundation donated EGP 1.1 million to
maintain a robust performance management system that the Magdi Yacoub Foundation to exclusively sponsor the Pe-
ensures the Bank’s strategy reaches all staff levels and that diatric Outpatient Room in the Aswan Heart Centre’s Outpa-
each staff member clearly understands what is expected tient Clinic. Maxillo-Facial Center in the Pediatric Prosthodontics needy areas in Egypt and provide them with basic neces-
from them for the year. • In September 2013, the CIB Foundation’s Board of Trustees Department in the Cairo University Faculty of Dentistry sitates such as electricity, water, sewerage and other vi-
approved the roughly EGP 14 million exclusive sponsorship In July 2013, the CIB Foundation’s Board of Trustees ap- tal services. The funds will be managed according to an
Corporate Social Responsibility of the Second Pediatric Floor of the Aswan Heart Centre, proved the development of a EGP 300,000 Maxillo-Facial agreed upon plan by the Federation of Egyptian Banks in
Our commitment to the country in which we live and oper- complementing its earlier sponsorship of the first floor ICU. Center in the Pediatric Prosthodontics Department in the collaboration with the Ministry of National Local Devel-
ate in is an integral part of our business culture. It has al- • In 2013, the Foundation sponsored open heart surgeries for Cairo University Faculty of Dentistry. The highly special- opment and the Governors.
ways been among CIB’s top priorities and responsibilities to 50 children on the waiting list for EGP 3 million. By this ized center offers treatment for oral and nasal cavity de- • One of CIB’s most promising Community Development
contribute to our country’s prosperity and welfare. CIB turns donation, CIB Foundation has helped in saving the lives of formities in the facial palette, congenital deformities in initiatives in 2013 involved a partnership with the Ameri-
commitments into actions through its corporate social re- 200 children. newborn babies, and various facial deformities caused by can University in Cairo (AUC) to develop the CIB En-
sponsibility programs. The CIB team is firmly dedicated to cancer. With the establishment of the center, expected to dowed Professorship in Banking program. The program’s
supporting Egypt during these turbulent times and is proud Children’s Right to Sight Program open in the first quarter of 2014, the Pediatric Prosthodon- objective is to design and implement a strong banking
of the impact our investment of time, effort and resources has Through the Rotary Kasr El Nile organization, the CIB Founda- tics Department will be able to provide treatment to chil- curriculum in different educational institutions and en-
had on our community. tion has committed EGP 1.5 million to fund 1,000 eye surgeries dren from across the country as one of the sole providers hance education in banking throughout Egypt by offering
for children through the Children’s Right to Sight (CRTS) pro- of the specialized procedures. research and service courses. This partnership with AUC
CIB Foundation gram. The surgeries have been conducted at Al Nour Eye Hospi- is a major step toward bringing practical knowledge of
In this, its fourth year in operation, the CIB Foundation ex- tal and Eye Care Centre. One Million Blankets Campaign industry trends into the classroom. Through the Profes-
panded its activities in 2013. Following the 2013 Annual Share- In December 2013, the CIB Foundation made a contribution sorship Program, students will be exposed to the various
holders’ General Assembly meeting, the CIB Foundation was Gozour Foundation for Development: 6/6 Eye Exam Caravans of EGP 1 million to the One Million Blanket National Cam- aspects of Banking that will challenge their thinking and
allocated roughly EGP 35 million, representing 1.5% of CIB’s In July 2013, the CIB Foundation reaffirmed its partnership with paign through Bank El Kessa. encourage their application of creative new practices. It
net annual profit. The CIB Foundation continued to support the Gozour Foundation for Development to fund 12 eye exam will also serve as a link between the University’s School
major projects in the field of pediatric healthcare through vari- caravans in public elementary schools across Egypt. Blood Donation Campaigns of Business and key members of the Banking community,
ous multi-faceted initiatives including renovating and upgrad- The CIB Foundation allocated roughly EGP 700,000 to fund In 2013, the CIB Foundation hosted 12 blood donation cam- including regulators, boards, executives and other.
ing hospital infrastructure, purchasing medical equipment caravans in Giza, Qalioubeya, Minya, Beni Suef and Fayoum. paigns in six of its corporate offices in Cairo and Alexan- • In an effort to expose children to the Banking industry,
and providing surgical and medicinal treatment to underpriv- Through a partnership with Alnoor Magrabi Foundation each dria. Roughly 800 CIB employees donated their blood over and specifically to the CIB brand, as well as to encourage
ileged children. one-day caravan targets 450 students, with a total of 5,400 stu- the 12 days. career exploration at an early age, CIB entered into a five-
Over the course of 2013, the Foundation’s partnerships and dents receiving free eye exams and care by the end of the project. year partnership with KidZania. KidZania Cairo offers
initiatives included: The caravans also presented valuable opportunities for volun- Social Development children a variety of fun and interesting role-playing ac-
teers from CIB’s staff to engage with the local community and Throughout 2013, CIB upheld the core principles of its Cor- tivities in a realistic city setting. CIB is proud to be part of
Children’s Cancer Hospital 57357 spend quality time with the less privileged. porate Social Responsibility (CSR) activities and its contri- such an experience and taking part in enhancing commu-
• In January 2013, the Foundation continued its commitment butions to the community through a diverse range of CSR nity development through instilling sound financial skills
to the hospital by funding general operating costs amount- Yahiya Arafa Children’s Charity Foundation endeavors including the following: and experiences. CIB’s on premises mini-branch will al-
ing to EGP 2 million. The Yahiya Arafa Children’s Charity Foundation is a long-stand- • Considering the vital role of the Egyptian Banking Indus- low the children to cash checks, get debit cards, and de-
• In late 2013, the CIB Foundation renewed its partnership ing partner of the CIB Foundation. In late December 2013, the try in boosting the economy and their strong commitment posit or withdraw KidZos from ATMs around KidZania.
with the 57357 Hospital, raising the annual donation from CIB Foundation’s Board of Trustees approved an increase in to fulfill their CSR mission and responsibility towards • As part of its community outreach efforts CIB began
EGP 2 million to EGP 3.5 million. In the first year of the re- the annual donation to the Yahiya Arafa Foundation to EGP 2 their country especially in tough times. Under the aus- sponsoring a program, in association with IMAX Cinema
newed partnership, the donation will be used to fund pa- million for the upkeep of three previously-supported Pediatric pices of the Federation of Egyptian Banks, all Egyptian located in Americana Plaza, which will allow underprivi-
tient care as well as construction costs of the hospital’s 60- Units at the Ain Shams University Hospital, as well as the partial Banks had agreed to contribute 2% of their net profit to leged children to attend 10 pre-booked and dubbed educa-
bed expansion project. operation of a second neonatal unit. be directed towards developing slum areas and the most tional films shown in IMAX theaters.

2013 In Review
Established in 1859 to serve the

workers building the Suez Canal, Port
Said quickly became a major hub of
economic activity for the country.
2013 In review 2013 In review
Institutional Banking
Corporate Banking Group 2014 Forward Strategy A key competitive advantage for
Recognized across the Egyptian market for its strong credit The Corporate Banking Group aims to achieve the following the Corporate Banking Group is
culture, the Corporate Banking Group is CIB’s financing arm, in 2014: our strong customer base with a
providing world-class financial structures and superior advi- • Maximizing share of wallet with multinationals, initially
sory services to its clients. The Group caters to the financing with limited or no relations with CIB as well as with exist- healthy and diversified portfolio
needs of large companies with an annual turnover exceeding ing corporate clients. that is well-positioned in primary
EGP 150 million. Furthermore, in recognition of the important • Increase customer loyalty and boost CIB’s market share in growth industries, among them Oil
role of medium-size companies, the Group has broadened its all sectors through cross-selling Global Transaction Ser-
scope over the past few years to provide services for these com- vices (GTS) products. and Gas, Power, Petrochemicals
panies as well. • Expand CIB’s loan portfolio with special emphasis on fi- Infrastructure, Food and
The group’s mission is to enhance its position as the top nancing medium-sized projects. Agribusiness, Tourism, Shipping
corporate bank in the Egyptian market while maximizing • Enhance the bank’s fee income stream through increasing
value for its shareholders, employees and the community. trade business services. and Ports, and Real Estate.
The Corporate Banking Group’s competitive Financial Institutions Group

advantages include: The Financial Institutions Group offers a variety of quality
• A strong corporate business model. products and services through three divisions: Correspon-
• Highly experienced staff reinforced by continuous train- dent Banking Division (CBD), Non-Banking Financial Insti-
ing to keep pace with the latest industry and technical tutions Division (NBFI) and Finance Programs & Interna-
know-how. tional Donor Funds Division (FP & IDF).
• Strong customer base with a healthy and diversified port-
folio that is well-positioned in primary growth industries, Correspondent Banking Division (CBD) Non-Banking Financial Institutions Division while targeting growth in leasing, credit insurance and
including but not limited to: Oil and Gas, Power, Petro- The Correspondent Banking Division (CBD) is the point of (NBFI) brokerage (clearing & settlements accounts) both in terms
chemicals Infrastructure, Food and Agribusiness, Tour- contact for local and foreign banks working with CIB. The di- NBFI is a credit-lending division under the Financial Insti- of volume and number of accounts with leading market
ism, Shipping and Ports, and Real Estate. vision is responsible for: tutions Group. It provides credit facilities, liability products players upon market stability.
• Ability to provide a wide and innovative array of financial • Securing outgoing business for CIB. and services to all types of non-bank financial institutions. • Focus on the liability side through aggressive marketing of
schemes. • Monitoring and directing business to banks. Targeted clients include companies involved in: leasing, in- the Bank’s attractive liability products in addition to rein-
• Expanded scope of corporate banking to include compa- • Attracting trade business and handling related negotiations. surance, securities brokerage, car finance, factoring, credit forcing our cross selling strategy to provide CIB’s innova-
nies with sales revenues above EGP 50 million, creating • Marketing and cross-selling CIB products. insurance and investment companies as well as non-govern- tive product mix.
potential future growth opportunities for the group. • Acting as liaison for solving problems (if any) between mental organizations (NGOs). • Growing existing contingent businesses and attracting in-
banks worldwide and CIB’s departments in order to facili- surance companies.
2013 Accomplishments tate and improve workflow. Activities:
• Continued to be the major contributor to Institutional • Offering support and new solutions to CIB clients through • Identifying customer needs and associating such needs Finance Programs & International Donor Funds
Banking profitability, generating almost 50% of the Insti- strategic alliances with various correspondents under with relevant facilities such as short-term lending, long- Division (FP & IDF)
tutional Banking Group’s profits. trade finance and cash services. term lending, contingent business, and securitization The Finance Programs and International Donor Funds (FP &
• Captured approximately an 80% market share of the ship- • Supporting other departments through our role as Rela- transactions, etc. IDF) Division is uniquely specialized in managing sustain-
ping activities related to Suez Canal payments through tionship Officers for banks. • Focusing on key market players with relatively moderate risk. able development funds and credit lines provided by govern-
facilitating financial solutions for the shipping sector, in- • Searching for new business opportunities. mental entities and international agencies that positively
cluding Shipping Agencies, Shipping Service Providers, 2013 Achievements: impact our community and environment. Since its inception
Container Terminals, Ports and Ship Owners. 2013 Achievements: • Succeeded in controlling and maintaining moderate lev- in the 1990s and with the collaboration of the Ministry of Ag-
• Focused on supporting the import of necessary grains and • Achieved higher trade finance volumes. els of portfolio risk and managed an effective collection of riculture and Land Reclamation, FP & IDF has played a role
food staples. • Explored new markets in Asia, Africa and Latin America. loan portfolio payments through the application of a well- in the country’s agrarian development by encouraging pri-
• Acted as a mandated lead arranger in financing a new • Maintained a well-diversified trade and forfeiting portfo- controlled credit policy. vate sector involvement in the Egyptian Agrifoods market.
project aiming to improve public transportation. lio and continued expanding risk participations on both • Established new limits for existing credit insurance com- The Division is also engaged in various environmental and
• Ensured proper monitoring of the corporate accounts to direct and contingent business focusing more on CIB and panies and identified new accounts to accommodate con- pollution abatement projects that aim to assist companies
maintain the sound asset quality of CIB. its clients. tingent business targeted in 2014. in making their operations more eco-friendly. More recently,
• Enhanced the utilization of corporate customers to differ- • Increased cross-selling of CIB retail products. in 2005, FP & IDF penetrated Egypt’s microfinance sector in
ent online channels such as e-Banking and e-Trade, result- 2014 Strategy: • Engaged in securitization transactions with the Debt Cap- collaboration with the Spanish government.
ing in a current market penetration rate of 75%. • Continue to explore and penetrate new markets. ital Markets Team.
• Full roll-out of the Business Enhancement Unit to ensure • Identify new quality bank relationships focusing on Asia. Main Functions:
the extension of excellent quality operational services to • Maintain our focus on supporting the local economy. 2014 Strategy: • Agency Function: Handles agency functions for many
our corporate clients. • Introduce new revenue-generating products. • Maintain our market share with existing relationships funds, grants and credit lines by providing an array of

Upon its opening in 1869, the

Suez Canal firmly established
Egypt as a central hub for
international shipping and trade.
services and tailored operational mechanisms such as 2013 Achievements: agreement with a leading international government agency cy desk. The Division achieves its objectives by leveraging on
structuring new grants and concessional loans, creat- • Agency Function: FP & IDF succeeded in maintaining its in order to guarantee financing for Egyptian SME companies. CIBs substantive underwriting capabilities and established
ing disbursement and repayment mechanisms, securing position as the leading agent bank in the market and dis- relationships with international financial institutions and
investment of uncommitted funds, promoting funds to bursed a total of cumulative EGP 3.4 billion in loans to the 2014 Strategy: export credit agencies, placing capabilities in the local mar-
potential target groups, offering technical pre-loan assess- agricultural sector through a network of 12 participating • Maintain our lead position as agent bank dominating do- ket with banks, insurance companies, money market and
ment and post-loan monitoring. banks. nor funds. fixed income funds.
• Participating Bank Function: Participates in conces- • Participating Function: A total of EGP 200 million was dis- • Attract funds and participate in new developmental pro- Despite the continued slow down witnessed across the
sional financing with clients, giving CIB a competitive bursed to CIB customers through development programs in grams. market in 2013 in terms of new projects initiation, the Debt
edge among its peers. CIB also participates in guarantee 2013. • Increase CIB’s direct and indirect microfinance market Capital Markets division successfully executed deals worth
mechanisms to increase SME accessibility to credit lines. • Microfinance: The Division secured EGP 109 mil- share. over EGP 14.5 billion — up from EGP 12.4 billion in 2012. The
• Microfinance: Manages CIB’s direct microfinance portfolio lion for 31,233 active customers. While for Wholesale • Focus on offering advisory services. 2013 financing deals were primarily in the Petrochemicals
through a microfinance service company that interacts di- Microfinance,CIB started the utilization of EGP 100 million and Heavy Equipment sectors. Building on its reputation for
rectly with end-users. Recently, an indirect model was adopted line signed with the Social Fund for Development (SFD) to Debt Capital Markets Division (DCM) excellence in the field of structuring and arranging deals, CIB
with some microfinance institutions (MFIs) in collaboration reloan to MFIs with the assistance of NBFI division. The Debt Capital Markets (DCM) Division has an unprec- played key roles as Initial Mandated Lead Arranger (IMLA),
with the Non-Bank Financial Institutions (NBFI) Division. • Cross-Selling: The Division contributed to cross-selling edented track record and unparalleled experience in un- Agent, Security Agent and/or Bookrunner in these transac-
• Technical Assistance and Consulting Services: Offers CIB’s various retail products, including credit cards, consum- derwriting, structuring and arranging large-scale project tions. In recognition of its role as an IMLA, CIB was awarded
an array of integrated and competitive consultancy ser- er loans, and other consumer and corporate bank products. finance, syndicated loans, bond issues and securitization both Project Finance’s African Petrochemicals Deal of the
vices targeting development programs. The Division coordinated the signing of a USD 250 million transactions, all of which are supported by a dedicated agen- Year and EMEA Finance’s Project Finance Awards for Best

Chemicals Deal in Africa. Furthermore, the Debt Capital including weekends and holidays, with daily market com-
Markets Division has laid the foundation for future income mentary, weekly technical analysis and an SMS service that
generation with a substantial deal pipeline. displays rates of our main currencies and sovereign bonds.
The Division also continues to be the leader in the debt TCM promptly accommodates customer requests to help cli-
capital markets by playing a unique role in the local mar- ents avoid market fluctuations.
ket through structuring and placing complex securitization The TCM Division deals with almost all of the Bank’s clients
structures. CIB won the Best Structured Finance Deal in Af- ranging from large corporate clients, Global Customer Rela-
rica 2013 from EMEA Finance for its launch of an EGP 158 tions & Business Banking clients, Retail, Wealth clients, and
million securitization originated by Mansour Auto. The Divi- the Bank’s Strategic Relations clients. TCM also deals with
sion is looking to close deals totaling EGP 700 million before financial institutions, including funds, insurance companies
year-end and has a solid deal pipeline for 2014. and others. To enhance TCM’s service offerings, the Division In 2013, CIB’s TCM Division won
was internally re-organized into two main components: One the Best FX Service Award from
As an ongoing strategy, Debt Capital Markets covering corporate banking clients & GCR, while the other
aims to: is responsible for the Business Banking, Retail, Wealth and
EMEA Finance. During the first half
• Continue playing a vital role in economic development by the Strategic Relations Department. Within each area, every of 2013, CIB achieved the highest
mobilizing funds for large ticket project finance deals and trader is responsible for handling specific clients to enhance Net Trading Income amongst all
syndication transactions. specialization and customer price sensitivity in an attempt
• Position itself to raise the required debt to fund Egypt’s sub- to promote customer value added in the Treasury arena.
private Egyptian Banks.
stantial Infrastructure and Power investments, whether
implemented by public sector companies, or via IPP or PPP 2013 Accomplishments
programs. In 2013, CIB’s TCM Division won the Best FX Service Award
• Introduce new financial tools to lead the development of from EMEA Finance. During the first half of 2013, CIB has
capital markets in Egypt. achieved the highest Net Trading Income amongst all private
• Continue to support client needs for diversified funding Egyptian Banks.
sources through innovation in asset-backed securities. CIB was ranked as the second best performing bank on the
Primary Market for Treasury Bills and Bonds, achieving the
Treasury & Capital Markets (TCM) same ranking on the Secondary Market for Treasury Bonds
CIB’s Treasury & Capital Markets Division is the Bank’s pri- for the first three quarters of 2013.
mary pricing arm for all its foreign exchange and interest
rate products. TCM engages in a number of money market Asset and Liability Management (ALM)
trading activities, such as primary and secondary govern- A key part of the Treasury Group, the Asset and Liability
ment debt trading, and management of interest rate gaps Management Department is responsible for managing the 3 billion, a move that is expected to create jobs and allow for This commitment is supported by our unique value proposi-
(with associated hedging). Fixed income Eurobonds are Bank’s liquidity and interest rate risk within external and greater financing opportunities. tion and experienced team.
also traded with clients covering sovereign fixed income internal parameters, while complying with the Central Accordingly, ALM’s strategic initiatives will continue to
bonds, whose price and interest rate are usually denomi- Bank of Egypt’s (CBE) regulatory ratios and guidelines. include prudent and sound management of liquidity and in- Highlights and Accomplishments
nated in US dollars. The department is also responsible for managing the terest rates through the diversification of funding options, as The investment climate in Egypt remained challenging in
Foreign exchange products are used by our customers Bank’s Nostro accounts, overseeing its proprietary book well as through the introduction of new products and invest- 2013. Significant political changes had a direct effect on the
for both investment and hedging. Our investment-related and setting loan and deposit prices. ALM’s main objec- ments. Furthermore, ALM has the ability to provide sufficient country’s economic performance and, in turn, on the Group’s
products include dual currency deposits (DCD) and dual one tives are liquidity management, maximizing profitability liquidity for potential lending growth purposes. Further ini- investment activities, especially during the first nine months
touch deposits. The DCDs provide clients with a much high- and product development. tiatives will include enhancing the Bank’s performance and on the year. Despite the turbulence, DIG maintained its fo-
er yield on their USD and EUR purchases than the Central capital management framework. cus on seizing opportunities for growth while upholding its
Banks’ announced rates on these currencies. Our latest prod- 2013 Performance belief in the promising recovery of Egypt. Accordingly, DIG
uct is third counterparty trading, where CIB allows its clients Despite the volatile market conditions witnessed following the Direct Investment Group (DIG) has successfully added one sizable investment in the Textiles
to purchase almost any currency they require, while simul- events of 30 June — as well as volatility in international mar- The Direct Investment Group (DIG) is CIB’s investment arm, industry to its portfolio.
taneously transferring the currency to its country of origin kets — ALM was able to preserve its sound liquidity and inter- introducing equity finance as an additional solution to exist- In terms of portfolio management, DIG continued its on-
to make payments abroad. Other products covered are direct est rate levels. This allowed the department to seize market op- ing and potential clients. DIG’s main focus is to identify, evalu- going support to its portfolio companies at all levels. DIG
forwards and simple/plain vanilla options, in addition to a portunities in order to enhance the Bank’s Net Interest Income ate, acquire, monitor, administer and exit minority equity maintained the capital increase plans for two of CIB’s affili-
wide array of option structures such as premium embedded (NII) and Net Interest Margin (NIM) all while maintaining investments in privately owned companies that possess com- ates in order to augment existing growth strategies. A prime
options, participating forwards, zero-cost cylinders, boosted healthy regulatory ratios as well as internal and Basel III mea- mercial value for CIB. example of this is DIG’s support of one of its Oil sector portfo-
call / put spread, interest rate swaps, and interest rate caps / sures. ALM actively encouraged and participated in aggressive Invested funds are sourced from CIB’s own balance sheet, lio companies by participating in a shareholders loan, which
floors / structured products. deposit-gathering measures, which resulted in the growth of whereby the investment process is governed by a clear and increased the company’s liquidity and financial positions
The Division’s Primary Dealers team provides clients with the Bank’s total deposit base and overall profitability. strict set of parameters and guidelines. during these turbulent times.
transparent advice on their investments in treasury bills and Our primary objectives encompass generating attractive, On the growth front, DIG has managed to maintain its
treasury bonds, on both primary and secondary markets, 2014 Strategy risk-adjusted financial returns for our institution through divi- strong deal pipeline leveraging on continuous market screen-
with very competitive prices on the secondary market offers. ALM maintains a positive outlook for 2014, despite the eco- dend income and capital appreciation, as well as enabling CIB ing and on CIB’s brand equity. Accordingly, DIG has assessed
The team has been one of the most influential players in the nomic and social upheavals of 2013, due to anticipated to offer a broad spectrum of funding alternatives to support the viability of several investment opportunities in multiple
local debt market. changes in the political and economic landscape of Egypt. clients’ growth. sectors. Currently, DIG is in the final stages of locking down a
The Division’s Treasury team provides the Bank’s clients The new government plans to implement a policy of econom- We commit to excellence by adopting industry best prac- sizable deal in the Foods sector and is in the Letter of Intent
with an incomparable quality of service around-the-clock, ic expansion through public works projects worth over USD tices and creating a win-win situation for all stakeholders. stage in the Building Materials industry.

DIG has also made arrangements to exit two of its portfo- user a better position from which work with their banks to
lio investments in the Automotive and Power industries. Full manage credit lines and improve cash positions.
exit is expected to materialize within the coming months. • Payment Gateway: Enables our clients’ customers to
make online payments via Visa and MasterCard gateways.
Strategy Going Forward • CIB / Earthport ACH Integration: Enables internation-
DIG plans to continue providing support to existing portfolio al payments (global ACH) capability using an innovative
companies, in addition to maintaining a positive long-term payments framework specifically designed for high vol-
outlook grounded on a true belief in Egypt’s solid fundamen- umes of low-value cross-border payments. This provides
tals. Accordingly, DIG plans to pursue growth in defensive CIB customers with access to local clearing schemes in
sectors showing relative resilience to economic instability. over 50 countries.
As relationships continue to be
Strategic Relations Group (SRG) GTS Information Suite nurtured with global donors
Over the years, the Strategic Relations Group (SRG) has While continuing to enhance the reporting features available and development organizations,
built a reputation of excellence and high standard services on our Cash On-Line and Trade On-Line platforms, GTS has
among its client base. As relationships continue to be nur- developed a Corporate Download Portal aiming to improve
supported by their sovereign
tured with global donor and development organizations, customer visibility into their working capital diplomatic missions, SRG boasts
supported by their sovereign diplomatic missions, SRG A reporting portal that enables self-managed report de- yet another year of achievement in
boasts yet another year of achievement in 2013, despite the sign and download; availing accurate and comprehensive fi-
challenges our country faced. nancial data- live and archived. This corporate online portal
2013, despite the challenges our
Catering to almost 70 of the world’s most renowned serves as an effective tool supporting strategic, operational country faced.
and prestigious entities, SRG remains a unique function and transactional cash management.
among its peers in the banking industry. With our small
team of dedicated professionals, SRG was able to accom- Incorporating Voice of Customer in Early Stage
modate the unique operational needs of its client base Product Development
during times of stress and insecurity. Working closely Throughout 2011 and 2012, the main focus of GTS was on auto-
with our donor clients, allowing them further outreach mating and enhancing operational efficiency. Since early 2013,
to their customers resulted in an almost 50% increase in as the GTS Division heads towards a more customer-centric
the SRG portfolio from share of wallet. This was achieved business model and away from the prevailing product-centric
due to our responsiveness, our creative solutions and our one, incorporating voice of customer in the early stages of prod-
customer-centric approach. uct development has been a key priority for the Division.
CIB remains committed to providing its SRG Prime cli- To drive GTS to a consumer-centric model, the Division
ents with the highest-quality banking services, fulfilling established the GTS Business Development department,
their unique needs while ensuring client satisfaction as ensuring relationship officers have adequate knowledge GTS continues to enhance customer experience and efficient transaction processing capabilities
well as shareholder value. of GTS product offerings through (a) structured training,
(b) jointly examining customer profiles with GTS Product Product Segment Performance Indicator Dec-12 Dec-13
Global Transaction Services Group (GTS) Heads to decide on the right products to cross-sell to each Percentage of Bank-wide Trade transactions processed electronically via Misys
The Global Transaction Services Group was formed to en- customer, and (c) defining metrics to track cross-selling, 12% 15%
Trade Portal (MTP)
sure that the ever-changing technological demands of our penetration, and officers referral.
clients are addressed efficiently. The Group’s primary objec- GTS established the GDR Desk in Q1 2013 with the purpose Trade Percentage of Bank-wide Trade transactions processed Via Trade Hubs 67% 71%
tives are to facilitate and minimize the turnaround time for of supporting issuers who are broadening and diversifying Percentage of Bank-wide Trade transactions migrated from branches (MTP +
executing transactions, as well as providing transparency, their shareholder base with potentially greater liquidity, ben- 79% 86%
Service Hubs)
efficiency and value-added services to clients by offering a efitting share valuations in addition to expanding our com-
comprehensive range of transactional banking products mitment globally. Cash Management Percentage of Bank-wide Cash transactions processed electronically 13.26% 34%
and services, with a key focus on superior customer service CIB continues to be the sole provider for the securitiza-
and efficient transaction processing capabilities. tion trustee services, maintaining our leading position in Global Securities
Percentage of assets under custody market share 35.19% 35.72%
In 2013, the focus of the GTS group has increasingly the market. Services
shifted from reactive, cost optimization aiming at enhanc- For the fifth consecutive year, GTS was awarded the Best Sub-
ing customer experience to becoming a fully integrated Custodian Award from Global Finance Magazine. GTS also re-
revenue generating engine targeting broader and deeper ceived both the Best Trade Finance Provider in Egypt Award 2014 Strategic Areas of Focus • Single point of access across all customer segments for all
customer relationships. and the Best Online Cash Management – Regional Award by • Product bundling to supply key components of value prop- online platforms.
These collaborative, value-based partnerships with cus- Global Finance in 2013, ensuring CIB’s leadership position in ositions attending to different customer needs. Providing • Introducing innovative products / services across all
tomers, which are directly driven by their evolving needs, Global Transaction Services in the Egyptian market. a more integrated set of services to achieve “stickiness” in GTS segments to ultimately offer an integrated work-
resulted in the introduction of unique financial solutions In a joint effort by the GSS and the Investor Relations depart- our customer relationships. ing capital management solution that facilitates cus-
tailored to the needs of major multinational companies. ments, CIB ADR (American Depository Receipts) was regis- • Seamless customer experience across all GTS service de- tomer business growth rather than products developed
tered to be traded on OTCQX International Premier-A segment livery channels, with a continued focus on TAT improve- in silos.
Tailor-Made Financial Solutions of the OTCQX marketplace reserved for world-leading non-U.S. ment, error rates and governing SLAs. • Engaging customers through surveys and benchmarking
• Bolero Integration Application: Provides the client with companies that are listed on a qualified international exchange • Enhance user interface providing single sign-on, and initiatives.
a one stop view of all bank guarantees. By reducing the re- and provide their home country disclosure to U.S. investors. consistent look and feel across all products and admin- • Broaden and deepen customer relationships through vari-
quirement for working capital, the application offers the CIB is the first ever Egyptian issuer to join the platform. istrative functions. ous cross-selling and up-selling initiatives.

Global Customer
Relations
The GCR business model also
expanded in line with our Strategic
Roadmap in 2013. Organizational
and strategic objectives were
prioritized and addressed, and
the required resources and staff
recruitments were deployed while
adhering to our strategic objective
of focusing on overall profitability
rather than profit-per-product.
Despite Egypt’s ongoing turbulent post-revolution environment, 1. Business development and portfolio enhancement through land to monitor online the daily banking utilization of all its CIB Affiliates:
the Global Customer Relations (GCR) Group remains bullish in growth in the existing portfolio in addition to new commit- subsidiaries. • Egypt Factors: Receivables factoring services increased by
its outlook as it seeks to capitalize on opportunities brought ments. • New Cash Deposit Portal EGP 5,000.
about by economic and political change. GCR, therefore, con- 2. Aggressive efforts towards recovering questionable and Non- • New e-payment Gateway • CIL: Issued two insurance policies: A Group Life Insurance
centrated its efforts this year on responding to these changes Performing Loans to safeguard the quality of CIB’s asset port- Policy for Americana Group including five companies cover-
and taking full advantage of the accompanying opportunities. folio. 2013 Achievements in Consumer Banking: ing 14,000 of its employees. An Individual Insurance Policy in
As a result, and owing to its pivotal role across all of CIB’s busi- 3. Proactively solving potential client problems and identifying • A 35.3% increase in the number of payroll accounts. the name of Consukorra Company’s Chief Executive Officer.
ness lines, we are proud to announce that 2013 marked another new business needs. • A 9.1% increase in the amount of personal loans. • Falcon: Falcon carried out Cash Transit Services for EDRAK
period of successful achievements for the GCR Group. • A 12.9% increase in the amount of personal deposits. for Edutainment Projects Company and Nestlé. Falcon also
The GCR business model also expanded in line with our Stra- 2013 Achievements: • Signing contracts of 4 new CIB Branches - Americana Pla- signed an exclusive security contract with Sofitel Group.
tegic Roadmap in 2013. Organizational and strategic objectives • Contributed to the growth of the corporate portfolio by EGP za, CFC Mall, Palm Hills Promenade Mall and DP World • CI Capital: Ratifying mandates for the execution of Port Ghal-
were prioritized and addressed, and the required resources and 420 million by increasing CIB share of wallet with 297 exist- ib’s sell down transaction.
staff recruitments were deployed while adhering to our stra- ing clients and 39 new-to-bank clients. 2013 Achievements in Merchant Acquiring
tegic objective of focusing on overall profitability rather than • Contributed to the growth of corporate profitability by 34.7%, Services Going Forward — GCR Strategy 2014
profit-per-product. reaching EGP 774 million as of December 31, 2013 up from Merchant Acquiring Services expanded, with GCR’s help, to • Develop, explore and extend relations with new selected ac-
In line with GCR’s strategic goals and KPI’s, special focus EGP 574 million as of December 31, 2012. cover all GCR clients that require them. The Bank is proud- counts in accordance with GCR approved selection criteria.
was directed toward our facilitative interdepartmental role • Corporate Liabilities: Increase in liabilities worth EGP 1.9 bil- ly the exclusive provider of Point of Sale (POS) terminals • In line with the announced government expansion policies
within the Bank to align objectives across all areas to imple- lion (Existing clients for EGP 1.6 billion and New Clients for throughout the new IKEA Store in Cairo Festival City Mall and directives, special focus will be directed to mega projects,
ment our overall profitability model for groups and clients EGP 0.3 billion). & Americana Plaza in October & New Cairo. In addition to, specifically in the Energy, Transportation and Ports sectors.
under coverage. Etisalat Misr, Edrak, Mobinil, Travco, Blue Sky and Vodafone • Focus is directed towards marketing CIB banking service in
GCR also made diligent efforts this year to provide advisory Collaborated with other departments to to bring the total of 192 POS installed in 2013. ports other than Ain El Sokhna.
services to support specific industries adversely affected by the introduce new products: • Aggressive effort will be directed towards expanding all retail
current economic climate, especially Real Estate, Tourism, Con- Bolero Application: CIB is the first Bank in Egypt to apply the 2013 Achievements in Custody Services banking products and services.
struction and Building Materials. Bolero Online solution for its clients for Letters of Guarantee. This department contributed to the growth of CIB’s custody • Focus on fortifying and expanding inbound Gulf investments.
We also took a more active role in designing and developing The Bolero Application is a clear example of a customized so- portfolio by attracting shares worth EGP 37.6 million from • Special efforts will be directed toward recovering question-
tailor-made solutions to enhance, facilitate and improve bank- lution that meets client needs and requires changes to stan- two leading corporations in Egypt (Orascom Hotels and De- able and problematic exposure to safeguard the quality of
wide products and services. Initiatives were undertaken to dard operating procedures across a number of departments velopment and Consukorra). CIB’s asset portfolio.
improve product offerings to better meet client expectations, being one of the GCR’s core competencies and primary busi- • Strategic collaboration with the entire CI family, with specific
deepening the Bank’s relationship with existing clients and en- ness objectives. ABB Group adopted the Bolero Trade system 2013 Achievements in Global Transaction focus on CI Capital and GTS to provide a well rounded solution
hancing both growth and profits. globally. Services to the client.
Driven by ownership and accountability over accounts under Whereby all ABB subsidiaries should start utilizing this GTS successfully completed a total of 13 deals across the CIB • Constant market screening to spot new opportunities with
management, special focus was directed towards: reporting System to enable the Parent Company in Switzer- Cash Online, E-Trade and ACH platforms. existing clients and expand with new to bank clients.

Consumer and
Business Banking
Despite political and
socioeconomic unrest in 2013,
CIB Wealth maintained its market
leadership by continuing to provide
our most valued clients with
superior financial solutions to meet
their financial needs.
Liabilities Payroll • D eposits portfolio grew by an impressive EGP 3.7 billion Deposits End Net Result, 2013
The success of CIB consumer banking is clearly demonstrat- The Payroll business saw continued growth in 2013 with a pay- with a growth of EGP 1.7 billion in Current Accounts and
ed by the remarkable growth in customer deposits, which roll net sales acquisition of 33,267 accounts as of year-end. EGP 2 billion in Term Deposits, which is a total Y-o-Y in- 14%
reached EGP 70.7 billion in December 2013, an impressive As a major channel for liabilities and assets x-sell, payroll crease of 49%.
20% growth over EGP 59.1 billion in 2012. recorded a significant rise in deposits and assets penetration • Revenue to the Bank grew by 56% Y-o-Y to EGP 354 million,
In October 2013, CIB’s total liabilities reached EGP 94.7 with total deposits recording EGP 3.7 billion in 2013, 37% in- derived mainly from a growth of EGP 80 million in Fees &
billion, which translates to a 7.63% market share for CIB crease from 2012. Total assets portfolio reached EGP 0.874 EGP 46 million in NII
compared to 7.23% in 2012, as total liabilities of all Egyp- million in 2013, representing a 44% increase from 2012. • Business Banking new clients acquisition in 2013 reached 644
tian banks reached EGP 1.2 trillion as of October 2013. This Given the prominent role of CIB Payroll business in the company which is an average of 54 companies per month.
growth is an outstanding achievement in our highly-compet- market, focusing on quality assurance was solidified by es- • Average Revenue per Officer recorded a remarkable 28% in-
itive market of 40 banks. tablishing a team to provide around the clock qualitative ser- crease, showcasing a productivity improvement by the dedi-
vice calls to payroll clients. This resulted in reducing monthly cated Business Banking Relationship Manager.
Wealth payroll complaints from 57% to 9% and updating a database 86%
At CIB Wealth, we achieve excellence by adopting industry of over 10,000 customer accounts. Performance Indicator 2012 2013 Increase
best practices and fostering a win-win environment for all Business Banking Total CIB
stakeholders. Despite political and socioeconomic unrest Business Banking Total Assets: (ENR) 479,941 574,600 20%
in 2013, CIB Wealth maintained its market leadership by The Business Banking segment has been one of CIB’s stra-
Secured Facilities 479,941 550,763 15%
continuing to provide our most valued clients with superior tegic initiatives in the past couple of years, handling and
financial solutions to meet their financial needs. This was managing SMEs within the Banking sector. The segment was Unsecured Direct Trade Volume, 2013
22,001
reflected by the solid and growing relationships through pro- launched on a pilot basis in 2011 and then went live in 2012, Loans
fessional Wealth Managers who continuously strive to build covering a limited number of branches. Finally in 2013, the
Unsecured Facilities 43,554 26%
service quality and adequate financial advice. Wealth seg- Business Banking segment was aggressively introduced to
ment deposit grew 22% year-on-year as of end-2013. the market with a number of financial products and service Customer Deposits
7,645,462 11,424,084 49%
In 2014, CIB will continue to make service excellence a cor- offerings that were specifically created for the targeted de- (ENR)
nerstone of its proposition tailored to HNWI. mographic.
DDAs 3,238,894 4,978,526 54%
Plus Financials & Achievements: Term 4,406,568 6,445,558 46%
CIB Plus was introduced in 2013 as a new segment that caters The Business Banking Segment had an impressive year with
Total Revenue 233,303 354,330 52% 60%
to medium-net-worth individuals. Strategy is to build a solid achievements and figures that encouraged upper manage- 14%
and profitable business that is purely customer-driven. By us- ment to put more focus on this segment and allocate more Net Interest Income 161,907 202,779 25%
ing simplified products, fast track service and personalized resources by end of 2013. The segment’s performance figures
service offerings through a network of Plus Bankers, CIB Plus in 2013 measured against 2012 results are presented below: Non-Interest Income 71,396 151,551 112%
is designed to help customers grow their savings and product • Assets portfolio grew by EGP 95 million representing a year-
Gross Contribution 218,652 321,191 47% Business Banking Retail Corporate
portfolio en route to becoming Wealth. on-year (Y-o-Y) increase of 20%.

image of our segment by attending extensive training on soft

A real entrepreneur, tobacco skills, essential selling tools, technical knowledge on impor-
plantation owner Simon Arzt tant subjects such as Trade Finance business and finally an
on the job training to put all of the acquired knowledge into
produced cigarettes in Egypt to implementation.
benefit from the favorable tax To further extend our lines of services to SMEs, the Bank
regime, while his department aims to expand its distribution channels to more locations
across the country, with a particular focus on industrial zones.
store was famous for importing
the “right brand” of European Cards
goods to serve Egyptian and CIB Cards is a robust, full-fledged and profitable business of-
fering a full product suite of credit, debit, prepaid and POS,
expat elites living in Port Said. serving over 630,000 customers in retail and business seg-
ments across Egypt. Our mission is to become the leader in
processing non-cash financial transactions in Egypt, as well
as to be a key enabler of the Egyptian economy.
Overall, 2013 was a strong year for the CIB Cards Business.
On the Credit Cards line, we achieved sales growth of 22.8%
over 2012, for a total of EGP 2.9 billion.
In the Acquiring segment, CIB maintained its leadership
position despite new and strong competition by offering Dy-
namic Currency Conversion (DCC) services. That in addition
to a high level of customer service resulted in the processing
of over 9.6 million transactions worth EGP 5.9 billion.
CIB plans to introduce in 2014 several new cards and pro-
grams such as airlines co-branded cards and an installment
facility and loyalty program by investing in more core con-
sumer cards issuances, in order to gain a greater market
share, rebalancing towards high-return business payments
and continuing to lead in payment innovations to meet
evolving customer needs.
Alternative Distribution Channels

At CIB, one of our core beliefs is in the importance of excel-
ling at fundamental business lines, as these are the founda-
tion upon which innovative capabilities that address diver-
sified, sophisticated and dynamic customer demands are
built. Accordingly, the strategic direction of the Alternative
Distribution Channels is to focus on providing customers
with round-the-clock value-added services through simpli-
fied accessibility banking.
Online Banking: The new online platform, launched in Q1

2013 succeeded in increasing the number of users by more
than 42% compared to 2012, serving 18% of the bank’s cus-
tomer base. The platform proved successful at getting cus-
tomers better acquainted with online products, in addition to
simplifying the process of performing recurring transactions
and fund transfers to external beneficiaries. The platform is
also making headway in establishing more value-added ser-
The Business Banking segment has undergone continu- In order to assist in the development of SMEs — the backbone by offering lectures and courses on business planning and vices in 2014, such as Bill Payment as well as customization
al growth since its launch in 2011, a success attributed of the Egyptian economy — it is important to provide them crisis management. of service offerings.
to several factors, including our efforts to develop a re- with access to integrated financial solutions and off-the-shelf Last but not least in 2013, we have graduated 25 Relationship
lationship based on trust with our clients, our experi- financing programs, in addition to working with these com- Managers from the first “Business Banking Academy” which ATM Network: CIB continues to capitalize on its well-es-
enced and dedicated management team, the hard work panies to help them better manage their cash cycles while aimed to ensure that our Relationship Managers are the best tablished ATM network to release new value-added servic-
and dedication of our Relationship Managers (RMs) who meeting their needs and expectations. in the Egyptian Market. The Business Banking Segment was es. A new type of machine capable of accepting bulk notes
work to establish solid relationships between our clients Our support for SME clients also includes conducting busi- proud to honor our first Business Banking Academy Graduates was introduced in Egypt. This will enable real-time depos-
and CIB, and finally to our enthusiasm to serve the SME ness workshops and seminars designed to help them run The purpose of the Business Banking Academy is to create its by plastic cards for SME and Corporate clients. Other
sector in Egypt. their companies efficiently under the current circumstances strong and ambitious calibers that are the key players and the key technological innovations included the small ticket

card-less deposit mechanism, which helped increase de- scene dramatically changed in mid-2013, these trends were
posit migration rates by 103% year-on-year. This year also impacted during the months of July and August. However,
witnessed the release of the Bill Payment service on the these were reversed by September as the business climate
ATM network which allows clients to pay their mobile, in- steadily normalized.
ternet, and utility bills at CIB ATMs. The Bank will contin- The Personal Loans portfolio grew by 24% recording
ue this strategic direction of offering new value-added ser- EGP 3.33 billion by year-end 2013 as opposed to EGP 2.68
vices to help customers conduct transactions effortlessly billion in 2012. This growth was achieved as a result of an
at all hours at more than 555 ATMs across Egypt. increase in the scope of unsecured personal loans pro-
grams which was expanded to focus on high yield target-
Call Center: CIB’s 24/7 Call Center is the main interac- ing programs. Moreover, this led to a shift in the sourc-
tion hub for our current and prospective customers. The ing mix towards high yield segments and an increase Net CIB’s 24/7 Call Center is the main
Center supports inquiries, transactions, requests and Interest Margins of 10% to reach 2.9% at year-end 2013 as
complaints through more than 3 million self-service and opposed to 2.63% at year-end 2012. interaction hub for our current and
agent calls per year. The Center increased its workforce by Sales-wise, the applied business initiatives have led to prospective customers. The Center
22% in 2013 to a total of 178 officers, in an effort to widen an increase in single customer profitability by applying supports inquiries, transactions,
its customer base. In 2013, the Call Center has been at the a multiple product sales model and increasing the unse-
epicenter of CIB’s customer-focused strategy by establish- cured loans average ticket size by 46% to reach EGP 41,000 requests and complaints through
ing a unit to evaluate the new customer experience. Fol- as opposed to EGP 28,000 in 2012. Personal Loans revenues more than 3 million self-service and
lowing its mandated role to offer one-on-one treatment recorded a growth rate of 36%, achieving EGP 134 million agent calls per year.
for every customer, the Center added two new segments, in 2013 in contrast to EGP 98 million in 2012.
one for the Plus segment and one for the Business Bank- In 2014, the Personal Loans Business will focus on in-
ing segment. The Call Center introduced for the first time creasing overall portfolio Net Interest Margin and gross
in Egypt an interactive multimedia platform in Q4 2013, contribution by prioritizing sourcing from high yield pro-
offering customers the option of interacting with agents grams as well as increasing assets penetration to payroll
over video calls. customers. The Personal Loans Business will target sales
of multi-tiered products and cross selling options to im-
E-Payments: CIB remains the leading bank in collect- prove average customer profitability.
ing government e-payments with a market share of 47%. The Auto Loans Business saw a rebound in its mar-
CIB continues to expand its payment services to cover all ket position towards the end of 2013 by doubling monthly
Egyptian ports of entry, with this year’s addition being the unsecured sourcing in order to raise CIB auto loans mar-
Cairo International Airport. Fees generated from such ser- ket share from 9% in Q1 and Q2 to 14% at year-end. This
vices increased by 6% compared to 2012. The Bank has also hike in sales performance resulted from applying several ety of consumer needs in Egypt through the Commercial • Continued to provide a wide array of insurance plans to
launched its new Corporate Payment Services (CPS), which business initiatives such as introducing marketing activi- Insurance Life Company. meet the needs of all consumers.
provides government e-payment services for key corporate ties and offering new dealer incentive schemes. This no- The department began offering General Insurance in
clients through secured portals that are accessible around table improvement in unsecured Auto lending led to 19% 2011, capitalizing on its strong links to the best insurance General Insurance:
the clock without the need to visit a CIB branch. a growth in revenue to reach EGP 24 million in 2013, an providers in Egypt. • Increased Credit Shield administrative fees by EGP 11
EGP 4 million increase over 2012. Sourcing from Secured million in 2013 compared to EGP 6 million in 2012.
Branch of the Future: CIB launched the first interactive Auto loans was halted in the beginning of 2013, as the Target Segment: • Launched ‘Save & Safe,’ the first insurance product
smart branch in Egypt and affirmed its market leadership sales focus shifted towards unsecured lending. This led Due to the nature of insurance products, periodic premi- with a savings account in Egypt.
by introducing innovative financial services to the local to a growth in the Consumer Assets Unsecured portfolio, ums are paid to cover unfortunate events. Our business • Monitored and managed all insurance group policies
market. The new branch, located on Road 90 in New Cairo, which shortened the breakeven period to early 2014. Sus- targets different client segments based on consumer in- related to assets and portfolios to assure an optimum
offers a unique experience using interactive screens to taining product proposition enhancement contributed to come, health condition and need analysis. coverage at the best rates and a smooth process.
demonstrate the Bank’s latest products and services, with this achievement and served to grow CIB’s market share. To secure our valued customers, a number of new life • Improved Bank Risk Management by reviewing the
the ability to send more information to the client via email. The Secured Overdraft portfolio reached EGP 1.9 bil- insurance programs were introduced in 2012, with up- Bank’s insurance policies related to financed assets,
The branch also offers the first video call channel during lion in 2013, as its strategy was centered on changing the graded benefits, to better satisfy most of customer needs. with the goal of reviewing all policies by the end of 2013.
and after official working hours, a unique service among portfolio mix towards Local Currency lending which also • Focused on creating bundled insurance consumer
banks in Egypt. The branch is also equipped with the lat- contributed to increasing the NIM to 1.84% in 2013 com- Strategic Goals: products packages in 2014, such as travel insurance for
est digital tablets, offering a chance for clients to carry out pared to 1.69% in 2012. The portfolio will witness the in- • Insurance Business’ strategic goal is to increase its rev- cards, auto insurance, payroll insurance, CD’s insur-
e-banking transactions at the branch, in addition to the troduction of unsecured overdraft programs to capitalize enue contribution to Consumer Banking to 10% by 2016. ance, and medical insurance for the Wealth segment.
newest line of ATMs in the self-service area. The launch of on payroll relations in 2014. • Increase market penetration by expanding CIB’s cus-
these fully interactive tools completely revolutionizes the tomer base.
customer banking experience, reflecting CIB’s strategy Insurance Business • L ead the market by introducing a wide range of prod-
and its vision towards the future. Life Insurance: ucts from the best insurance providers.
The CIB Insurance Business provides Life and General In-
Consumer Loans surance programs that generate non-interest revenues in 2013 Achievements:
Consumer Loans portfolios recorded positive trends dur- the form of fees for CIB Consumer Banking. Life Insurance:
ing 2013. These trends were evident during Q1 and Q2, In 2000, CIB began promoting life insurance programs • Achieved a remarkable net growth in fee income to
which were attributed to the application of new business such as protection packages as well as savings packages. reach 36 % YTD [EGP 51 million in 2013 compared to
initiatives across all loan product lines. As the political These programs were introduced to address a wide vari- EGP 38 million in 2012].

COO Area
In 2013, the COO Area continued to sponsor and implement

key initiatives from the Bank’s strategic agenda, despite the
fact that this year presented a very challenging operating
environment. Egypt’s political and security situation caused
heightened tensions after the first half of 2013, resulting in
a number of challenges and a good deal of focus on Busi-
ness Continuity Management. In addition, a challenging FX
environment in the country and local currency devaluation
affected our projects, contracts, payments and operating ex-
penses. To offset these externalities, as well as to strengthen
the CIB brand, the COO Area has focused on several strategic The first Cairo hotel to be
objectives, including the improvement of customer experi- built on the banks of the River
ence, infrastructure development, enhancing the controls
environment, effective cost management and people agenda. Nile, the original Semiramis
We were able to boost our distribution network, adding was completed in 1907 and
more than 20 new branches — a real accomplishment under immediately became an
the circumstances — bringing our total network to more
than 153 branches. We also acquired a new head office at the institution in the bustling city.
Smart Village business park, enlarging our presence there to
two buildings with facilities covering a total area of 15,000
square meters and hosting more than 1,000 staff members. tiative, the COO Area has generated significant revenue for Operations Group In support of the business agenda, the Operations Group
This year, the COO Area has actively taken ownership of a the Bank this year. In 2013, the Operations Group enlarged its footprint in the implemented multiple projects related to the alternate
number of key strategic projects and initiatives for the Bank. Further focus was placed on evolving the COO Area organi- COO Area to manage the Premises Projects & Corporate Ser- channels that contributed to offloading our branch net-
Our Sustainability Initiative was one such effort, with a sig- zation in terms of people and functions to increase the value vices function in addition to its responsibility for the Cen- work and improving our customer experience by introduc-
nificant amount of work done in support of its implementa- added to CIB. This year, separation of key functions such as tralized Operations, Internal Controls and Service Quality ing a number of alternatives for customer transactions.
tion. The COO Area created the proper framework and gov- the Finance Group has taken place after developing signifi- & Business Continuity. This consolidation was done with the This included an expansion of our ATM network to 550
ernance for the Initiative, and implemented key ‘quick wins,’ cantly to act now as a more important player in the Bank’s aim of creating more synergies with those areas and stream- machines, as well as the addition of new features. We also
including turning our head offices into non-smoking build- strategy and decision-making. Consolidation of the Premises lining the process flow. launched our new online banking portal, raising the level
ings and raising staff awareness in regards to environmental & Services Division under one enlarged operations group a The Operations Group kick-started key projects this year of service provided to our customers and improving their
considerations and corporate social responsibility. in creating further synergies and better end-to-end manage- which were designed to augment the Bank’s strategic agen- experience with CIB – a key focus area of the Bank’s stra-
Another key project was the move towards compliance ment of our operational activities. Increased focus on the CIB da. This included a major Business Process Orchestration tegic agenda.
with the new US tax regulation, the Foreign Accounts Tax brand image and equity will be realized through the separa- project that will be implemented over three years’ time to Substantial efforts were made this year in support of the
Compliance Act(FATCA). We have hired one of the Big Four tion of the Marketing and the Brand & Corporate Communi- centralize and streamline key business process flows from Bank’s Business Continuity & Crisis Management in light
to conduct the required consultancy services for the CIB cations Divisions that took place at the beginning of the year. an end-to-end perspective while building up internal capa- of the political and security situation. The Bank managed
Group in order to understand our responsibilities and our In terms of human resources, we hired promising fresh gradu- bilities through a fully integrated Center of Excellence. Au- to successfully operate our head office multiple times from
situation to mobilize our resources accordingly. ates through successful employment fairs at reputable univer- tomation of the current Custody Operations has also been alternate locations, accommodating a capacity of 100+
The COO Area continued in its efforts to enact effective sities. We also enriched our management line up with experi- one of the priorities this year through introducing a fully- staff, and also managed to sustain very high service levels
cost management as well as positively contributing to the enced talent to manage key positions in the COO Area to align fledged Automated Custody system that is expected to go for customers through our diverse branches network and
Bank’s revenue generation. Through our staff’s Cross Sell ini- with the Bank’s strategic aspirations and market position. live by the end of 2014. alternate channels.

Premises Projects We introduced a more robust supply chain management

The challenges of 2013 highly impacted the Premises Proj- function, which involves looking over procurement, tender-
ects department, with the local currency devaluation and the ing, contracts and warehouses, and introducing enhanced
unavailability of labor negatively affecting our contractual vendor management capabilities. Marked improvements were
obligations and timelines. However, the Premises Projects In support of Business Continuity, we upgraded our made in our management
department was able to successfully deliver a number of key branch network generators and UPS supplies to increase
milestones this year that involve key strategic parameters. our resiliency.
information systems, including
We increased our reach through establishing more than A number of initiatives planned for in 2014 began in the implementation of an
22 new branches and our ATMs network has grown to reach earnest this year. This included applying a new preventive advanced enterprise performance
560 ATMs. We completed the renovation/uplifting of 10 maintenance strategy for proactive maintenance of our as-
branches and 16 wealth lounges. We also increased our head sets and buildings.
management application,
office space by acquiring another building in Smart Village, Finally, and in support of the Bank’s sustainability initia- budgeting and reporting systems,
expanding our Smart Village presence to more than 15,000 tive, Corporate Services has implemented various projects as well as a new IFRS reporting
square meters and accommodating a total of 450 staff. including planting a roof top garden, creating the green wall,
New branch designs are underway, with CIB ushering in a and planting a native plants garden. Furthermore, we imple-
module.
new prototype branch at Black Ball Mall. Widely regarded as mented a non-smoking policy in our head offices, with fur-
the first interactive branch in Egypt, the facility incorporates ther projects expected to take shape in 2014.
high-tech elements implemented for the first time at a CIB
location. This is the model that we will be replicating across Human Resources
all our new branches starting in 2014. One of the main goals of the Human Resources department in
Emphasizing our responsibility towards CIB’s sister com- 2013 was to focus on attracting employees of the right caliber Learning & Development We enhanced our pay policy including salary adjust-
panies, we completed CICH’s new head office rearrange- as well as to contribute to the development and success of ex- The role of learning and development has evolved in 2013, ments for certain positions based on market practices,
ments as well as the foundation phase of Falcon Group’s head isting employees. Human capital management has been and with an increased focus on investing in our staff’s develop- and changed our merit increase policy to be on a monthly
office in New Cairo. remains of the utmost priority, and we increased our focus on ment. The L&D department has supported multiple initia- take home basis rather than relying solely on base salary.
improving our staff satisfaction and compensation strategy tives of the People Agenda. This included sponsoring overseas We also enhanced our staff benefits policy regarding staff
Finance Group to retain key talent within the organization. MBAs for two of our staff and enrollment of eight employees loans, mortgage loans and car loans. The Department has
During 2013, the Finance Group continued its transforma- in the Graduate School of Banking (GSB) Program at the Uni- also improved our medical insurance policy and limits by
tion into a strategic partner, working closely with the busi- Recruitment versity of Wisconsin in Madison, USA throughout this year changing the vendor to provide more benefits to our staff
ness and the Board of Directors to assist in decision-making, On the recruitment side, the focus was on promoting from and next year. These initiatives also include financing higher and raise the bar of satisfaction.
results analysis and driving performance in the service of within for middle and upper management positions, while ef- education opportunities locally at reputable institutions as
shareholders’ interests. forts to build entry level talent were directed towards visiting well as funding attendance at overseas conferences. Sustainability Development
A good example of this new strategic focus was the intro- campuses and having a presence at employment fairs. One As developing quality management for the Bank is a fun- Sustainability from an environmental perspective is becom-
duction of Risk-Adjusted Return on Capital (RAROC) as a key of our main sources for summer and for-credit interns came damental strategy, 2013 saw a continued investment in our ing a fundamental component of the strategy of leading mul-
performance indicator for the Bank. RAROC will help align from on-campus outreach, including employment fairs, our leadership development programs, namely the Leadership tinationals, investors and fund managers around the globe. It
relationship managers’ and shareholders’ interests to maxi- winter training initiative, and events such as AUC Career day and Management Program (LAMP) for CIB’s directors and was in this forward thinking spirit that CIB decided to move
mize returns based on the true capital cost to shareholders. and Top Employer. We conducted a very successful round of higher positions, a program covering 100% of the target pop- forward with a robust Corporate Sustainability initiative in
RAROC will be rolled out to CIB’s clients and across product summer internships this year with a carefully selected group ulation. Another program is the Leadership & Development July 2012. To this end, the Bank will ensure that it achieves its
lines throughout 2014 and 2015, making it an integral factor of 50 summer interns from reputed universities. Our credit Program for Consumer Banking (LDP) which this year tar- twin objectives of serving Egypt’s socio-economic interests
in the Bank’s future decision-making process. internships also evolved this year and we were able to select geted consumer banking zones and branch heads. and protecting the environment, as well as attaining durable
2013 was the year of IT Capital in Finance. Marked improve- 60 external candidates to sit for the GMAT exam for the next As the leading private bank in Egypt and one with a financial safety and soundness for the Bank.
ments were made in our management information systems, credit course in 2014. We also maintain a very low turnover heightened sense of social responsibility, CIB has success- CIB approved the establishment of a dedicated Sustain-
including the implementation of an advanced enterprise per- rate of 1% below the market benchmark. fully sponsored the creation of the position of Professorship ability Development Department, which falls directly under
formance management application, budgeting and reporting in Banking at the American University in Cairo, allocating the umbrella of the COO area. Dr. Nadia Makram Ebeid (ex.
systems, as well as a new IFRS reporting module. All this was Talent Management USD 2 million to educate and train young graduates in the Minister of Environmental affairs and CIB Board of Director
accomplished alongside a major upgrade of the Bank’s core A major focus of the COO Area is Talent Management. For the field of retail banking. member) was nominated to guide this initiative in coopera-
banking system. Execution of the upgrades, including the first time, CIB initiated an all-round, comprehensive assess- The breakthrough Job Family Project, which introduces a tion with a competent dedicated team. The Sustainability
new and more comprehensive automation of ledger control ment of leadership competencies for executive and senior di- number of programs in Trade Finance and Operations targeting Development Department was initiated in January 2013 with
and reconcilement, will continue in 2014. rectors conducted by SHL, one of the world’s leading leader- Consumer Banking, and which was initiated in 2013, will be im- a mandate to ensure the development, management and re-
ship consulting firms. The assessment is used to identify and plemented on a wider scale in 2014. This should bring the learn- porting of CIB’s sustainability efforts (strategies, policies,
Corporate Services evaluate the competence of CIB’s senior management against ing and development scope into a more strategic perspective. systems, initiatives, quick wins including ongoing third par-
Corporate Services had an extremely busy agenda this year, a set of managerial behaviors that impact their work perfor- ty liaising, branding and training efforts).
with a heavy focus placed on enhancing our security. We mance, leadership style and ultimately CIB’s organizational Compensation and Benefits In March, CIB’s sustainability governance structure and
significantly tightened security measures across all our culture and business performance. In terms of employee compensation benefits, we participated framework were approved by a Sustainability Advisory
branches and head offices, including implementation of ac- On the Performance Management side, standardized ob- in local salary surveys to ensure effective reward benchmark- board. Green Teams were nominated to act as Environmen-
cess control systems, as well as increasing safety measures jectives Bank-wide were reviewed and updated to maintain ing and analysis to maintain CIB’s competitive position. We tal Champions within the organization.
in our warehouses based on international safety practices a robust performance management system that ensures the also streamlined the CIB salary structure to ensure our staff The department worked with different internal and ex-
and supported by training our staff on safety and security. Bank’s strategy reaches all staff levels and that each staff are paid on par with the market (external equity) and also ternal stakeholders on a number of going green quick win
Additionally, we provided our drivers with defensive driving member clearly understands what is expected from them ensure that similar jobs with similar performance standards projects, including the Rooftop Garden, Green Wall, energy
training to better ensure the safety of our employees. for the year. are compensated similarly (internal equity). conservation initiatives, landscaping, photography compe-

The Montaza district of Alexandria

is famous for both its open-air
promenade and as the heart of
the city’s commercial district.
titions, non-smoking campaigns and double-sided print- Once again CIB has maintained its position in Cairo’s In- CIB Awards The new system, in addition to adding significant new
ing (paper conservation), in cooperation with the Premises ternational Airport. The airport branding initiative creates CIB has continued to receive global recognition for the Bank’s capability for the business, is also well aligned with our
Projects, Corporate Services and Branding departments. the utmost exposure, attracting foreign investors, while cre- outstanding performance and reputation. Some such notable strategic direction, and has the ability to grow along
The Sustainability Development Department also began ating top-of-mind awareness to all potential clients, while awards include: with our business.
work on the development of a solid waste management sys- representing a strong and solid position for CIB compared to • Best Bank in Egypt for the 17th year, Global Finance • Creation and move to a new Data Center: The creation
tem through a phased approach with the contribution of the other Banks. magazine of a new state-of-the-art data center, and transferring our
Corporate Services department. The Sustainability Develop- Continuing last year’s Branches Rebranding Project, we are • Best Sub-Custodian Bank in Egypt for the 5th consecutive production center to the new premises, was also complet-
ment department also worked with the Learning and Devel- proud to say that all CIB branches were finalized with the new year, Global Finance magazine ed this year. This new data center houses the Bank’s com-
opment department to focus on raising employee awareness branding materials. All our branches now contain a standard- • Best Foreign Exchange Provider Bank in Egypt for the 10th plete infrastructure and is the center of our IT operations.
on sustainability, through 35 Sustainability Staff Awareness ized look and feel, and we added more that 20 new locations to year, Global Finance magazine • Compliance and Regulatory Activities: The Bank has
sessions which were held in CIB Head offices and branches our network this year. The CIB Black Ball Branch was launched • Best Bank in Egypt, Euromoney Excellence Award 2013 continued to make investments in systems for address-
across Egypt. with a recently approved concept and design, and is expected • Best Trade Finance Bank in Egypt for the 7th year, Global ing compliance and regulatory requirements. A number of
Our long-term initiatives include conducting a social to be implemented with new 2014 branches. New brand and Finance magazine projects were completed in 2013 to specifically address all
and environmental assessment of our business practices branches design guidelines have been established in order to • Best Asset Manager in Egypt, Global Investor ISF regulatory requirements.
and to draw up a sustainability framework and roadmap. support and improve the new brand position. • Best Internet Bank, Global Finance magazine • Completion of our move to a new Online Banking Sys-
Another initiative is working towards identifying the nec- The concept of the new Wealth Easy branches was also • Bank of the Year, The Banker magazine tem: In line with our strategy to upgrade the technology
essary steps towards acquiring the Leadership for Energy launched in a number of high-end residential compounds, • World’s Best Emerging Market Bank, Global Finance behind our alternate channels, CIB also rolled out a new
and Environmental Design Certification (LEED). An exter- such as Gardenia, Arabella, and City View. A strong branding magazine Retail Online Banking system. The system introduces a
nal LEED expert was identified to assess the possibility of strategy was rolled out in these compounds to promote the • Best Foreign Exchange in North Africa, EMEA Finance number of new functions and capabilities, including user-
converting our new Smart Village building into a LEED cer- concept of easier-to-use branches to our customers. • Deal of the Year Best Restructuring Deal, The Banker friendly security options.
tified building. As the CIB website is one of the most important commu- magazine • Ongoing expansion of our Analytics and Information
nications tools between the Bank and its clients, the Brand- • Top Ranked Bank in North Africa, FTSE Processing: CIB’s data warehouse capabilities continued
CIB Brand and Corporate Communication ing & Corporate Communication Department implemented to grow in 2013, with additional tools, dashboards, and
Department a new and enhanced CIB website. We completely redesigned Information Technology analytic capabilities being added throughout the year.
In 2013, and in order to cope with the Bank’s brand position- our layout with simplicity in mind, and made the site more A number of key milestones were achieved in 2013 in the IT • Business Process Orchestration project: With a techno-
ing strategy and placing added focus on brand equity and user-friendly, with a strong focus on content delivery. The Department’s ongoing efforts to create an optimal technological base in place, and the completion of the core bank-
brand image, the Marketing and Communication depart- improved website offers features such as support for both logical base upon which the Bank can build its innovative ing replacement and implementation of other key systems,
ment was split into CIB Brand and Corporate Communica- English and Arabic, a loan calculator, social media platform, business solutions. Overall, this year has been one of major the Bank has focused its efforts on building on this base
tion department under COO Area and Consumer Market- online forms, a mobile application, an investor relations web- technological achievement. to gain a significant advantage. The BPO project is going
ing, both within the purview of the Consumer Bank. Their site, and an audio / video gallery. In the technology arena, CIB successfully managed change forward, and is focused on providing process automation
objective is to concentrate on Brand Marketing through Moving forward this year, CIB entered into a number of across the board. From the physical infrastructure, to key capabilities across the Bank
managing sponsorships, events, creativity, production and sponsorships to enhance its brand image, relating to themes systems within the Bank’s IT platform, as well as other IT
public relations. of quality lifestyle, CSR, art, culture and sports. CIB is now services, improvements were made in each area. Throughout 2013, we upgraded our infrastructure and tech-
The Department has made key efforts throughout the a proud sponsor of Platform Marina & Maadi, Americana Of the many technology initiatives completed during 2013, nical services. By having added critical new functionality,
year to expand CIB’s image, brand loyalty, brand position- Plaza, Zamalek Club, Le Pacha, Red Sea Festival, Euromoney, some of the major achievements of the year included: additional capacity and working on streamlining our techni-
ing, and exposure, keeping in mind external and internal Kidzania, the Egyptian Squash Association, Youth Salon, IIF, • Completion of the move to the new Core Banking cal environment, CIB remains steadfast in providing a better
customers. Employment Fairs, and many more. System: CIB has successfully replaced its old system. experience to our customers.

As the most important waterway

connecting East with West, the
Suez Canal ended the 9,654
km circumnavigation of Africa,
cutting average travel time from
20 days to 13 hours.
Risk Group
Risk Framework out the organization. CIB continues to add learning opportu- objectives. It is annually determined and reviewed by the These limits are reviewed and approved by the Board of Di-
Overview nities and expand risk training across the organization. Board of Directors, taking into account strategic and rectors and include the following:
In 2013, our strong, disciplined framework in managing risk business planning and enforced by a detailed framework. • Credit and Counterparty risks (country, industry, products,
was integral to withstanding the turbulent challenges of Principles CIB’s risk appetite statement is defined in both qualita- segments, clients and groups).
Egypt’s transitional period and allowed the bank to maintain CIB’s take on risk is directed by the following principles: tive and quantitative terms and is integrated into our • Market risk (foreign exchange and equity risks).
its solid reputation as a market leader, serve our clients and • Decision making is based on a clear understanding of the strategic planning processes and the lines of business. • Liquidity and funding risks.
deliver strong results. Our robust framework provides assess- given risk, accompanied by robust analysis to be approved CIB’s risk appetite framework is guided by the following • Interest rate risk.
ments of the following risk types: credit, market, operational, within the applied risk management framework. principles: • Operational risk.
interest rate, liquidity, funding as well as social and envi- • Continuous monitoring, managing and maintaining our de- • Ensure strong capital adequacy.
ronmental. All elements for the framework are integrated to fined risk appetite. • Sound management of liquidity and funding risks. Risk Group
achieve an appropriate balance between risk and return. • Business activities are conducted within established risk • Maintain stability of earnings. The Risk Group (RG) provides independent oversight and
categories which are further cascaded down to limits. • Address social and environmental risks. supports in the enforcement of the enterprise risk manage-
Culture ment (ERM) framework across the organization. RG proac-
CIB’s risk culture encourages risk transparency and effective Risk Appetite Risk Limits tively assists in recognizing potential adverse events and
communication to facilitate alignment of business strategies Risk appetite is the maximum level of risk that the Bank CIB’s risk limits are guided by our risk principles and risk ap- establishes appropriate risk responses. This reduces costs
and promote an understanding of the prevailing risks through- is prepared to accept in order to accomplish its business petite which are linked to business decisions and strategies. or losses associated with unexpected business disruptions.

The Group works to identify, measure, monitor, control and operating guidelines that are approved by the Board of Direc- trends, while ensuring compliance with the stipulated guide- The following philosophy and principles are applied to
report risk exposure against limits and tolerance levels and tors. Our risk management framework is governed through a lines set by the Consumer Credit Policy Guide, as approved by measure and manage credit risk:
reports to senior management and the Board of Directors. hierarchy of committees and individual responsibilities. the Board of Directors. • Credit risk management function is independent from busi-
The CRO and other risk officers are key members of all • Operational Risk Committee (ORC) supports the Bank in ness divisions.
Objectives credit, consumer, asset and liability management, and op- fulfilling its responsibility to oversee the operational risk man- • Client due diligence and prudent selection is achieved in col-
• Implement a robust enterprise risk management (ERM) erational risk committees. Management and the Board of agement functions and processes. The objective of the ORC is laboration with business divisions.
framework that meets regulatory requirements and interna- Directors have established key committees to review credit, to oversee, approve and monitor all aspects pertaining to the • Working to prevent undue concentration and long tail-risks
tional best practices. liquidity, interest rate, market and operational risks. Bank’s compliance with the operational risk framework and by ensuring a diversified portfolio. Client, industry, country
• Work closely with business and support groups to monitor regulatory requirements. and product-specific concentrations are actively assessed
portfolios and operations in order to provide independent • The High Lending and Investment Committee (HLIC) is and managed against the risk appetite.
risk analysis. composed of senior executives of the Bank. The primary man- Credit & Investment Exposure Management • Extension of credit or material change to any counterparty
• Work on raising efficiency to reduce expected losses, while date is to manage the asset side of the balance sheet, while Group - Institutional Banking (IB) requires approval at the appropriate authority levels.
maintaining adequate impairments coverage. ensuring compliance with the Bank’s credit policies and CBE • Measuring and consolidating exposures to each obligor on a
• Review business decisions, adjusted for risk, in order to opti- directives and guidelines. The HLIC reviews and approves the High Lending Asset & Consumer Operational
group basis.
mize capital utilization and return on shareholders' value, as Bank’s credit facilities and equity investments, in addition to & Investment Liability Risk Risk • Specialized teams derive internal client ratings, analyze and
well as social responsibility and sustainable business growth. focusing on the quality, allocation and development of assets Committee Committee Committee Committee approve transactions, and monitor the portfolio.
and the adequacy of provisions coverage. (HLIC) (ALCO) (CRC) (ORC)
Organization • Asset & Liability Committee (ALCO) is designated to It is CIB’s adherence to these guidelines which aided in the
The Chief Risk Officer (CRO) manages the Risk Group and is optimize the allocation of assets and liabilities, given the containment of loan losses and enabled the Bank to emerge
responsible for the day-to-day management of the following expectations of future and potential impact of interest rate from a volatile macro-economic credit environment in 2013
Chief Risk
key areas: credit and investment exposure management, con- movements, liquidity constraints, and foreign exchange ex- Officer stronger than before. Furthermore, the successful navigation
sumer and business banking credit risk, credit and investment posures. ALCO monitors the Bank’s liquidity and market (CRO) through the pitfalls of the 2013 credit crunch could not have
administration, credit information and risk management. The risks, economic developments, market fluctuations and risk been achieved without the application of our existing philos-
CRO reports directly to the Chairman and has oversight of the profile to ensure ongoing activities are compatible with the ophy of conservatism, diversification and mitigation strate-
enterprise risk management framework and fosters a strong risk/reward guidelines approved by the Board of Directors. Credit risk arises from all transactions where actual, contin- gies including collateral and credit support arrangements.
risk management culture throughout the organization. • Consumer Risk Committee (CRC)’s overall responsibility is gent or potential claims are measured against any counter- The above measures, backed by the high IB portfolio qual-
managing, approving, and monitoring all aspects related to the party, borrower or obligor. ity, enabled the Bank to maneuver safely through a difficult
Governance quality and growth of the consumer and business banking port- CIB distinguishes between five kinds of credit risk: period, reflected in a slight increase in default ratio to 3.96%
CIB’s risk governance structure includes a robust committee folio. CRC decisions are guided first and foremost by the cur- • Default risk is the failure of meeting contractual payment in December 2013 as compared to 3.63% in December 2012,
structure and a comprehensive set of corporate policies and rent risk appetite of the Bank, as well as the prevailing market obligations by the customer or counterparty. coupled with a total coverage ratio (direct and contingent) of
• Country risk is suffering a loss in any given country due to 175.69% in December 2013 as compared to 134.4% in Decem-
the probability of the following events occurring: a possible ber 2012, confirming the Bank’s solid financial position.
Chief Risk Officer deterioration of economic conditions, political and social up- On the Correspondent Banking side, challenges across Eu-
[CRO] heaval, nationalization and expropriation of assets, govern- rope continue. However, the Bank continues to adopt a strat-
ment repudiation of indebtedness, exchange controls and egy of limiting exposure to counterparties in the affected
disruptive currency depreciation or devaluation. countries, while confining exposure to financially strong and
Credit & Credit & • Business risk is the possible changes in overall business stable institutions.
Consumer &
Investment Investment Risk conditions, such as market environment, client behavior and
Business Banking
Exposure Administration & Management
Management Credit Information
Risk technological progress. Credit & Investment Administration / Credit
• Reputational risk is related to the publicity concerning a Information Group
Consumer Credit business practice, counterparty or transaction, involving a The Credit and Investment Administration function ensures
Credit &
Credit Exposure Policy, Application
Investment ALM Risk client that will negatively affect the trust in the organization. administrative control over institutional and investment ex-
Management Fraud & Quality
Administration • Concentration risk is the risk within and across counterpar- posures as well as compliance with both the Credit Policy
Assurance
ties, businesses, regions / countries, legal entities, industries, Guidelines and CBE directives. The Credit and Investment Ad-
Non-Performing currencies, exposure duration and products. ministration Department represents a strong back-up to the
Exposure Strategic
Credit Information Market Risk Institutional Banking Group by maintaining a quality control
Management & Analytics
Provisioning Under the Risk Group, credit risk is managed by the Credit system that ensures CIB seniority, protection and control, which
and Investment Exposure Management and Consumer is processed through verification of assigned collateral related
Investment Credit Credit Risk. These groups actively monitor and review to approved facilities prior to disbursement of funds, in addition
Credit Risk
Exposure Assessment & exposure to ensure a well-diversified portfolio in terms of to robust reporting that facilitates effective decision-making.
Analytics
Management Fulfillment Unit
customer base, geography, industry, tenor, currency and The Credit Information Department compiles comprehen-
product. sive client-specific market information reports, from various
At CIB, our management of credit risk focuses on keeping sources, for all corporate, mid-cap and business banking cli-
Operational Risk Business Banking a balanced view of each of the five aforementioned types of ents, and is responsible for extracting all regulatory reports,
risk, using analysis to properly build a diversified portfolio. in order to assist in the approval decision.
This is achieved through performing due diligence of clients
Collection & as well as regular performance assessments to identify po- Consumer Credit Risk Group
Recovery tential causes of concern or deterioration and to formulate Consumer Credit Risk Group, while being an integral pillar of
remedies for mitigation. the consumer banking framework, functions as an independent

governance group that manages the centralized risk function

for all consumer and business banking asset products. The over- Designed by Belgian architect
all objective is to maintain a quality portfolio while partnering
with the business in ensuring portfolio growth and to take a
Ernest Jaspar, the grand
leadership position in the asset business. The purview of this Heliopolis Palace Hotel was
unit extends across the entire consumer credit cycle, including touted as Africa’s most luxurious
a) policy formulation b) underwriting and credit assignment c)
collection and repayment d) portfolio monitoring and analyt-
hotel when it opened its doors in
ics and e) application fraud. The group also ensures compliance 1910. Today, this building serves
with the Consumer and Business Banking Policies guidelines as the Presidential Palace.
and Central Bank of Egypt directives.
The Bank’s consumer asset portfolio consists primarily of
credit cards, auto loans, personal loans, collateralized cash
loans, secured and unsecured overdrafts and residential prop-
erty finance. The business banking segment product suite has
also been enhanced to include the entire range of contingent
business and direct facilities. The Bank has now assumed a
market leadership position in the consumer asset business. The
asset portfolio has exhibited relatively strong growth through-
out the year with an increase of EGP 0.5 billion, representing a
growth rate of 7.7% in the direct facilities and reached EGP 0.9
billion, in the contingent facilities
This growth can be attributed to the introduction of new
programs and policy changes that give the Bank a definite com-
petitive edge in the market, with the focus being on growing our
higher yield unsecured portfolio. Consumer credit risk, in con-
junction with the business units, have deepened the product line
by rolling out multiple surrogate programs, tests and product
variants to attract new target segments envisaged to facilitate
growth. The Bank is a pioneer in the launch of innovative prod-
uct propositions revolving around the bureau score. Over the
past five years, CIB has built a sizeable consumer asset portfolio
of more than EGP 7.2 billion with an enviable portfolio quality
carrying a loss rate of 0.5 %. This portfolio size and quality con-
tinues to provide a high loss-absorption capacity, thus facilitat-
ing the launch of multiple programs to attract high-yield seg-
ments to further enhance profitability.
Furthermore, there has been significant progress in the busi-
ness banking segment with focus being to increase our cus-
tomer base and deepen existing relationships. A dedicated risk
structure with the required skill-set and expertise has been
instrumental in facilitating the Bank’s foray into new product
variants while ensuring adequate controls to mitigate the dis-
tinctive risks to this segment.
There has been a continued drive to excel in processing
efficiencies at our underwriting and collection functions.
Various restructuring and re-engineering initiatives have
helped effectively address the increasing demands of an
ever-growing portfolio without any increase in capacity,
while positively driving the key indicators of productivity,
effectiveness and efficiency.
The aggressive portfolio growth over the years and the mid- loss rates of 0.5% (compared to 0.4% in 2012 and 0.6% in 2011). maintain the optimal portfolio quality. Portfolio monitoring terns and provide the fundamental base for all policy formu-
year disruptive events notwithstanding, the portfolio qual- The portfolio quality has been sustained by ensuring the right begins with a rigorous review of all early warning indicators, lations and collection strategies.
ity has been sustained at levels that ensure the consumer portfolio mix (with concentration caps across comparatively such as through-the-door (TTD) analysis, first payment de- We have introduced new early warning triggers, heat maps
and business banking asset portfolio aggressively grows in riskier segments) and a very rigorous portfolio management faults (FPD) and non-starters coupled with key coincident in- and tripwires in keeping with the increased focus on tapping
hitherto untapped segments, while pioneering new products approach that identifies opportunities for growth and defines dicators, such as delinquencies, bucket movements and con- new segments and introducing product variants, ensuring
within the market. The portfolio has exhibited a healthy trend corrective actions that are then executed subsequently. sequent flow rates, and Was-Is analysis across key segments. adequate monitoring and pro-active launch of mitigating ac-
with non-performing assets at (non performing: 90+ days past There are multiple coincident and lagged indicators insti- Segmented vintages and month-on-book (MOB) analysis are tions. Loss recognition and provisioning methodologies have
due) 0.3% (compared to 0.3% in 2012 and 0.5% in 2011) and tuted across the consumer credit life cycle to monitor and also employed to identify different customer repayment pat- been implemented along IFRS guidelines, which ensure that

CIB has a comprehensive Liquidity

Policy and Contingency Funding
Plan that supports the diversity
of funding sources and maintains
an adequate liquidity buffer with
a substantial pool of liquid assets,
and no reliance on wholesale
funding.
the Bank is pragmatic in its current risk assessment and fore- status is regularly reported to management and the Board est Rate Risk primarily arises from the re-pricing maturity Basel II
casting of future potential losses. of Directors. structure of interest-sensitive assets and liabilities and off- As per the Central Bank of Egypt mandates of December
balance sheet instruments. CIB uses a range of complemen- 2012, CIB successfully satisfied all the requirements and re-
Consolidated Portfolio Quality & Provisioning Liquidity Risk is the risk that the Bank would find itself un- tary technical approaches to measure and control interest ports Basel II capital adequacy results on a quarterly basis.
Total IFRS based impairment charges reached EGP 2.86 bil- able to meet its normal business obligations and regulatory rate risk including: interest rate gaps, duration, duration of
lion in December 2013, as opposed to EGP 1.93 billion in De- liquidity requirements. CIB has a comprehensive Liquidity equity, and earnings-at-risk (EaR). In 2013, the balance sheet 2013 Accomplishments
cember 2012, despite a write-off of EGP 98 million in 2013. Policy and Contingency Funding Plan that supports the di- was strategically positioned to benefit from the interest rate • Commenced the enterprise risk management framework ini-
The Bank’s general ratio for direct exposure increased from versity of funding sources and maintains an adequate liquid- environment and CIB proactively managed this sensitivity to tiative with objective to monitor risks in an integrated and
2.32% as of December 2012 to 3.72% as of December 2013. The ity buffer with a substantial pool of liquid assets, and no reli- safeguard against adverse shocks. holistic view regarding governance, risk strategy, capital al-
Bank’s Coverage Ratio increased from 119.91% as of Decem- ance on wholesale funding. To measure and control liquidity, location, and infrastructure.
ber 2012 to 158.82% as of December 2013. CIB uses gaps, stress testing, net stable funding and liquidity Market Risk loss results from adverse movements in the val- • Established the risk strategy policy and risk appetite
coverage ratios, and regulatory and internal liquidity ratios. ue of financial instruments arising from changes in the level framework.
Risk Management Department In 2013, the Bank maintained strong liquidity ratios and or volatility of interest rates, foreign exchange rates, com- • Diligently monitored action plans that led to preserva-
The Risk Management Department (RMD) identifies, there was no need to execute the Contingency Funding Plan. modities, equities and other securities, including derivatives. tion of portfolio quality, evidenced by the NPL ratio of
measures, monitors and controls Asset and Liability Man- The Bank classifies market risk exposure into traded and 3.96% and a total coverage ratio (direct and contingent) of
agement (ALM) and market and operational risk via the Interest Rate Risk is defined as the potential loss from unex- non-traded activities. The Bank uses various measurement 175.69% in 2013.
Bank’s policies, and ensures that the Basel II and risk ana- pected changes in interest rates, which can significantly alter techniques including value-at-risk (VaR), stress testing and • Set the industry prudential limits, based on a comprehen-
lytics requirements are adequately managed and that the the Bank’s profitability and economic value of equity. Inter- non-technical measures, such as asset cap and profit and loss sive coverage and reporting capability.
versus stop loss limits to monitor and control market risks. • Enhanced controls and portfolio management tech-
Consolidated Portfolio Despite the volatility in 2013, CIB maintained adequate mar- niques to ensure quality given the increasing complexi-
2010 2011 2012 2013
Quality & Provisioning ket risk appetite levels. ties in the portfolio.
Gross Loans (000’s of EGP) 36,716,652 42,933,133 44,350,975 45,549,651 • Re-engineered initiatives to improve processing efficien-
Operational Risk loss results from inadequate or failed in- cies, productivity and turn-around-time (TAT).
NPL (%) 2.73% 2.82% 3.63% 3.96% ternal processes, people and systems or from external events. • Participated in setting the road map for developing the
General Ratio (Direct Exposure only) 2.19% 1.77% 2.32% 3.72% CIB maintains a comprehensive Operational Risk Framework social and environmental management system, under the
and policies and processes designed to provide a sound and Bank’s overall sustainability initiative.
Coverage Ratio 125.42% 120.55% 119.91% 158.82% well-controlled environment. The Framework uses the fol- • Spread awareness and understanding through extensive
Charge Offs to Date (000’s of EGP) 1,714,960 1,870,898 2,057,209 2,155,455 lowing approaches to measure and control Operational Risk: training spanning consumer credit, business banking and
loss database, risk control self-assessment (RCSA), and key operational risk.
Recoveries to Date (000’s of EGP) 368,095 383,835 403,031 454,070
risk indicators (KRIs). In 2013, Operational Risk losses were • Encouraged continuous learning led by our Risk Group
Recoveries to Date / at minimum tolerance levels and were proactively monitored professionals by designing and offering educational train-
21.46% 20.52% 19.59% 21.07%
Charge-offs to Date and managed. ing programs.

Compliance INTERNAL AUDIT
The Bank’s Internal Audit function Our Internal Audit team adds
is adequately equipped to value by aggressively following
produce an independent and up on and ensuring that Audit
objective assurance to evaluate recommendations are properly
the adequacy and effectiveness of considered and closed to mitigate
Governance, Risk Management, risk-raised gaps.
and the Internal Control System.
CIB’s Compliance Department was established in March 2007 the FATCA (Foreign Account Tax Compliance Act) require- Fiscal year 2013 was a period of productivity and major dit has a solid reporting line to the Board’s Audit Committee.
as an independent entity guarding the Bank and its stakehold- ment with different bank stakeholders where CIB has signed achievement for our Internal Audit function. We appreci- The Committee reviews the efficiency of the Internal Con-
ers against a full spectrum of compliance risks, including reg- an agreement with PwC to walk the Bank through the prepa- ate the strong and continuous support of the Board of Di- trol System to mitigate risks that threaten the achievement
ulatory, governance, legal, fraud, reputation, money launder- ration and implementation for U.S persons / entities through rectors (BOD), Board Audit Committee and management of the Bank’s objectives and to ensure conformity with best
ing and terrorism financing. The Department works diligently the use of offshore accounts. This will be in effect by June 2014 team of CIB. practice and Institute of Internal Auditors (IIA) standards.
to achieve the highest possible standard of compliance. as per the US Internal Revenue Services (IRS) announcement. The Internal Audit Group (IAG) performs assurance engage- The Committee also ensures the coordination between Au-
In 2014, enhancing staff AML awareness is our focus. This ments as a means of adding value, influencing changes that en- dit, Risk Management, Internal Control and the Compliance
The Compliance Department includes four divisions: will also include training for different levels and areas. E- hance Governance, Risk Management and Internal Control, as department thus creating synergies and cost effectiveness.
learning will be introduced for that purpose to complement well as improving accountability for results. In 2013, IAG con- Our Internal Audit team adds value by aggressively fol-
Policies and Procedures classroom training. ducted 18 audit reports that covered several businesses units lowing up on and ensuring that Audit recommendations are
This Division ensures the bank’s compliance with policies, through an end-to-end process. These reports were presented properly considered and closed to mitigate risk-raised gaps.
regulations, laws and procedures to manage the Bank‘s regu- Corporate Governance and Code of Conduct to the BOD Audit Committee and CIB Management. As for the fiscal year 2013, Internal Audit made 198 recom-
latory risk, avoiding penalties from the regulator, the Central The Corporate Governance and Code of Conduct Division’s The Bank’s Internal Audit function is adequately equipped mendations, of which 147 (74%) were properly resolved.
Bank of Egypt (CBE). main focus this year was to ensure the setting of clear, well- to produce an independent and objective assurance to evalu- The remaining 51 (26%) are in the pipeline waiting to be
It also assesses the compliance risks, including fraud and defined reporting lines in different areas of the Bank together ate the adequacy and effectiveness of Governance, Risk Man- resolved by target dates that are coordinated with related
recommends necessary controls to close any related gaps. with highlighting any potential conflict of interest. agement, and Internal Control System. The IAG regularly business partners.
In 2013, the Division focused on enhancing the compli- Several channels for staff issues / code of conduct and pe- tracks implementation of audit recommendations to ensure Internal Audit is concerned with the continuous education
ance process as well as tightening controls in light of the titions have been introduced and announced to employees. effectiveness. of its members, providing them with the support they need
current situation in the country. Internal Audit undertakes a comprehensive risk-based au- to qualify for certifications such as the CIA, CBA, CPA, CISA,
In 2014, the Division will continue to coordinate with In- Complaints Investigation dit approach over all of its audited business units, which is and our in-house CIB Credit Course. Currently 30% of Inter-
ternal Audit and Risk Management to align control effec- The Complaints Division was established in 2010 and is re- reflected in the three-year Audit Plan linked to CIB’s strat- nal Audit Staff are certified auditors with the remainder in
tiveness together with the business in order to achieve the sponsible for investigating inquiries and complaints received egy that covers the banking segments. The risk profile of each the process of obtaining their respective certifications.
Bank’s strategy within the agreed upon risk appetite. from the CBE and the Chairman’s Office. It coordinates with business function determines and identifies the number of
the Customer Care Unit, which is in charge of all customer internal audit visits to each business unit during the three-
Anti-Money Laundering and Terrorism Financing complaints, to investigate the root causes of such complaints year plan cycle.
The AML Division is directly involved in monitoring trans- and client dissatisfaction, and to initiate remedial action. The Internal Audit function adopts the approach of busi-
actions, customer account behaviour, and screening trans- Our main aim in 2013 was to minimize customer com- ness partners serving the BOD, Bank management and staff
actions. Screened transactions include incoming and outgo- plaints in order to mitigate any damage to our reputation and through providing consulting activities and participating as
ing payments for individuals and entities that are negatively increase customer satisfaction. a non-voting member in most of the Bank’s strategic commit-
listed or those involving sanctioned countries to avoid Bank Going forward we shall continue doing so together with en- tees without infringing on its independence.
involvement in such crimes. suring system development and implementation of new pro- To ensure the independence of the Audit function and in
During 2013, the Chief Compliance Officer began reviewing cesses to raise efficiency and provide quality service. line with best corporate governance practices, Internal Au-

Strategic
Subsidiaries
Originally built in the 1840s, the

luxurious, elegant Shepheard’s Hotel
was among the most famous hotels in
the world until it was destroyed by fire
in 1952.
Strategic Subsidiaries Strategic Subsidiaries
CI Capital Holding EGP 68 billion in transactions executed since 2008, the IB

team has a proven ability to structure and execute landmark
development and growth objectives. The team in place to-
day is comprised of 18 leading-class bankers with a unique
M&A, equity capital markets, debt capital markets and cor- combination of international, regional and local experience,
porate finance transactions, including complex cross-border coupled with a strong execution track record.
deals, in challenging conditions. • For 2014, CIIB aims to maintain its market leadership posi-
As CIB’s investment banking arm, the Division enjoys a tion in the local market, where it stands to benefit from an
unique position in terms of access to deal flow, unparalleled anticipated rebound in capital markets and M&A activity.
sector, industry and company knowledge, and the ability to The firm also continues to target mandates that add to its
access, raise and structure equity and debt capital. The com- franchise value, particularly ones that involve international
pany’s powerful distribution platform includes leading glob- blue chip corporates and cross-border transactions. It’s cur-
al institutional investors on four continents and thousands of rent pipeline of transactions include several global offerings
regional HNWI and retail investors. across various industries which are scheduled to come to
market in 2014, as well as a number of high quality M&A
2013 Accomplishments: transactions in Egypt and the region.
CI Capital is a full-fledged investment bank wholly-owned The division manages eight diverse funds and provides • CIIB has established itself as the #1 investment bank in
by CIB. CI Capital operates across its different platforms of- portfolio management services for a wide array of CIB and Egypt in 2013. Despite challenging market conditions due to CI Capital Research
fering securities brokerage, equities research, asset manage- CI Capital clients, offering discretionary services to high- political events, CIIB had a landmark year during which it CI Capital Research is the leading
ment and investment banking advisory, all supported by a net-worth individuals and institutional investors. Clients are was successful in executing 6 deals with an aggregate trans- Egyptian research house offering in-
strong research arm. provided with comprehensive personalized services tailored action value exceeding EGP 55 billion. ternational quality research products,
to their investment and reporting requirements. • CIIB acted as sole local financial advisor on OCI N.V.’s USD and thanks to its large local presence, with local know-how too.
Securities Brokerage 7.3 billion acquisition of Orascom Construction Indus- It is also unique in the region for its exclusive leadership make-
CI Capital Securities Brokerage is Inception tries S.A.E. in what stands as one the largest M&A deals up of Extel-ranked analysts. The Research team comprises a
Fund name Fund type AUM
Date
Egypt’s top-ranked brokerage house executed in the Middle East and North Africa region this macro and equity strategy team which tracks, analyzes and
by market share of executions in Q3 Osoul Money Market April 2005 EGP 5.2 bn year and one of the largest in Egypt’s history. The team also forecasts macro-economic indicators, in addition to some
2013 and offers unparalleled reach and placement power completed several transactions involving prominent cor- of the most experienced equity analysts in the region, with
both regionally and internationally. The company offers its Istethmar Equity April 2006 EGP 160 mn porates including Bechtel, El Sewedy Cables, Al Hokair and 48 years of cumulative experience in MENA equity research.
services through two fully-owned brokerage companies serv- Al Arafa Group. Bottom-up, the Research product is multi-sector, covering: fi-
October
ing a wide range of global clients: Commercial International Al Aman Islamic Equity EGP 33 mn • CIIB’s success was recognized for the first time on an inter- nancials, real estate, industrials and construction, telecoms,
2006
Brokerage Company (CIBC) caters to institutions and high- September national scale, ranking in the top ten of all of the prominent and consumer for equities listed in Egypt and across the GCC
net-worth individuals, while Dynamic Securities Brokerage Blom MM Fund Money Market EGP 432 mn Middle East and North Africa M&A league tables, including markets. CI Capital Research is also developing a small and
2009
focuses on retail clients. Capital Pro- August Wall Street Journal, Thomson Reuters, and Dealogic. CIIB midcap research product, in response to strong client interest.
Hemaya EGP 18 mn also earned one of the most prestigious awards in the indus- Cumulatively, the team plans to have 120 MENA stocks under
tected 2010
2013 Accomplishments: September try: the EMEA Finance Best Local Investment Bank in Egypt coverage in two years’ time.
• Ranking: CI Capital Securities Brokerage has success- Thabat Fixed Income EGP 91 mn 2013, as well as the best investment bank in MENA award by
2011
fully propelled both of its brokerage arms into the upper the Arab Investment Summit. 2013 Accomplishments:
echelons of the Egyptian securities market. In 2013, CIBC Rakhaa Islamic MM May 2012 EGP 683 mn • Meanwhile, CIIB proudly launched its full time Analyst • Brought its coverage universe up to close to 50 companies in
was the second-ranked brokerage firm in Egypt by execu- February Training Program — the only program of its kind currently Egypt, the UAE, Saudi Arabia, Qatar, Oman and Jordan-- a
Banque Du Caire Fixed Income EGP 92 mn
tion market share, with traded value of EGP 30.1 billion. 2013 offered in Egypt — which trained 25 promising young grad- cumulative market cap of USD 85 billion.
Dynamic Securities made steady progress throughout the uates in the fundamentals of corporate finance over a 12- • Increased regional coverage, with MENA equities now rep-
year, moving up strongly from the top 30 to secure a place 2013 Accomplishments: week period. resenting 30% of CI Capital Research’s coverage universe.
as one of the top 20 brokers in the country. • Blom Money Market Fund was the best-performing money • CIIB’s restructuring effort that began in mid-2012 has trans- • Successfully hosted an Egypt Investor Conference in London
• Market Share: By the end of 2013, CI Capital Securities market fund in Egypt for the third year in a row. formed the business from a mid-market player into a top- and New York, the largest event of its kind to be held abroad.
Brokerage increased market share to 12.1% (up from 8.9% • Osoul Money Market Fund remains the best-performing tier advisor catering to large corporate and institutional • Was among the few research houses selected to help the
in 2012) across both brokerage firms. Total executions in money market fund relative to its peers in size. clients. The firm has developed a solid track record in exe- Egyptian government’s General Authority for Investment
2013 stood at EGP 32.7 billion. • Launch of Banque du Caire Fixed Income Fund. cuting complex transactions while offering its clients a com- presentation to potential investors bringing in much desired
• Executed the EGP 12.2 billion Orascom Construction In- • Acquired a new CIB equity portfolio, adding EGP 50 mil- prehensive advisory platform that fully serves their strategic FDI to Egypt.
dustries Mandatory Tender Offer. lion to our assets under management.
• Organized a notable Egypt-focused investor conference • Launched a new money market fund for Arope Insurance, Al Hokair Oriental Orascom El Sewedy
with CI Capital Research in London and New York. the first money market fund issued by an insurance com- Concrete Group Petrochemicals Construction Electric
pany in Egypt. Company
Asset Management • CIAM was named “Best Asset Manager in Egypt” by Global
CI Asset Management is a leading in- Investor for the fourth consecutive year.
stitutional asset management firm in
Egypt, with total assets under man- Investment Banking EGP 158 mn Undisclosed Undisclosed USD 7.345 mn Undisclosed
agement amounting to EGP 7.9 billion. The company offers a Building on an investment banking
full range of fixed income, money market and equities prod- tradition that dates back to 1991, CI Sale of 38% stake to Debt Sale of 33% stake to Sale of 33% stake to Sell-Side Advisor
ucts, and is a noted pioneer in product innovation, including Capital Investment Banking offers CIB Direct Investment Restructuring Carbon Holdings Carbon Holdings
Egypt’s first one-year open-ended capital protected fund and some of the most focused, experienced and professional ad-
January 2013 January 2013 May 2013 July 2013 July 2013
its first shari’ah-compliant fund. visory and execution capabilities in Egypt. With more than

Egypt Factors Commercial International

Life Insurance Company
Profile Target Market Commercial International Life Insurance Company (CIL) CIL currently insures the lives of and provides retirement
Egypt Factors (EGF) is a joint venture between Commercial The company targets producers/manufacturers, traders and seeks to meet the savings and protection needs of individual savings programs for more than 350,000 and 56,000 individu-
International Bank (CIB) and Malta-based FIMBank plc. service providers who conduct transactions based on short- and corporate customers in Egypt with insurance products als, respectively.
Each entity owns 40% of the joint venture, with the Interna- term deferred payments. EGF also offers services to domestic that offer excellent value-for-money. CIL was a pioneer in in-
tional Finance Corporation (IFC) — a member of the World buyers from local or foreign sources, which benefit from the troducing unit-linked products to the Egyptian market and Forward Strategy
Bank Group — holding the remaining 20%. EGF is the first increased purchasing power without tying up banking facili- remains the leader in this segment today. Going forward, CIL is determined to maintain its strategy to:
non-banking financial institution in Egypt to purely special- ties. Leveraging on the combined strength of its two respected • Build a strong and vibrant company through sustained
ize in factoring, and is the first registered company on the For large corporations, factoring is advantageous in that it shareholders, UK’s Legal & General and Egypt’s Commercial growth in the sale of profitable products to individual and
Egyptian Register for Factoring Companies. provides value added services and non-recourse funding to International Bank, CIL delivers a successful banc-assurance corporate customers.
improve risk position, business efficiency and financial ra- sales model. The company has risen to become one of the • Deliver innovative value-for-money protection and savings
Product Type tios. Factoring is also considered highly beneficial to mid-cap largest players in the Egyptian life insurance industry. products aimed at satisfying the needs of clients.
With a clear focus on non-traditional trade finance instru- companies in terms of liquidity and growth. • Provide exceptional customer service, professional growth
ments, Egypt Factors is committed to supporting and pro- 2013 Performance and fulfillment of employees.
moting cross-border and domestic trade in Egypt. To that 2013 Accomplishments Despite challenging conditions and distressed circumstanc- • Improve quality of life in our community.
end, Egypt Factors provides a comprehensive package of re- Despite the turbulence that rocked both the global markets es in the Egyptian market, CIL successfully met its annual • Contribute materially to CIB’s revenue base with strong
ceivables management services that consist of the following: in general and Egypt’s economy in particular over the past targets thanks to the positive enhancements in efficiency, sales growth, high policy persistency and maximization of
• Administration & Commercial Collection three years, Egypt Factors has succeeded in penetrating new productivity and quality measures applied by CIL. synergies with CIB affiliate companies.
EGF will undertake all debtor bookkeeping and collection business sectors while maintaining its business portfolio and
measures, as well as monitoring and following up on all achieving substantial growth during FY13.
outstanding invoices. With the company’s coverage ex- According to Factors Chain International (FCI) statistics,
tending to over 85 countries around the world, including EGF has, for the fifth consecutive year, achieved the high-
Egypt, EGF is able to bridge differences in culture, lan- est volume of international trade handled through the FCI
guage, market habits and legal environment through a network among all Egyptian factoring companies and was
comprehensive network of more than 400 correspondents ranked third in the MENA region.
worldwide.
• Funding
EGF will advance up to 90% of all covered receivables. This
Ongoing forward strategy
With a positive outlook for domestic growth, stability and a
Corporate Leasing Company
(Egypt) SAE – CORPLEASE
turns sales on credit terms into cash sales. As cash flows more congenial global environment expected over the com-
improve, client flexibility increases. ing year, Egypt Factors has ambitious growth plans and
• Debt Protection aims to boost its growth pace while focusing on providing
EGF guarantees 100% payment up to a limit established for value-added services to its clients. Long-term, Egypt Fac-
each buyer, and will settle covered undisputed receivables tors aims to become the leading commercial finance hub in
if not paid after a defined period from the due date. Buyers the MENA region. CORPLEASE is one of the top three financial leasing com- dium and long term financing. Despite the difficult business
are under periodic evaluation to make sure that upcoming panies in Egypt. Established in 2004, the company provides environment, CORPLEASE retained a robust and healthy
risks are recognized on time. finance lease and operating lease products to the SME sector portfolio by placing significant emphasis on the soundness of
and the corporate sector at large. CORPLEASE also provides each individual credit story and overall portfolio risk diversi-
fleet management and vendor finance products as well as fication measures. The company continues to enjoy a strong
structured leasing products. The company covers all of Egypt financial position with favorable coverage, liquidity, capital-
through its offices in Cairo, Alexandria, Mansoura, Assiut, ization and funding ratios.
Hurghada and Suez. In addition, the company established a CORPLEASE continues to place significant emphasis on
fully-owned subsidiary incorporated in the Dubai Interna- developing its automation, risk and internal controls. The
tional Financial Center (DIFC). company continuously invests in the development and train-
In 2013, CORPLEASE achieved robust new lease bookings ing of its professional staff through dedicated in-house and
as volumes more than doubled compared to 2012. The eco- external training activities. The company believes that the
nomic environment in Egypt remains fast-changing, a factor quality of its people, operating practices and controls are the
which directly impacts credit risk and demand levels for me- best in the industry.

Falcon Group
Falcon for General Services and

Properties Management, despite
being a newly established entity,
has expanded to 318 sites in
a number of different regions
throughout Egypt, capturing an
estimated 14% market share.
Falcon Group was established in 2006, and has grown into amounting to 175% of the paid-in capital and realized an av- Falcon Blue for Touristic Services able the company to grow efficiently, Falcon established a
a full-fledged security services company. Falcon Group is a erage return on equity of more than 30% as of 2013. • Booking International and Domestic Flights and Hotels Compliance Department and enhanced its corporate gover-
joint venture between CIB, the CIB Employees Fund, Al Ahly Falcon increased its issued capital from EGP 10 million • Visa Handling nance oversight at the board level.
for Marketing and Services and other private entities. CIB to EGP 30 million in 2013; currently the paid-in capital • Meet and Assist
owns 40%, the Employees Fund 20%, Al Ahly for Marketing amounts to EGP 15 million. The capital increase should be • Medical Insurance for Travel New Products, Services and Expansions
and Services 5%, while other shareholders own the remaining finalized in 2014. • Assistance in Recovering Lost Baggage Following the 25th of January revolution and the political and
35%. The Group’s five main lines of business operate as sepa- • Tour Arrangement for Groups and Individuals economic turmoil that followed, the security market’s dy-
rate legal entities: Security, Cash In Transit, Technical Ser- Business Lines • Hajj and Omrah namics shifted as corporations and individuals alike altered
vices, General Services and Properties Management, Falcon Falcon for Security Services: their perspective, with security becoming an issue of para-
Blue for Touristic Services. As of December 2013, the group • Properties and Premises Protection Falcon for General Services and Properties mount importance. Furthermore, many businesses began to
achieved consolidated revenues of EGP 164 million. • Public Event Security Management outsource their security needs in order to avoid strikes and
Falcon was established with a paid-in capital of EGP 10 • Personal Protection • Cleaning and Housekeeping employee demonstrations, which hindered operations. These
million, and by 2010 the company had distributed dividends • Security Dogs • Pest Control developments led to an influx in demand for efficient and re-
• Corporate Security Training Courses • Planting and Trimming liable security solutions that include cash in transit services
• Female Guards • Maintenance and electronic security solutions.
Shareholders Capital Structure 2013
• Safety Training
CIB 40% • Industrial Security Expanded Market Presence 2013 Group Accomplishments:
CIB Fund 19.59% Falcon Security Services has grown its share of the market • Inaugurated a new Cash Center in the Fifth Settlement, which
Al Ahly for Marketing & Services 5.46% Falcon Tech: to 42%, and continues to be a trustworthy provider to cli- will enable Falcon to provide vault management services, fea-
Others 35% • Security surveillance equipment ents in 496 locations. turing a more secure location, state of the art armored vault.
Total 100% • Fire systems Falcon for General Services and Properties Management, • Established Security Emergency unit and backup services
• Counter-surveillance equipment despite being a newly established entity, has expanded to 318 • Received the 2013 Knight award by the ISO association
• Safety Equipment sites in a number of different regions throughout Egypt, cap- in the UAE
• Access control equipment turing an estimated 14% market share.
CIB • We provide professional training for all technicians to ensure Falcon for Money Transfer Services Falcon fleet increased to Strategy Going Forward:
35% 40% high quality services 100 armored vehicles, and installed GPS tracking systems and • Opening a new branch in Mansoura in 2014, and 4 branches
CIB Fund
monitoring cameras in its fleet. The company also opened its Is- during the coming three years.
Al Ahly for Marketing Falcon for Money Transfer Services mailia branch, which increased market share to 33%. • Adding 22 cars to our fleet during 2014, with a target of 160
& Services • Cash Management and Transit In 2013, Falcon commenced construction of its new headquar- vehicles by 2016.
Others 5.46% • ATM Services ters located in New Cairo. The first phase includes 2 basements • Establishing a showroom for electronic solutions that
19.59% • Money Processing and a ground floor with an expected cost of EGP 15 million. will afford Falcon Tech the ability to better present prod-
• Valuables Transfer In our efforts to further institutionalize the group and en- ucts to clients.

Corporate
Governance
Connecting the heart of Cairo to the

upscale Gezira Island and Zamalek,
the Kasr El Nil Bridge is guarded by
large stone lions created in the late 19th
Century by French sculptor Henri Alfred
Jacquemart.
Corporate Governance Corporate Governance
Corporate Governance CIB’s Board of Directors is

supported by auditors, internal
control functions (Risk, Compliance,
and Internal Audit), and effectively
utilizes the work carried out by
We at CIB firmly believe that good governance is a cornerstone wholesale lender into the full-fledged financial institution it is
of our success as it assures the alignment of the interests of today. His vision transcended financial performance to include those functions to ensure that the
shareholders and managers and the monitoring of management the adoption of best practice in corporate governance, and risk Bank adheres to international best
through the dissemination of information and transparent re- management and the buildup of a modern banking culture. practices in corporate governance.
porting. Corporate governance is the underlying framework With that effort CIB stock is now viewed by the international in-
within which our five-year plan is being implemented. As such, vestment community as a proxy stock for Egypt and the bench-
we have developed a sound reporting system that guarantees mark for its banking industry.
timely, transparent and accurate disclosure of material matters Mr. Ezz Al-Arab is the Chairman of the Board of Trustees of tended various business management courses at reputable in- United Nations Food and Agriculture Organization’s Regional
regarding the Bank, its ownership, operations and financial per- CIB Foundation. He is also a Director in MasterCard Middle stitutions including the Queens Business School and the Whar- Office for the Near East, and the Council for Environment and
formance. The Bank also advocates the equal treatment of all East & Africa’s Regional Advisory Board since June 2007 and a ton Business School. Development Research. In recognition of her role in environ-
shareholders and the protection of their voting rights. principal member of the American Chamber of Commerce. For mental policy and advocacy, Dr. Ebeid has been awarded nu-
We take pride in our strong corporate governance structures, his distinguished work, he was elected as a member of the Board Dr. William Mikhail merous awards and distinctions from local and international
which include an experienced team of professional executive of Trustees of the American University in Cairo (AUC) in Novem- Non-Executive Board Member NGOs, leading institutions and associations.
directors and senior management, competent board commit- ber 2012. In March 2013, Mr. Ezz Al-Arab was also elected as Dr. Mikhail is a professor of Econometrics at the American Uni-
tees, as well as a distinguished group of non-executive directors Chairman of the Federation of Egyptian Banks. versity in Cairo (AUC). He obtained his PhD from the London Dr. Medhat Hassanein
who truly believe that while business requires mandated laws Prior to joining CIB, Mr. Ezz Al-Arab led a distinguished School of Economics, in 1969. He served as an associate professor Non-Executive Board Member
and rules, these can never substitute for ethical behaviour and banking career as Managing Director in international invest- of Statistics and Econometrics at Cairo University in the 1970s. Dr. Medhat Hassanein, Egypt’s former Minister of Finance
voluntary compliance. ment banks in London (Deutsche Bank, JP Morgan and Merrill In addition to his academic career, Dr. Mikhail worked at the (1999-2004), is a professor of Banking and Finance with the
CIB’s highly qualified Board of Directors is supported by in- Lynch), Bahrain, New York and Cairo. Ministry of Planning, London School of Economics, Dar Al-Han- Management Department of the School of Business, Eco-
ternal and external auditors, as well as other internal control dasah Consultants in Rabat, Morocco and in Amman, Jordan, nomics & Communication at the American University in
functions (Risk, Compliance, and Internal Audit), and effectively Mr. Jawaid Mirza Techno-Economics Division of Kuwait Institute for Scientific Cairo.
utilizes the work carried out by those functions to ensure that Non-Executive Board Member Research, UN Development Program, and UNDESD. Dr. Mikhail Dr. Hassanein is a senior policy analyst with long experi-
the Bank adheres to international best practices in corporate Mr. Jawaid Mirza is a senior advisor and banking executive with has published extensively on econometric theory and applied ence in institutional building, macro-policy analysis, finan-
governance. CIB also changes auditors every five years to ensure a solid record of accomplishments in all facets of financial, tech- econometrics in international journals, and supervised many cial economics, corporate finance and international finan-
objectivity and exposure to new practices. nology, risk and operations management. After successfully PhD and MA theses both at Cairo University and AUC. cial management. He has previously served as advisor to
serving as a Group COO at CIB, Mr. Mirza acted as Board Mem- government, high-level advisory bodies and the donor com-
The Board of Directors ber and Managing Director since April 2013. Starting January Mr. Mahmoud Fahmy munity. During his term as Minister of Finance, he devel-
One of our key strengths is our distinguished Board of Directors, 2014, Mr. Mirza will serve as non-executive board member of the Non-Executive Board Member oped and instituted the second generation of fiscal public
the ultimate decision-making body of the Bank. The Board is CIB Board. Counsellor Fahmy is a renowned Egyptian lawyer, an interna- policy reforms for the Government of Egypt.
composed of nine members: with a diverse knowledge base and Mr. Mirza brings with him over 30 years of diversified expe- tional arbitrator and an Attorney at Law admitted to Egypt’s Dr. Hassanein has also served as Chairman and Board Mem-
a balanced skill set that gives CIB a distinct competitive edge. rience, working with global institutions like Citicorp and ABN Bar of Civil, Commercial and Criminal Cassation Courts, the ber in public holding companies, private corporations and
The Board primarily focuses on long-term financial returns and AMRO Bank. He started his career in Citibank as a Financial Supreme Administrative Court and the Supreme Constitutional many respected banks in Egypt, last of which was HSBC Egypt
the best interest of all CIB’s stakeholders: customers, sharehold- Controller in Pakistan, subsequently serving in various senior Court. He is also a member of the General Assembly of Public (2004-May 2009) where he chaired its Audit Committee.
ers and employees of the Bank, as well as the communities in regional positions in ABN-AMRO in Central Eastern Europe, Sector Banks at the Central Bank of Egypt, a member of the Dr. Hassanein obtained his BA in Economics from Cairo
which the Bank operates. Moreover, the Board’s role is to set the European Region, Central Asia, Middle East and Africa. He later Egyptian Businessmen’s Association and head of its Investment University (with Honors), an MBA from New York University
Bank’s values, strategy and key policies, along with pursuing moved to Hong Kong as Corporate Executive Vice President and and Economic Legislation Committee, Chairman of the Egyp- (with Distinction) and a PhD from Wharton School of Busi-
and maintaining its long-term success. Such a role is accom- CFO responsible for the Asian region and Australia/New Zea- tian Legal Association, Chairman of Corporate Leasing Co. ness, University of Pennsylvania, USA.
plished through providing entrepreneurial leadership, sound land. He has led successful due diligences for acquiring banks Egypt (CORPLEASE) and Chairman of The Egyptian Leasing
strategies and risk management oversight to ensure that risks in Hungary, Taiwan, Thailand, Germany, France and Pakistan. Association. He previously served as the Chairman of the Capi- Mr. Paul Fletcher
are assessed and properly managed. Mr. Mirza is a successful leader with demonstrated abilities in tal Market Authority. Non-Executive Board Member
The Directors meet at least six times per year for discussions directing operations and staff, managing financial performance Mr. Fahmy is the founder of the Fahmy Law Office for Legal Mr. Fletcher is a Senior Partner of Actis, leading the firm,
on matters that are important to shareholders. Over the course and streamlining system across the board to deliver cost sav- Consultation, Arbitration, Investment and Capital Markets. which he joined in 2000, from its London headquarters.
of 2013, CIB’s Board met eight times. Being the single largest ings, enhance efficiency, and improve bottom line profitability. Originally a banker with Cargill, Banker’s Trust and Swiss
shareholder in CIB, Actis — an emerging market private equity His core competencies extend to Strategic Business Planning, Dr. Nadia Makram Ebeid Bank Corporation, Mr. Fletcher transitioned into corporate
specialist — currently owns 9.09% of CIB’s shares and has a rep- Performance Management, Operation Risk Management, Off- Non-Executive Board Member finance in the early 1990s with a role at Citibank.
resentative on the Board. shore and Shared Services, Audit, Compliance and Central Con- Dr. Nadia Makram Ebeid is the Executive Director of the Centre At Citibank, he led the East African operations, be-
trols, Change Management, Operation Efficiency, M&A, Due for Environment and Development for the Arab Region and Eu- coming Head of Emerging Markets Strategic Planning.
Mr. Hisham Ezz Al-Arab Diligence and IT Services & Operations. rope (CEDARE), an international diplomatic position that she has With two decades of experience in emerging markets, Mr.
Chairman and Managing Director Mr. Mirza has been a member of the Top Executive Group of held since January 2004. For a period of five years beginning in Fletcher’s career has spanned Kenya, Tokyo, New York and
Mr. Hisham Ezz Al-Arab has been leading CIB since 2002 as ABN AMRO bank, bestowed to only 120 out of 160,000 mem- 1997, Dr. Ebeid served as Egypt’s first Minister of Environment, London.
Chairman and Managing Director. Under his leadership, CIB bers of staff and was also a member of the ABN AMRO Group the first woman to assume this position in the Arab World. Mr. Fletcher is a Founding Director of the Emerging Mar-
expanded its leading position, grew its market capitalization Finance Board as well as the Group COO Board, and also served Early in her career, Dr. Ebeid held several managerial posts kets Private Equity Association (EMPEA). He holds a Mas-
from USD 200 million to USD 4 billion, and developed from a in Board of Directors with ABN AMRO Pakistan Ltd. He has at- with the United Nations Development Program (UNDP), the ters in Geography from Oxford University.

Corporate Governance Corporate Governance
Mr. Yasser Hashem Dr. Kamel served as associate dean for executive edu-
Committee Members Key Responsibilities
Non-Executive Board Member cation (2008-2009), where he led the establishment of the
Mr. Hashem began his career as a Partner at Zaki Hasherm school’s International Executive Education Institute. Be-
Chair: The primary mission of the Risk Committee is to assist the Board in
& Partners after his graduation from the Faculty of Law, tween 2002 and 2008, he was director of the school’s pri-
The Risk Committee Mr. Jawaid Mirza fulfilling its oversight risk responsibilities by establishing, monitor-
Cairo University in 1989. mary professional development department, and during the
Supervising the management ing and reviewing internal control and risk management systems to
In 1996, He became the Managing Partner of Zaki Hash- period 2002-2006, he was director of the Institute of Man-
of risk of CIB Members: ensure the Bank has the proper focus on risk. It also recommends to
em & Partners, Attorneys at Law, where he became respon- agement Development.
Mr. Mark Richards the Board the Bank’s risk strategy with all its associated limits. The
sible for managing the day-to-day business of the firm and Before joining AUC, Dr. Kamel was director of the Regional
Mr. Paul Fletcher Risk Committee met four times in 2013.
representing the firm with major clients and international IT Institute (1992-2001) and for the period 1987-1992, helped
law firms. Mr. Hashem has specialized knowledge of Corpo- establish and manage the training department of the Cabinet
rate, Capital Market, Mergers & Acquisitions and Telecom of Egypt Information and Decision Support Center. The Management Committee is an Executive committee chaired by the
Law matters. Mr. Hashem has participated in a number of Dr. Kamel holds a PhD in Information Systems from Lon- Chairman and Managing Director and is composed of the Vice Chair-
Chair:
restructurings and incorporations of foreign and domestic don School of Economics and Political Science (1994), an man and Managing Director, CEO of Institutional Banking, CEO of
Mr. Hisham Ezz
companies, in addition to providing advisory services to MBA (1990), and a BA in Business Administration (1987) Consumer Banking and the COO. The Management Committee is re-
Al-Arab
many local and foreign investors on aspects of doing busi- from AUC, and a MA in Islamic Art and Architecture. sponsible for executing the Bank’s strategy as approved by the Board.
The Management Committee
ness in Egypt. Dr. Kamel is a member of many renowned organizations, It manages the day-to-day functions of the Bank to ensure alignment
Responsibility for execution of Members:
Mr. Hashem handled all IPOs that took place during the including: the World Bank Knowledge Advisory Commis- with strategy, effective controls, risk assessment and efficient use of re-
the Bank’s strategy Mr. Hussein Abaza
past seven years in Egypt, as well as represented acquirers sion, the American Chamber of Commerce in Egypt, the US- sources in the Bank. The committee adheres to high ethical standards
along with other
in major M&A transactions and tender offers. Moreover, he Egypt Business Council, the Association of African Business and ensures compliance with regulatory and internal CIB policies. The
senior and executive
participated in drafting and negotiating all major telecom Schools, the Egyptian Council for Foreign Affairs, and the Ro- committee also provides the Board with regular updates regarding the
CIB staff
licenses (public payphones, mobiles, private data networks, tary Organization. Dr. Kamel has received a number of orga- Bank’s financial and business activity reports as well as any key issues.
marine cables, satellite, etc.) since the inception of private nizational leadership awards for serving the IT community, The Management Committee met twelve times in 2013.
provision of telecom services in Egypt. including accolades in 1999 (IRMA, USA), 2000 (BIT World,
Mr. Hashem was admitted to the Egyptian Bar Association Mexico), 2009 and the AUC School of Business, Economics Chair:
This committee is an Executive Committee chaired by the Vice Chair-
(in 1989), as well as the Supreme Court of Egypt (in 2007). He and Communication Excellence in Research Award in 2005. Mr. Hisham Ezz
man and Managing Director and members of the Bank’s key senior
is also a member of the Egyptian Society of International Law The High Lending and Al-Arab
executives. The High Lending and Investment Committee is respon-
and the Licensing Executive Society (LES). He is also an Hon- The Board of Directors’ Committees Investment Committee
sible for managing the assets side of the balance sheet; keeping an eye
orary Counsel to the British Ambassador in Egypt. CIB’s Board of Directors has eight standing committees Responsibility for assets’ al- Members:
over assets allocation, quality and development. Per its mandate, the
that assist the Board in fulfilling its responsibilities. Ac- location, quality and develop- Mr. Hussein Abaza
High Lending and Investment Committee convened weekly through-
Dr. Sherif H Kamel cordingly, the Board is provided with all necessary re- ment Along with other
out 2013.
Non-Executive Board Member sources to enable them to carry out their duties in an ef- senior and executive
Dr. Kamel is the founding Dean of the School of Business at the fective manner. Each committee operates under a written CIB staff.
American University in Cairo from September 2009 through the charter that sets out its responsibilities and composition
present and is a professor of Management Information Systems. requirements. Chair:
Mr. Hisham Ezz
The Affiliates Committee is a committee reporting to the Board of
Al-Arab
Directors, responsible for steering and managing CIB’s affiliates, and
Committee Members Key Responsibilities The Affiliates Committee
acts as a think-tank for the setting and initiation of all strategic goals
Responsibility for steering and Members:
related to the Bank’s affiliates.The affiliates committee met five times
managing CIB’s affiliates Mr. Hussein Abaza
The Committee’s mandate is to ensure compliance with the highest throughout 2013.
Chair: along with other
levels of professional conduct, reporting practices, internal processes
Dr. Medhat Has- senior and executive
Audit Committee and controls. Consistent with the interests of all stakeholders, the
sanein CIB staff.
Supervising the quality and Audit Committee also insists on high standards of transparency and
integrity of CIB’s financial strict adherence to internal policies and procedures. In performing
Members: The Sustainability Advisory Chair:
reporting its critical functions, the Committee is cognizant of the important
Dr. Sherif Kamel Board Dr. Nadia Makram The Sustainability Committee is a committee delegated by the Board
role CIB plays in the Egyptian financial sector as a leader in all of the
Mr. Yasser Hashem Concentrating on long-term Ebeid of Directors to oversee, approve and monitor all sustainability strate-
aforementioned areas. The Audit Committee met six times in 2013.
value drivers that advance the gies, initiatives and projects. It concentrates on long-term value driv-
twin objective of sustained Members: ers that advance the twin objective of sustained success of the Bank
The Governance and Compensation Committee (GCC) is an integral success of the Bank as well as Dr. Medhat Has- as well as the well-being and betterment of society as a whole. The
The Governance and
Chair: part of the overall responsibilities of the Board of Directors. As such, the well being and betterment sanein committee has met three times over the course of 2013.
Compensation Committee
Dr. Nadia Makram and in line with CIB’s corporate governance framework, the GCC is of society as a whole Mr. Jawaid Mirza
Responsibility for corporate
Ebeid responsible for establishing corporate governance standards, provid-
governance of CIB as well as
ing assessment of Board effectiveness and determining the compen- The Operations and
Responsibility for the Board’s Chair: The Committee is appointed by the Board of Directors to assist the
Members: sation of members of the Board. The Committee also determines the IT Committee
performance evaluation, Mr. Jawaid Mirza Board in its oversight of the Bank’s operations and technology strat-
All other Non- appropriate compensation levels for the Bank’s senior executives and Assisting the Board in over-
compensation and succession egy and significant investments in support of such strategy as well as
Executive Board ensures that compensation is consistent with the Bank’s objectives, seeing Bank operations and
planning Members: Operations and Technology Risk. It is a newly formed committee to be
Members performance, and strategy and control environment. The Governance technology strategy as well as
and Compensation Committee (GCC) met two times in 2013. Dr. Sherif H. Kamel operative first of January 2014.
Operations and Technology Risk

Executive Management Executive Management
Chief Executive
Officers
Mr. Hisham Ezz Al-Arab banks across the Middle East, and strong track records in CIB Branch Network and Retail Banking areas to unprec- to managing the business, launching innovative products
Chairman and Managing Director diversified banking structures. edented success. and services, optimizing channels for sales and service
Mr. Hisham Ezz Al-Arab has been leading CIB since 2002 Before joining CIB, Mr. Abdel Wahed spent 11 years at During his tenure, CIB branches have grown in number and effective marketing and communication. Mr. Khan
as Chairman and Managing Director. Under his leader- HSBC in multiple senior executive assignments across the to 145, covering all key governorates in Egypt. Moreover, has worked in a number of key areas in consumer banking
ship, CIB expanded its leading position, grew its market Middle East. In his most recent assignment, he was the Re- all of the Bank’s Asset and Liabilities businesses are on during his career, including heading Alternate channels,
capitalization from USD 200 million to USD 4 billion, and gional Chief Operating Officer for the Middle East and North solid growth trajectories, with CIB taking leadership po- Non-resident programs, Wealth segment, Credit Cards and
developed from a wholesale lender into the full-fledged fi- Africa, and a member of the HSBC Group COO Strategy and sitions in credit cards, auto loans, personal loans, current Branch Distribution. Burhan also specializes in customer
nancial institution it is today. His vision transcended fi- Decision Making Executive Committees. In this capacity, he and savings accounts, time deposits, certificates of deposit experience in consumer banking and has worked in a num-
nancial performance to include the adoption of best prac- represented the region to drive global strategy, standards and investment / insurance products. In terms of profit- ber of regions to enhance customer loyalty across distribu-
tice in corporate governance, and risk management and and organizational effectiveness. As a result, he ensured ability, the Consumer Bank has increased its share of the tion channels.
the buildup of a modern banking culture. With that effort streamlined processes, technology and diversified culture Bank’s net income from only 10% in 2006 to 39% in 2012. Mr. Khan also worked in Corporate and Treasury Opera-
CIB stock is now viewed by the international investment within the institution, hence supporting business growth, Under Mr. Toukhy’s leadership, CIB’s Branch Network and tions in his early years of banking, where he worked on pro-
community as a proxy stock for Egypt and the benchmark quality of service and customer experience within a strong Retail Banking Group grew its 2013 Consumer Banking bal- cess reengineering, enhancement of controls and productiv-
for its banking industry. risk and control framework. ance sheet (B/E) to over EGP 74 billion in customer deposits. ity gains.
Mr. Ezz Al-Arab is the Chairman of the Board of Trust- Mr. Abdel Wahed began his career in 1988 at CIB, after
ees of CIB Foundation. He is also a Director in MasterCard graduating from Cairo University. Now with more than 25 Mr. Burhan Khan Mr. Hussein Abaza
Middle East & Africa Regional Advisory Board since June years of experience and international exposure, he has re- Senior Advisor For Consumer Banking Chief Executive Officer, Institutional Banking
2007 and a principal member of the American Chamber of turned to his home country, Egypt, and his extended CIB Mr. Burhan Khan joined CIB in November 2012 as Senior Mr. Hussein Abaza assumed his duties as CEO of Institu-
Commerce. For his distinguished work, He was elected as a family. He brings with him a wealth of knowledge and expe- Advisor for Consumer Banking. Mr. Khan brings with him tional Banking in October 2011. Prior to his current role, Mr.
member of the Board of Trustees of the American University rience, and seeks to be part of the change and great future of extensive experience of more than 30 years in global insti- Abaza was CIB’s Chief Operating Officer, Chairman of CIAM
in Cairo (AUC) in November 2012. In March 2013, Mr. Ezz Egypt in general, and CIB in specific. tutions like Citibank, Standard Chartered, ABN AMRO and and a member of the High Lending and Investment Commit-
Al-Arab was also elected as Chairman of the Federation of the Royal bank of Scotland and across various geographies, tee, and the Management Committe, The affiliates Commit-
Egyptian Banks. Mr. Mohamed Abdel Aziz El Toukhy including Pakistan, Australia, the United Arab Emirates tee and the Board of the CI Capital Holding Company.
Prior to joining CIB, Mr. Ezz Al-Arab led a distinguished Head of Retail and Business Banking and Kazakhstan. In addition to these positions, he has a long history with
banking career as Managing Director in international in- Mr. Mohamed Abdel Aziz El Toukhy is leading the transfor- Mr. Khan has worked in all facets of the consumer busi- CIB where, as General Manager and Chief Risk Officer, he
vestment banks in London (Deutsche Bank, JP Morgan and mation of the organization into a modern consumer bank- ness at different stages of evolution across various cultures was responsible for Bank-wide Credit, Market and Opera-
Merrill Lynch), Bahrain, New York and Cairo. ing franchise. and markets. He has been responsible for the formation of tional Risk, and Investor Relations. Outside CIB, Mr. Abaza
Mr. Touhky began his career with CIB’s Trade Finance consumer banking divisions that became leading consum- worked as Head of Research at EFG Hermes Asset Manage-
Mr. Ahmed Maher Abdel Wahed Department in 1979. He has risen through the ranks, as- er franchises as well as the turnaround of consumer busi- ment from March 1995 until October 1999. He began his ca-
CEO Consumer Banking and Operations suming positions in Operations, Branch Management and nesses in other geographies in a short period of time. All of reer at Chase National Bank of Egypt, the forerunner to CIB.
Mr. Ahmed Maher Abdel Wahed joined CIB in December Corporate Banking. In July 2006, he was promoted to Gen- this included coming up with a strategic vision and agenda He holds a BA in Business Administration from the Ameri-
2013, bringing over 25 years of experience in international eral Manager of Consumer Banking and has since led the as well as the implementation of the segmented approach can University in Cairo.

Community
Development
Upon its completion in 1902, the Aswan

Dam, which provides storage for annual
floodwaters in support of irrigation
development, was the largest masonry
dam in the world and one of the largest
infrastructure projects in the region.
Community Development Community Development
CIB Foundation
As issues of corporate sustainability and commitment to lo- Following the annual shareholder’s General Assembly meet- ICU, and provides quality service and care to patients from the Outpatient Clinic greatly enhances the quality of service
cal communities continue to gain importance in Egypt, the ing in early 2013, the CIB Foundation was allocated roughly across the country. delivered. The facility, which came into service in 2012, has
CIB Foundation has been a solid contributor to the coun- EGP 35 million, representing 1.5% of CIB’s net annual profit. In August 2012, an EGP 2 million protocol of cooperation a reception area, four examination rooms, one preparation
try’s public health sector. Established in 2010 as a non-profit With this funding, the CIB Foundation continued to support was signed with the Friends of Abou El Reesh Children’s Hos- room, one echocardiography room, and one room dedicated
organization dedicated to enhancing health and nutrition major projects in the field of pediatric healthcare through pitals Organization to cover the annual operating expenses of to medical secretariat.
services for underprivileged children in Egypt, and regis- various multi-faceted initiatives, including renovating and the Foundation-funded ICU. In November 2013, the CIB Foun- By supporting this project, the CIB Foundation became the
tered under the Ministry of Social Solidarity as per the Min- upgrading hospital infrastructure, purchasing medical dation donated an additional EGP 2 million to the Organiza- main sponsor of all pediatric facilities at the Aswan Heart Centre.
istry’s Decree No. 588 of 2010, the Foundation focuses on equipment and providing surgical and medicinal treatment tion to support staff compensation, medical and administra-
sustainable development initiatives that result in positive to underprivileged children. tive supplies, infection control, and needed ICU equipment. Magdi Yacoub Heart Foundation: Second
long-term outcomes. Pediatric Floor
Over the course of 2013, the Foundation’s partnerships and ini- Magdi Yacoub Heart Foundation: 100 Open- In September 2013, the CIB Foundation’s Board of Trustees ap-
The CIB Foundation is governed by a seven- tiatives included: Heart Surgeries proved the roughly EGP 14 million exclusive sponsorship of the
member Board of Trustees: The Magdi Yacoub Heart Foundation has been a long-standing Second Pediatric Floor of the Aswan Heart Centre. The second
Children’s Cancer Hospital 57357: Annual partner of both CIB and the CIB Foundation. In August 2012, the floor was opened in early 2013, and in addition to the CIB Foun-
Mr. Hisham Ezz Al-Arab Donation CIB Foundation allocated EGP 6 million to the Magdi Yacoub dation-sponsored Children’s Play Room, the floor contains 10
Chairman In 2009, CIB entered into a five-year partnership with the Chil- Heart Foundation to cover the costs associated with the open- patient rooms, 14 beds, 3 storage rooms, 3 lavatories, a house-
dren’s Cancer Hospital Foundation 57357, through which EGP 2 heart surgeries of 100 children. Through this donation, the CIB keeping room, 1 deputy doctor room, and 1 head nurse room.
Mr. Rafik Madkour million was donated to the hospital each year. In January 2013, Foundation was able to cover the costs for almost all children The CIB Foundation has been an ardent supporter of the
Treasurer the Foundation fulfilled its fifth year commitment to the hospi- that had been on the open-heart surgery waiting list. The dona- Magdi Yacoub Heart Foundation since its inception, and has
tal. The funds have been used for general operational purposes. tion was disbursed in two equal tranches, with the first tranche been committed to enabling the Foundation to provide world-
Ms. Maha El-Shahed In late 2013, the CIB Foundation renewed its partnership of EGP 3 million distributed in September 2012, and the second class medical care to the less privileged at zero cost. The Aswan
Secretary General with the 57357 Hospital, raising the annual donation from EGP tranche of EGP 3 million distributed in April 2013. Heart Centre has allowed for the training of young Egyptian
2 million to EGP 3.5 million. In the first year of the renewed doctors at international standards, and has given due atten-
Dr. Nadia Makram Ebeid partnership, the donation will be used to fund patient care as Magdi Yacoub Heart Foundation: Pediatric tion to scientific research seeking to transfer knowledge, skills
Member well as construction costs of the hospital’s 60-bed expansion. Outpatient Room and experience across the region and beyond.
In July 2013, the CIB Foundation donated EGP 1,150,000 to With the CIB Foundation’s support, the Aswan Heart Cen-
Mr. Essam El Wakil Friends of Abou El Reesh Children’s Hospitals the Magdi Yacoub Foundation to exclusively sponsor the Pe- tre has become a major referral center for cardiac patients in
Member Organization: Operating Costs for the Intensive diatric Outpatient Room in the Aswan Heart Centre’s Outpa- Egypt and the region.
Care Unit tient Clinic.
Mr. Hossam Abou Moussa In February 2012, the CIB Foundation celebrated the official The Outpatient Clinic is the most visited and utilized fa- Friends of Abou El Reesh Children’s Hospitals
Member opening of the Foundation-funded Intensive Care Unit (ICU) cility at the Aswan Heart Centre, averaging 500 patients per Organization: Emergency Ward and Reception
at the Abou El Reesh El Mounira Children’s Hospital. The month. Furthermore, all children diagnosed or treated at Area
Ms. Pakinam Essam El Din Mahmoud ICU holds 11 beds, doubling the hospital’s capacity to serve the Aswan Heart Centre are first received in this Outpatient In March 2013, the CIB Foundation’s Board of Trustees ap-
Member critical patients. The new ICU operates alongside the existing Room. Besides increasing the volume of diagnosed patients, proved an EGP 10 million initiative to renovate and upgrade

The CIB Foundation has been an

ardent supporter of the Magdi
Yacoub Heart Foundation since its
inception, and has been committed
to enabling the Foundation to
provide world-class medical care
to the less privileged at zero cost.
the Abou El Reesh El Mounira Children’s Hospital’s Emergency exam caravans in public elementary schools across Egypt. The ond neonatal unit. The Yahiya Arafa Foundation has been in- sleep cold. In December 2013, the CIB Foundation made a con-
Ward and Reception Area. Gozour Foundation for Development is the non-governmental strumental in purchasing high-end equipment for the units, tribution of EGP 1 million to the national campaign through
The renovation and upgrade of the Emergency Ward was arm of the Center for Development Services (CDS). as well as training the nurses and doctors working in these Bank Al Kesaa, a trusted organization with lengthy experience
critical to allow the hospital to provide top quality services The CIB Foundation allocated EGP 683,760 in two tranches units. The CIB Foundation strongly believes in ensuring the and success working in Upper Egypt. An internal announce-
and care to incoming patients. The expected 10-month reno- to fund caravans in Giza, Qalioubeya, Minya, Beni Suef and sustainability of its projects, and believes that supporting the ment was also made to CIB staff, encouraging their participa-
vation period included restructuring the areas to streamline Fayoum through the 6/6 Eye Exam Caravan Program. Through operations of the Yahiya Arafa Foundation will ensure the tion in the national campaign.
movement and operations, providing services such as lab a partnership with Alnoor Magrabi Foundation, the caravans smooth running of the other supported units. The donation
work, x-rays, and blood transfusions at high speed and efficien- are designed to provide public school students with eye exams, will be used to cover human resources, equipment mainte- Blood Donation Campaigns
cy, establishing reporting mechanisms to facilitate accurate eyeglass frames and lenses, eye medication and in-depth eye- nance, operating costs and academic research. In 2013, the CIB Foundation hosted 12 blood donation cam-
diagnoses, fully equipping the unit to handle high-risk cases, exams and referrals at private hospitals for complex cases. paigns in six of its corporate offices in Cairo and Alexandria.
and providing intensive care areas in the emergency ward. Each caravan included 15-20 doctors, nurses, and coordina- Rotary Club of Zamalek: Maxillo-Facial Center in The first six campaigns, which took place in April, May and
The EGP 10 million donation will be distributed to the tors, and is fully equipped with eye exam machines, a fully the Pediatric Prosthodontics Department in the June 2013, were held in collaboration with the Takatof Founda-
Friends of Abou El Reesh Children’s Hospitals Organization stocked pharmacy and an eyeglass shop. Each one-day cara- Cairo University Faculty of Dentistry tion, a PricewaterhouseCoopers initiative, as part of the Triple
in five equal installments. The first and second installments, van targeted 450 children, with a total of 5,400 children receiv- In July 2013, the CIB Foundation’s Board of Trustees approved Effect initiative. Through the initiative, the Foundation seeks
totaling EGP 4 million, were distributed in April 2013 and Sep- ing free eye exams and care by the end of the project. the development of a roughly EGP 300,000 Maxillo-Facial Cen- to triple the number of voluntary blood donors in Egypt. Over
tember 2013, respectively. In August 2013, the first tranche of EGP 350,460 was distrib- ter in the Pediatric Prosthodontics Department in the Cairo the course of the first six days, a total of 495 bags of blood were
uted to the Gozour Foundation. The second tranche of 333,300 University Faculty of Dentistry. The highly specialized center of- collected, placing CIB in the number one position for the high-
Rotary Kasr El Nile: One Thousand Eye Surgeries will be distributed in early 2014. fers treatment for oral and nasal cavity deformities in the facial est number of blood donors in a corporate office in a single-day
Through the Rotary Kasr El Nile organization, the CIB Founda- The caravans also presented valuable opportunities for volun- palette, congenital deformities in newborn babies, and various campaign. The second round of campaigns were held in Octo-
tion has committed EGP 1.5 million to fund 1,000 eye surgeries teers from the CIB family to engage with the local community facial deformities caused by cancer. Previously, children were ber and November 2013 in the same corporate offices, with the
for children through the Children’s Right to Sight (CRTS) pro- and spend quality time with the less privileged. In November treated in the 60-unit prosthodontics area, with adults of all donated blood going to patients in the National Cancer Insti-
gram. Operational for the past six years, CRTS is dedicated to and December 2013, volunteers from head offices, regional of- ages. The set up in the prosthodontics area was neither suitable tute and Children’s Cancer Hospital 57357.
eradicating blindness by supporting children and infants re- fices and branches across the governorates actively participated for the children themselves, nor for the doctors in the Faculty. To read more about the projects that the CIB Foundation has
quiring immediate eye surgery. Through partnerships with El in six caravan days in two schools in Giza and Qalioubeya. With the establishment of the center, expected to open in helped support and ways in which you can contribute, please
Nour Eye Hospital in Mohandiseen and the Eye Care Hospital the first quarter of 2014, the Pediatric Prosthodontics De- visit www.cibfoundationegypt.org or www.facebook.com/
in Maadi, the CRTS team will oversee between 750 and 1,000 Yahiya Arafa Children’s Charity Foundation: partment will be able to provide treatment to children from cibfoundation.
various ophthalmological operations for underprivileged chil- Annual Donation across the country as one of the sole providers of the spe-
dren. Payments for nine rounds of surgeries were completed in The Yahiya Arafa Children’s Charity Foundation is a long- cialized procedures.
2013 for a total of EGP 683,379. standing partner of the CIB Foundation. In late December
2013, the CIB Foundation’s Board of Trustees approved an Bank Al-Kesaa: One Million Blankets Campaign
Gozour Foundation for Development: Eye Exam increase in the annual donation to the Yahiya Arafa Founda- The One Million Blankets Campaign was initiated in 2012 in
Caravans tion from EGP 1 million to EGP 2 million for the upkeep of collaboration with Amr Adib’s ‘Cairo Today’ talk show, Bank
In July 2013, the CIB Foundation reaffirmed its partnership three previously-supported Pediatric Units at the Ain Shams Al-Kesaa (Clothing Bank), Dar El Orman, and the Misr El Khair
with the Gozour Foundation for Development to fund 12 eye University Hospital, as well as the partial operation of a sec- Foundation, in order to ensure that no Upper Egyptian went to

Sustainability at CIB
The year 2013 marked the launch of CIB’s strategic initia- cial lending. We recognize that a Bank’s major environmen-
tive aimed at promoting sustainability throughout its lines tal impact tends to be indirect, arising from the provision of
of business. This novel approach, an all-too-rare and much- financial services to business customers operating in sensi-
needed development in Egypt, aspires to imprint CIB’s core tive sectors. We also believe that taking due account of our
belief in the importance of sustainable development on the environmental and social impact is not only the right thing
landscape of the Egyptian business community. to do, but also makes good business sense.
This approach focuses on the Bank’s impact on wider society. CIB is currently in the process of establishing a Social & Envi- Strategy
Sustainability at CIB:
The products offered to our customers, the great value the Bank ronmental Management System (SEMS) with the backing of an
Clean, efficient and inclusive
places on its employees and how CIB invests in our communities external consultant, in order to manage our direct and indirect
growth.
all have a social impact. While the tax duties paid to the govern- environmental impact in an efficient and systematic manner.
ment, the pension funds the Bank commits to and the dividends SEMS is a comprehensive, systematic, planned, and docu-
it pays to shareholders all have an economic impact. Further- mented set of processes and practices, that allow financial
Sustainable
more, the business activities we back in addition to our own op- institutions to identify, appraise, manage, monitor and miti- Operations
erations can have a profound environmental impact. gate risks associated with environmental and social impli- Ensuring that facilities adopt
It is for these reasons that a socially responsible Bank must cations of operations and investments. Once tested and ap- cutting-edge environmen-
Risk Management
be run with a long-term view. It must be consistently profit- proved, the SEMS will become an integral part of the Bank’s Aiming to help clients
tal safeguards in activities
avoid and mitigate adverse
able, but not solely concerned with making a profit. Only then internal credit management processes. We realize that de- related to buildings, opera-
impacts and manage risk
would it have a sustainable business, able to attract and retain veloping and institutionalizing SEMS is the key requirement tions, procurement, use and
as a way of doing business
the capital it needs from shareholders to continue to operate. for a financial institution to abide by the Equator Principles, disposal of supplies, water,
sustainability.
The following sections discuss CIB’s approach to sustain- and therefore be recognized as a Green Bank. The Equator paper and energy consump-
ability; a strategy rooted in six key pillars as identified in Principles comprise a risk management framework to which tion and waste. manage-
the above chart, which when taken together can serve as a financial institutions may voluntarily accede. ment.
model for other businesses. In addition to looking at how the Following training and the testing of the SEMS applica-
Bank incorporates sustainability into its business model, the tion, CIB will also be looking at the adoption of the Equa-
report explores what tangible results were achieved since it tor Principles for determining, assessing and managing
Sustaining CIB for
began this initiative early in 2013. social and environmental risk in project finance loans and the long-term
investments. The Equator Principles are based on IFC per-
Strategy formance standards on social and environmental sustain- CSR
CIB’s sustainability strategy is based on the Bank’s vision, ability and on the World Bank’s general environmental and Investing in community
values and purpose. We enable people, businesses and soci- health and safety guidelines. development projects to cre-
ety to grow in a way that is sustainable in the long-term. ate sustainable communities Customers
CIB’s responsibility for sustainable development starts Sustainable Operations through the activities and Including environmental and
efforts of CIB Foundation social considerations in the
with helping our clients work on achieving economic success CIB believes that a meaningful commitment to protecting
and other social initiatives. development and offering
through ensuring clean, responsible and inclusive growth. CIB the environment must begin with a commitment to conduct
Throughout its history, CIB of products and services
not only contributes to creating a place where our employees our internal operations in an environmentally responsible has sought to play a role to meet the needs of our
can learn, grow, and be fulfilled in their work, we also make the manner. We have begun to further analyze our in-house op- in the development of all customers.
communities in which we operate better places to live. erations, with a particular focus on their direct impact on the aspects of society, ultimately
To preserve CIB’s distinct leadership and trusted reputa- environment. We believe the concrete actions we take in or- leading to the betterment of
tion and to make Egypt a better place, sustainability is in- der to manage this impact will raise the awareness of a wider our community. Employees
tegrated in our business model and consists of three main group by inspiring our 5,600 employees. Engaging staff in sustain-
areas: Financial sustainability, Social sustainability and In order to improve its environmental performance, CIB will ability efforts, labor and
working conditions, human
Environmental sustainability. We thereby assure the Bank’s take the necessary steps to measure and reduce its resource
resource policies and life /
fundamental capacity to contribute to economically-, envi- consumption, raise the awareness of employees and collabo-
work balance. Commitment
ronmentally- and socially-sustainable development in mar- rate with suppliers. Areas of development will include resourc- to attracting, retaining and
kets where we operate and in society as a whole. es such as paper, energy, water and solid waste management. developing the best talent in
the market.
Risk Management Measures taken in 2013
CIB has a strong and longstanding commitment to managing Solid Waste Management: To set a strategy for waste man-
the environmental and social risks associated with commer- agement, a number of high-level meetings were conducted

The Nag Hammadi railroad bridge

in Upper Egypt was constructed
as part of the national railroad
expansion plan southwards from
Assiut, reaching Girga in 1892,
Nag Hammadi in 1896, Qena in
1897 and Luxor and Aswan in
1898.
with both private and public waste entities, including one power saving bulbs in some corporate office premises and expected that all CIB employees would have participated in Human Resources: CIB’s recruitment strategy throughout
conducted with representatives of the Ministry of the Envi- some branches. these sessions and will be completely aware of the direction 2013 emphasized greater gender diversification whereby the
ronment in October of 2013. towards sustainability adopted by CIB. percentage of females hired reached 37% of the total number
CIB is in the process of developing a solid waste manage- Water Consumption: Water restrictors were installed in the of hires for the year.
ment system, which will begin with the Nile Tower Corporate Mobtadian premises and the Tiba head offices. Lavatory toi- Green Ideas: Through the aforementioned Sustainability On the Organizational Development side, the HR de-
Office in 2014 as a pilot phase, and expand gradually. let flushers were adjusted to flush 6 liters of water instead of Awareness sessions, management has received 28 new rec- partment followed through with implementing the de-
9 liters. We are now preparing to install these restrictors to ommendations for Quick Win ideas from 18 staff members, partmental action plans set by each department head and
Paper Consumption: Since June 2013, double sided printing the Nile Tower facilities, other corporate office buildings and with some having already been actualized, while others are those recommended by the second HR Employee Engage-
was set as default on all Xerox photocopiers in CIB’s corpo- branches. This action will reduce water consumption by an being taken into consideration. ment survey held in 2012. Enforcing the recommendations
rate offices; these printers represent 80% of our paper con- estimated 20% – 30%. of the survey will serve to establish it as a continuous ex-
sumption and waste. Photography Competition: In October 2013, CIB an- ercise which will reflect the Bank’s leadership ability to
Employees: nounced its inaugural Photography Competition aimed at consistently improve staff engagement regardless of the
Energy Consumption: Beginning in June 2013, the Bank im- Employee Engagement: promoting environmental awareness, in addition to rep- challenges involved.
plemented a PC Sleep Mode initiative proposed by the Green Staff Awareness Sessions: The Learning and Development resenting Egypt’s natural heritage through photographs CIB has always believed in creating an equal opportunity
Team. The benefits include a reduction in depreciation for department is working closely with the Sustainability De- reflecting the country’s diverse environment and ecology atmosphere for all Bank employees, which is very clear in our
computers in the long-run, and reduction in computer kilo- velopment department in raising awareness on the initia- in all its forms. The winning photograph will be used by Code of Conduct. In addition to encouraging non-discrimina-
watts consumption by a minimum of 25% and an estimated tives that CIB has undertaken towards achieving its goal CIB’s Branding Department to promote the ‘CIB Going tory practices, our policies are also highly protective against
40% maximum rate of reduction. CIB has adopted the use of of becoming the No. 1 Bank Going Green. By June 2014 it is Green Program.’ any form of harassment and intimidation. This is evident in

our adoption of a whistle-blowing policy that provides the Sponsoring Talent

highest levels of confidentiality and indemnity when raising In 2013, CIB expanded its commitment as a promoter of
concerns about any irregularities. cultural development in Egypt and a champion of talented
Egyptians in all fields of artistic expression and athletics. To CIB’s well-established corporate
Corporate Social Responsibility that end, CIB engages with numerous associations and gov-
governance policies, which
Community Development ernment agencies, such as collaborating with the Fine Arts
Throughout 2013, CIB upheld the core principles of its Cor- Division at the Egyptian Ministry of Culture to support a new ensure the independence of its
porate Social Responsibility (CSR) activities and its contri- generation of aspiring and gifted young artists. compliance and risk functions,
butions to the community. A commitment that is evident by
the diverse range of CSR endeavors that the Bank has under-
As a committed patron of the arts, CIB was a major con-
tributor to the annual National Art Competition, which ex-
have demonstrated high levels
taken for the year, which are separate from initiatives under- hibits the work of promising young artists. Furthermore, CIB of conformity with the new CBE
taken by the CIB Foundation, which are discussed beginning sponsored Egypt’s first symposium showcasing artwork de- Corporate Governance Guidelines
on page 72 of this report. vised from scrap metal by local artists, in an effort to encour-
age the proliferation of art by Egyptians from all walks of life.
for Egyptian Banks issued in 2011.
CIB Endowed Professorship in Banking CIB is proud to be among the sponsors of the Egyptian
One of CIB’s most promising Community Development ini- Squash Association and the world champions, the Egyptian
tiatives in 2013 involved a partnership with the American national team, as part of its efforts to encourage youth de-
University in Cairo (AUC) to develop the CIB Endowed Pro- velopment in competitive sports in the international arena.
fessorship in Banking program. The program’s objective is
to design and implement a strong banking curriculum in Community Health In order to offer the best service experience to its custom- purchased to perform water waste treatment services for the
different educational institutions and enhance education Via the CIB Foundation, the Bank is very active in promoting ers, who are at the heart of its business, and to ensure their Rashid Petroleum Company, with a total investment cost of
in banking throughout Egypt by offering research and ser- health initiatives for the under-privileged in Egypt. You can continuous satisfaction, CIB will continue to maintain sus- USD 8.7 million.
vice courses. learn more about this in the CIB Foundation text that begins tainability and generate added value in the long term.
This partnership with AUC is a major step toward bring- on page 72. Agriculture Waste Management: CIB granted ENTAG with
ing practical knowledge of industry trends into the class- Customer Experience Management short-term financing amounting to EGP 55 million for the
room. Through the Professorship Program, students will be Code of Conduct Enhancing customer’s journey continues to be our key driver company’s agricultural waste management projects and its
exposed to the various aspects of Banking that will chal- CIB has always believed in creating an equal opportunity in managing customer experience across all channels. Syner- supply of Biomass (used as an alternative fuel) project, with a
lenge their thinking and encourage their application of atmosphere for all bank employees, as we make clear in our gies are built to achieve success and excellence with focus on: total investment cost of USD 8.2 million.
creative new practices. It will also serve as a link between Code of Conduct, which is provided to all employees. In ad- • Increasing Operational Excellence and Efficiency
the University’s School of Business and key members of the dition to encouraging non-discriminatory practices our • Customer Experience Management Solar Energy: The Bank supplied Middle East Engineering
Banking community, including regulators, boards, execu- policies are also highly protective against any form of ha- • Capabilities Development & Telecommunications (MEET) with a short-term facility in
tives and other. rassment and intimidation in the workplace. This is evident the form of an EGP 15 million MPL, with a total investment
in our adoption of a whistle-blowing policy that provides the Our initiatives to integrate channels and back end operations cost of USD 2.3 million, to aid in its environmental sustain-
KidZania highest levels of confidentiality and indemnity when raising has led to optimizing our services and improve customer sat- ability projects.
In an effort to expose children to the Banking industry, and concerns about any irregularities. isfaction. Various processes are being re-engineered to exceed CIB is also collaborating on Emaar Misr for Development’s
specifically to the CIB brand, as well as to encourage career and improve processing efficiency and customer expectations. Mividia project, an initiative aimed at applying the use of
exploration at an early age, CIB entered into a five-year part- Meeting Shareholder Expectations Service indicators and measurement tools are developed to solar energy for public street lighting in the suburb of New
nership with KidZania. The pilot program will allow children CIB’s Board is composed of eight non-executives and two advance our service delivery standards. Efficiency and indica- Cairo, as well as looking at ways to reduce carbon-dioxide
to perform tasks associated with real life careers such as fire- executive directors. The diversity of backgrounds and expe- tors are being tracked to channelize our efforts in right areas emissions.
fighters, doctors, police officers, and journalists, and are re- rience among members presents distinct added value and to meet customer expectations. On-boarding unit is developed
warded with either KidZos — the official currency of KidZa- characterizes the bank’s culture. as part of strengthening our relationships with customers and Electricity: CIB granted several of the electric utility com-
nia — or credit at Kidzania’s games and concessions. CIB’s on The Board is regularly updated on bank activities and fre- improve customers journey. Staff capabilities are developed panies’ credit facilities to partially finance the construction
premises mini-branch will allow the children to cash checks, quently assesses its performance against set strategic objec- through tailored training programs to meet and address cus- of their thermal power plants. These transactions were co-
get debit cards, and deposit or withdraw KidZos from ATMs tives to reinforce its commitment towards CIB’s sharehold- tomer requirements and departmental level efficiency. financed by the World Bank and therefore conform to envi-
around KidZania. ers, customers, employees and socially responsible practices, At CIB our key priority remains to ensure seamless and ronmental regulations.
KidZania Cairo offers children a variety of fun and inter- prompt disclosure of financial and non-financial data is pro- finest customer experience and journey for all services and
esting role-playing activities in a realistic city setting. The vided on regular basis. interactions. Petrochemical: CIB financed the construction and op-
simulation allows children to create and learn the implica- CIB’s well-established corporate governance policies, which erations of several petrochemical projects, noting that
tion of their tasks in the real world. CIB is proud to be part of ensure the independence of its compliance and risk functions, Corporate Banking customary financing terms include satisfaction of environ-
such an experience and taking part in enhancing commu- have demonstrated high levels of conformity with the new CBE CIB is committed to continuously and significantly increase mental regulations in addition to the appointment of an en-
nity development through instilling sound financial skills Corporate Governance Guidelines for Egyptian Banks issued its facilities to a number of environmental friendly projects vironmental consultant. Several petrochemical clients com-
and experiences. in 2011. You can read more about our Corporate Governance such as: menced social responsibility programs and comprehensively
policies beginning on page 64 of this report. contributed to their respective local communities.
IMAX Cinemas Water Waste Management: CIB supported Orasqualia, a
As part of its community outreach efforts CIB began spon- Customers joint venture established by OCI and Aqualia, with a 15-year Business Banking
soring a program, in association with IMAX Cinema located CIB aims to achieve sustainability throughout the entire cus- Syndicate MTL amounting to USD 74 million to develop a In recognition of the importance of developing the SME seg-
in Americana Plaza, which will allow underprivileged chil- tomer service cycle. Sustainability will be adopted in a num- Waste Water Treatment Plant in New Cairo. ment as a key pillar in sustainability, CIB is keen that the
dren to attend 10 pre-booked and dubbed educational films ber of products and services in various business lines, rang- The Bank also provided Green Valley Oil Services with an development of this sector takes place in an inclusive way.
shown in IMAX theaters. ing from Microfinance to SME and Corporate Banking. MTL amounting to USD 3 million to refinance machines CIB Business Banking, which serves 2,675 enrolled compa-

Sustainability Progress 2013
The Sustainability Development

Department started in January
nies with assets totaling EGP 714 million and a total of EGP lish, expand and modernize these businesses primarily in 2013 with an official charter
12 billion in liabilities as of September 2013, offered these the fields of post harvest activities, agricultural input sup-
companies both long-term and short term financing options ply and marketing. approved on 1 March 2013.
through secured and unsecured lending products, in addi- The department acts as the
tion to helping them better manage their cash cycle. Veterinary Service Program (VSP) organizational focal point with
In 2013, the department also conducted several deals The Ministry of Agriculture and the European Commission
with credit guarantee companies such as the Overseas Pri- (EC) collaborated in a program to improve the productivity various departments to understand
vate Investment Corporation (OPIC). OPIC supports U.S. of the livestock sector in Egypt. This program mainly aims the needs of the Bank and ensure
foreign policy objectives by encouraging development in to assist the Government of Egypt in improving the quality the integration of sustainable
regions that have experienced instability or conflict, yet of animal health services and to encourage veterinarians to
offer promising growth opportunities. Moreover, they aim open their own businesses. principles into CIB’s business
to improve the performance of SMEs in Egypt by providing practices.
medium to long term credit guarantee solutions to eligible Buffalo Fattening Program (BFP)
investment projects. This program is among the most important livestock pro-
This year also saw CIB Business Banking conduct two grams in Egypt, as it plays an important role in improving
workshop events in both Cairo and Alexandria which were the production and supply of red meat to the market. The
attended by CIB clients, the Business Banking team and sev- program is a result of a joint effort between the Ministry of
eral media agencies and outlets. These workshops were con- Agriculture and the USAID.
ducted to give CIB clients a chance to learn how to better rep- Sustainability Governance monitoring the implementation of sustainability initiatives
resent themselves and their companies to banks and traverse Environment Protection with KfW (Public Private Sector consistent with CIB’s corporate sustainability strategy.
the two-year socio-economic crisis here in Egypt. The crisis Project – PPSI)
Sustainability Advisory Board
Sustainability Development
management sessions and business plan were presented by CIB was among the first banks to participate in the environ- Sustainability Development Department:
the Frankfurt School of Business and were well-received by ment protection program with the German Development The Sustainability Development Department started in
CIB clients. Bank (KfW). The program targets both public and private January 2013 with an official charter approved 1st March,
Department
Going forward, many more projects and plans are being enterprises and SMEs. Its main objective is to ensure that 2013. The department acts as the organizational focal point
laid down for the coming year to support the SME sector and industrial firms and business enterprises have the proper with various departments to understand the needs of the
the country’s economy. technical assistance related to industrial pollution abate- Sustainability Steering Committee Bank and ensure the integration of sustainable principles
ment technologies. This helps in reducing the emission loads into CIB’s business practices. The department is responsible
Finance Programs and International Donor in accordance with national standards. for the development, monitoring and coordination of CIB’s
funds sustainability efforts including strategies, policies, systems,
CIB’s positive impact on our community is evident in its sup- Environmental Compliance Office Project (ECO) initiatives, quick wins including ongoing branding, training
port of continuous improvement of environment protection This program — which comes under the purview of CIBs Sustainability Green Team and reporting efforts.
projects through its Finance Programs and International Do- environmental compliance office project (ECO) — is funded
nor Funds Division. This division manages agricultural de- through the Danish government and with coordination ef- Sustainability Green Teams:
velopment funds and credit lines provided by government en- forts being led by the Government of Egypt. This project helps Sustainability Advisory Board: At the first Steering Committee meeting in April 2013, 26
tities and international agencies to small, medium and large firms and business enterprises in financing the purchasing The Sustainability Advisory Board, which was chartered in Green Team members were assigned and 11 more have since
scale agrarian businesses. It also manages a microfinance of machines, equipment, construction works and designs re- 14th of March 2013, acts on behalf of the Board in all sustain- volunteered. Green Team members aspire to be CIB’s envi-
portfolio as well as environmentally friendly projects. quired for projects which focus on environmental protection ability-related efforts and concentrates on long-term value ronmental champions, ensuring Going Green awareness,
To date, CIB has disbursed 179,000 microfinance loans and energy efficiency. drivers that advance the twin objective of sustained suc- recommendation of Quick Win ideas, and implementation of
with a total outstanding portfolio of EGP 107 million. cess of the Bank. It approves CIB’s sustainability framework, various sustainability initiatives across the Bank, as it relates
Egyptian Pollution Abatement Project (EPAP II) strategies, policies, international affiliations and member- to their existing jobs.
Environmentally-friendly and Socially-conscious CIB also participates in the second pollution abatement proj- ships, and initiatives.
projects ect (EPAP II). This project provides a financial package to sup- Social and Environmental Assessment Phase
Agricultural Development Program (ADP) port public and private industries to improve their environ- Sustainability Steering Committee: In April 2013, CIB appointed an external consultant to assess
The Agricultural Development Program plays a major role mental status. This project is co-sponsored by the World Bank The Sustainability Steering Committee is chaired by Dr. Na- the current social and environmental practices across the or-
in improving and supporting Egypt’s agricultural sector (WB), the European Investment Bank (EIB), the Japanese Bank dia Makram Ebeid, and is composed of senior heads from var- ganization, and to assess CIB’s current sustainability perfor-
and the associated supply chain. ADP also aims to raise for International Cooperation (JBIC), the French Development ious Bank departments. The committee meets at least once mance and building blocks. The Sustainability Department
awareness and improve access to finance for SMEs working Agency (AFD), the European Commission (EC), the Govern- every quarter and as often as deemed necessary. Its main coordinated and managed 22 meetings for the consultant with
in the agricultural business. The program looks to estab- ment of Finland in addition to the Government of Egypt. responsibilities are prioritization and review in addition to 16 departments from all over the Bank, where the consultant

In April 2013, CIB appointed an

external consultant to assess the
current social and environmental
practices across the organization,
and to assess CIB’s current
sustainability performance and
building blocks.
came up with an assessment report and main strengths and Developed by the U.S. Green Building Council (USGBC), ments within the two Smart Village buildings. Also, nine work environment where employees could take breaks and
gaps were identified. A Sustainability Assessment Report, in- LEED is intended to help building owners and operators find awareness sessions were conducted targeting employees in host events while promoting CIB’s green image.
cluding suggested steps for action, was prepared in July 2013. and implement ways to be environmentally responsible and the Delta and Alexandria region. To date, 780 employees have
These findings form the basis on which CIB’s Sustainability resource-efficient. participated in these sessions. Smoke Free Environment: The Smart Village building has
Framework Report and Roadmap were prepared. Since October 2013, an external LEED Expert is mandat- been fully non-smoking since October. Almost all corporate
ed to assess the possibility of turning the new smart village Quick Wins office buildings in Cairo were designated as non-smoking
Sustainability Framework building into a LEED EBOM (Existing Buildings Operations Our exciting sustainability journey inspired us to identify buildings beginning in early November 2013.
The framework represents the sustainability guideline for and Maintenance ) certified facility. a number of Quick Win projects that were shared with and
CIB. It articulates the Bank’s strategic commitment to sus- approved by the Sustainability Steering Committee. Some Green Wall: A 21-square-meter living green wall has been
tainable development, sets the foundation for the Bank’s Sustainability Training of these are internal Quick Wins, engaging several depart- fully developed in the new Smart Village building lobby
social and environmental risk management and is designed An ongoing training strategy is being prepared to institu- ments, namely Corporate Services, Premises Projects and in August 2013. The initiative improves air quality in the
to ensure that sustainability is fully integrated across CIB’s tionalize sustainability training at CIB. Raising awareness Branding. Others represent full-fledged projects undertaken building, uses water-efficient technology and reduces the
policies, processes and operations. on sustainability will be included as an integral part of all through external vendors after tendering processes. amount of energy used to maintain a cool temperature
ongoing training programs in the Bank. Several Sustainabil- Implementation of these projects ensures active staff in- within the building.
Sustainability Roadmap ity Training sessions have been conducted since May by the volvement and green teams participation in sustainabil-
The Roadmap identifies the necessary steps and milestones Green Teams to raise awareness on Sustainability. Also, two ity initiatives. These pragmatic activities bring sustain- Awareness and Communication
that have been set for the coming years to achieve CIB’s short Training of Trainers (ToT) sessions were conducted in June ability into focus on the individual level by connecting the Sustainability at CIB is communicated internally through
and long-term sustainability objectives. It highlights what and September, where 20 instructors from various depart- impact of everyday actions at work with sustainability at a periodic Sustainability Newsletter and an organizational
needs to be implemented on the ground, including the devel- ments were trained on how to conduct the awareness ses- home and vice versa and encourage employees to bring intranet site. The site will act as a communication platform
opment, monitoring, implementation responsibilities, and sions across the organization. their positive personal sustainability behaviors into the to inform staff about the sustainability initiative, the roles
estimated time frames for key pillars namely, the Social and The development of social and environmental risk skills workplace. of the sustainability development department and the green
Environmental Management Systems (SEMS), the Direct Im- will be ensured through the selection of a specialized con- teams, green news, and eco-facts.
pact Management Plan (DIMP), Leadership for Energy and sultant of relevant experience to build, develop and deliver Landscaping: In July, the front green area of the Smart Vil-
Environmental Design (LEED), alongside a sustainability Stra- this training to cover all Credit and Risk staff. A total of 18 lage building was planted with low-water consumption
tegic Plan, Branding initiatives and Sustainability Reporting. selected members from Business and Risk Groups attended plants to provide an appealing sustainable landscape, and to
a two-day workshop in September. It is anticipated that the contribute to building environmental awareness.
LEED attendees will play a pivotal role in the upcoming develop-
Leadership in Energy & Environmental Design (LEED) is a ment of SEMS. Rooftop Garden: In June 2013 the rooftop garden was de-
third-party certification program and an internationally ac- Beginning in October, 24 staff sustainability awareness veloped on the top floor of the new Smart Village building,
cepted benchmark for the design, construction and opera- sessions were conducted, covering the Strategic Relations, where fresh and organic vegetables and fruits are grown for
tion of high performance green buildings. Operations, IT, Human Resource and Call Center depart- home use. The rationale is to create a relaxing and healthy

Constructed by the Ptolomies
the mid-third century BC, the
original Lighthouse of Alexandria
guided merchant ships safely
into harbor for centuries before
it was damaged by a series of
earthquakes and abandoned in
the 14th Century of our era.
financial
statements
Separate Financials
Auditors’ Report 88
Balance Sheet 90
Income Statement 91
Cash Flow 92
Changes in Shareholder’s Equity 94
Notes 96
Consolidated Financials
Auditors’ Report 140
Balance Sheet 142
Income Statement 143
Cash Flow 144
Shareholder’s Equity 146
Notes 148
Financial Statements: separate Financial Statements: separate

Commercial International Bank (Egypt) S.A.E Commercial International Bank (Egypt) S.A.E
Separate balance sheet as at December 31, 2013 Separate income statement for the year ended
December 31, 2013
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012
Notes Notes
EGP EGP EGP EGP
Cash and balances with Central Bank 15 4,796,240,354 5,393,974,124 Interest and similar income 9,509,874,663 7,845,913,494
Due from banks 16 8,893,670,965 7,957,710,034 Interest and similar expense (4,460,113,281) (3,945,237,550)
Treasury bills and other governmental notes 17 23,654,812,174 7,978,030,413 Net interest income 6 5,049,761,382 3,900,675,944
Trading financial assets 18 2,246,347,806 1,472,281,763
Loans and advances to banks 19 132,422,732 1,178,867,739 Fee and commission income 1,316,916,389 942,867,320
Loans and advances to customers 20 41,837,951,712 40,698,313,773 Fee and commission expense (127,965,091) (107,365,742)
Derivative financial instruments 21 103,085,538 137,459,761 Net fee and commission income 7 1,188,951,298 835,501,578
Financial investments
- Available for sale 22 23,363,501,695 21,161,884,032 Dividend income 8 19,803,451 32,234,196
- Held to maturity 22 4,187,173,991 4,205,753,328 Net trading income 9 759,972,323 565,727,965
Investments in subsidiary and associates 23 599,276,660 938,033,700 Profit (Losses) from financial investments 22 (381,156,748) (116,514,246)
Investment property 24 9,695,686 10,395,686 Administrative expenses 10 (1,726,520,973) (1,444,645,467)
Other assets 25 2,879,794,496 2,459,025,844 Other operating (expenses) income 11 (155,016,845) (109,790,791)
Deferred tax 33 83,755,441 129,133,209 Impairment (charge) release for credit losses 12 (915,581,874) (609,971,077)
Property, plant and equipment 26 964,538,516 684,527,896 Profit before income tax 3,840,212,014 3,053,218,102
Total assets 113,752,267,766 94,405,391,302
Liabilities and equity Income tax expense 13 (1,179,708,811) (884,498,673)
Liabilities Deferred tax 33 & 13 (45,377,768) 33,991,482
Due to banks 27 1,373,410,040 1,714,862,716 Net profit for the year 2,615,125,435 2,202,710,911
Due to customers 28 96,940,270,000 78,834,726,890
Derivative financial instruments 21 114,878,583 119,099,260 Earning per share 14
Other liabilities 30 2,625,755,491 2,034,351,571 Basic 2.67 2.34
Long term loans 29 132,153,227 80,495,238 Diluted 2.63 2.31
Other provisions 31 450,755,558 310,648,113
Total liabilities 101,637,222,899 83,094,183,788
Equity
Issued and paid in capital 32 9,002,435,690 5,972,275,410
Reserves 32 307,223,285 2,970,458,093
Reserve for employee stock ownership plan (ESOP) 190,260,457 164,761,121
Retained earnings (losses) - 1,001,979
Total equity 9,499,919,432 9,108,496,603
Net profit for the year after tax 2,615,125,435 2,202,710,911
Total equity and net profit for year 12,115,044,867 11,311,207,514
Total liabilities and equity 113,752,267,766 94,405,391,302
Contingent liabilities and commitments

Letters of credit, guarantees and other commitments 37 16,182,489,160 14,897,789,005
The accompanying notes are an integral part of these financial statements.
Hisham Ezz El-Arab
Chairman and Managing Director
Hisham Ezz El-Arab


Separate cash flow for the year ended December 31, 2013 Separate cash flow for the year ended December 31, 2013
(Cont.)
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012
EGP EGP EGP EGP
Cash flow from operating activities Cash and cash equivalent at the end of the year 11,758,996,230 5,536,080,095
Profit before income tax 3,840,212,014 3,053,218,102
Adjustments to reconcile net profit to net cash provided by Cash and cash equivalent comprise:
operating activities Cash and balances with Central Bank 4,796,240,354 5,393,974,124
Depreciation 202,345,252 167,225,901 Due from banks 8,893,670,965 7,957,710,034
Impairment charge for credit losses 915,581,874 609,971,077 Treasury bills and other governmental notes 23,654,812,174 7,978,030,413
Other provisions charges 129,104,495 51,616,932 Obligatory reserve balance with CBE (3,224,658,841) (3,093,283,199)
Trading financial investments revaluation differences 17,695,722 (78,642,848) Due from banks (time deposits) more than three months (5,148,331,397) (4,637,273,016)
Available for sale and held to maturity investments exchange Treasury bills with maturity more than three months (17,212,737,025) (8,063,078,261)
(124,230,792) (60,242,239)
revaluation differences Total cash and cash equivalent 11,758,996,230 5,536,080,095
Financial investments impairment charge (release) (6,267,555) 7,902,478
Utilization of other provisions (5,633,785) (12,294,615)
Other provisions no longer used (141,521) (531,054)
Exchange differences of other provisions 16,778,256 7,230,941
Profits from selling property, plant and equipment (740,692) (2,387,583)
Profits from selling financial investments (1,656,257) (519,013)
Shares based payments 89,181,563 79,068,829
Investments in subsidiary and associates revaluation 346,284,340 89,736,000
Real estate investments impairment charges (release) - (371,000)
Operating profits before changes in operating assets and liabilities 5,418,512,914 3,910,981,908
Net decrease (increase) in assets and liabilities

Due from banks (642,434,022) 521,695,379
Treasury bills and other governmental notes (9,149,658,764) 758,289,224
Trading financial assets (791,761,765) (832,554,642)
Derivative financial instruments 30,153,546 13,896,165
Loans and advances to banks and customers (1,008,774,806) (1,421,772,116)
Other assets (382,561,576) (948,385,056)
Due to banks (341,452,676) (1,625,931,801)
Due to customers 18,105,543,110 7,260,679,360
Other liabilities (588,304,891) (163,932,538)
Net cash provided from operating activities 10,649,261,070 7,472,965,883
Cash flow from investing activities

Purchase of subsidiary and associates (7,527,300) (32,173,922)
Purchases of property, plant and equipment (519,822,256) (204,721,832)
Redemption of held to maturity financial investments 18,579,337 -
Purchases of held to maturity financial investments - (4,176,660,408)
Purchases of available for sale financial investments (7,463,491,687) (10,163,193,809)
Proceeds from selling available for sale financial investments 4,520,053,768 5,343,312,219
Proceeds from selling real estate investments 700,000 2,750,000
Net cash generated from (used in) investing activities (3,457,373,543) (9,270,719,274)
Cash flow from financing activities

Increase (decrease) in long term loans 51,657,989 (18,838,138)
Dividend paid (1,055,843,165) (806,206,521)
Capital increase 29,348,380 37,712,420
Net cash generated from (used in) financing activities (974,836,796) (787,332,239)
Net increase (decrease) in cash and cash equivalent during the year 6,222,916,136 (2,545,054,108)
Beginning balance of cash and cash equivalent 5,536,080,094 8,081,134,203

Commercial International Bank (Egypt) S.A.E
Separate statement of changes in shareholders' equity for the year ended on

December 31, 2013
Reserve For
Retained A.F.S Reserve for
Legal Banking
Dec. 31, 2013 Capital earnings Special reserve investments Net profit for employee Total
reserve General reserve risks reserve
(losses) revaluation the year ownershipstock
plan
diff.
Beginning balance 5,972,275,410 380,348,755 2,037,107,372 1,001,979 117,805,566 153,506,781 103,716,932 2,380,683,598 164,761,121 11,311,207,514
94 Annual Report 2013

Capital increase 3,030,160,280 - (3,000,811,900) - - - - - - 29,348,380
Financial Statements: separate
Transferred to reserves - 110,016,166 1,277,120,890 - 2,387,583 - - (1,325,842,412) (63,682,227) -

Dividend paid - - - (1,001,979) - - - (1,054,841,186) - (1,055,843,165)
Net profit of the year - - - - - - - 2,615,125,435 - 2,615,125,435
Transfer from special reserve - - 92,826,390 - (92,826,390) - - - - -
Net change at fair value of AFS
- - - - - (873,974,860) - - - (873,974,860)
financial investment
Transferred ( from) to bank risk
- - - - - - (101,726,176) 101,726,176 - -
reserve
Reserve for employees stock
- - - - - - - - 89,181,563 89,181,563
ownership plan (ESOP)
Balance at the end of the year 9,002,435,690 490,364,921 406,242,752 - 27,366,759 (720,468,079) 1,990,756 2,716,851,611 190,260,457 12,115,044,867
Separate statement of changes in shareholders' equity for the year ended on

December 31, 2012
Reserve For
Retained A.F.S Reserve for
Legal Banking
Dec. 31, 2012 Capital earnings Special reserve investments Net profit for employee Total
reserve General reserve risks reserve
(losses) revaluation the year ownershipstock
plan
diff.
Beginning balance 5,934,562,990 231,344,896 1,234,274,960 15,105,920 185,931,315 (723,070,818) 281,689,619 1,624,150,975 137,354,419 8,921,344,275
Capital increase 37,712,420 - - - - - - - - 37,712,420
Transferred to reserves - 87,306,567 794,689,187 - 2,716,747 - - (833,050,374) (51,662,127) -
Dividend paid - - - (15,105,920) - - - (791,100,601) - (806,206,521)
Net profit of the year - - - - - - - 2,202,710,911 - 2,202,710,911
Transfer from special reserve - 61,697,292 8,143,225 1,001,979 (70,842,496) - - - - -
Net change at fair value of AFS
- - - - - 876,577,599 - - - 876,577,599
financial investment
Transferred ( from) to bank risk
- - - - - - (177,972,687) 177,972,687 - -
reserve
Reserve for employees stock
- - - - - - - - 79,068,829 79,068,829
ownership plan (ESOP)
Balance at the end of the year 5,972,275,410 380,348,755 2,037,107,372 1,001,979 117,805,566 153,506,781 103,716,932 2,380,683,598 164,761,121 11,311,207,514
Annual Report 2013 95
Notes to the consolidated financial statements for the year The cost method is applied to account for investments in subsidiaries and associates, whereby, investments are recorded
based on the acquisition cost including any goodwill, deducting any impairment losses, and dividends are recorded in
ended on December 31, 2013 the income statement in the adoption of the distribution of these profits and evidence of the Bank right to collect them.
1. General information 2.3. Segment reporting

Commercial International Bank (Egypt) S.A.E. provides retail, corporate and investment banking services in various parts of A business segment is a group of assets and operations engaged in providing products or services that are subject to risks
Egypt through 125 branches, and 27 units employing 5193 employees on the balance sheet date. and returns that are different from those of other business segments. A geographical segment is engaged in providing
products or services within a particular economic environment that are subject to risks and returns different from those
Commercial International Bank (Egypt) S.A.E. was formed as a commercial bank under the investment law no. 43 of 1974. The of segments operating in other economic environments.
address of its registered head office is as follows: Nile tower, 21/23 Charles de Gaulle Street-Giza. The Bank is listed in the Egyp-
tian stock exchange. 2.4. Foreign currency translation
2.4.1. Functional and presentation currency
The financial statements are presented in Egyptian pound, which is the Bank’s functional and presentation currency.
2. Summary of accounting policies
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have 2.4.2. Transactions and balances in foreign currencies
been consistently applied to all years presented, unless otherwise stated. The Bank maintains its accounting records in Egyptian pound. Transactions in foreign currencies during the period are
translated into the Egyptian pound using the prevailing exchange rates on the date of the transaction.
2.1. Basis of preparation
The separate financial statements have been prepared in accordance with Egyptian financial reporting standards issued Monetary assets and liabilities denominated in foreign currencies are retranslated at the end of reporting period at the
in 2006 and its amendments and in accordance with the Central Bank of Egypt regulations approved by the Board of Di- prevailing exchange rates. Foreign exchange gains and losses resulting from settlement and translation of such transac-
rectors on December 16, 2008. tions and balances are recognized in the income statement and reported under the following line items:
• Net trading income from held-for-trading assets and liabilities.
The separate financial statements have been prepared under the historical cost convention, as modified by the revaluation • Other operating revenues (expenses) from the remaining assets and liabilities.
of financial assets and liabilities classified as trading or held at fair value through profit or loss, available for sale invest-
ment and all derivatives contracts. Changes in the fair value of investments in debt instruments; which represent monetary financial instruments, denomi-
nated in foreign currencies and classified as available for sale assets are analyzed into valuation differences resulting from
The separate and consolidated financial statements of the Bank and its subsidiaries have been prepared in accordance changes in the amortized cost of the instrument, differences resulting from changes in the applicable exchange rates and
with the relevant domestic laws and the Egyptian financial reporting standards, the affiliated companies are entirely differences resulting from changes in the fair value of the instrument.
included in the consolidated financial statements and these companies are the companies that the Bank - directly or indi-
rectly – has more than half of the voting rights or has the ability to control the financial and operating policies, regardless Valuation differences resulting from changes in the amortized cost are recognized and reported in the income statement in
of the type of activity, the Bank’s consolidated financial statements can be obtained from the Bank’s management. The ‘income from loans and similar revenues’ whereas differences resulting from changes in foreign exchange rates are recog-
Bank accounts for investments in subsidiaries and associate companies in the separate financial statements at cost minus nized and reported in ‘other operating revenues (expenses)’. The remaining differences resulting from changes in fair value
impairment loss. are deferred in equity and accumulated in the ‘revaluation reserve of available-for-sale investments’.
The separate financial statements of the Bank should be read with its consolidated financial statements, for the period Valuation differences resulting from the non-monetary items include gains and losses of the change in fair value of such
ended on December 31, 2013 to get complete information on the Bank’s financial position, results of operations, cash flows equity instruments held at fair value through profit and loss, as for recognition of the differences of valuation resulting
and changes in ownership rights. from equity instruments classified as financial investments available for sale within the fair value reserve in equity.
2.2. Subsidiaries and associates 2.5. Financial assets

2.2.1 Subsidiaries The Bank classifies its financial assets in the following categories:
Subsidiaries are all entities (including special purpose entities) over which the Bank has owned directly or indirectly the • Financial assets designated at fair value through profit or loss.
control to govern the financial and operating policies generally accompanying a shareholding of more than one half of the • Loans and receivables.
voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are consid- • Held to maturity investments.
ered when assessing whether the Bank has the ability to control the entity or not. • Available for sale financial investments.
2.2.2 Associates Management determines the classification of its investments at initial recognition.
Associates are all entities over which the Bank has significant influence but do not reach to the extent of control, generally
accompanying a shareholding between 20% and 50% of the voting rights. 2.5.1. Financial assets at fair value through profit or lossThis category has two sub-categories:
• Financial assets held for trading.
The acquisition method of accounting is used to account for the purchase of subsidiaries. The cost of an acquisition is • Financial assets designated at fair value through profit and loss at inception.
measured at the fair value of the assets given, equity instruments issued and liabilities incurred or assumed, plus any
costs directly related to the acquisition. The excess of the cost of an acquisition over the Bank share of the fair value of the
identifiable net assets acquired is recorded as goodwill. A gain on acquisition is recognized in profit or loss if there is an
excess of the Bank’s share of the fair value of the identifiable net assets acquired over the cost of the acquisition.

A financial asset is classified as held for trading if it is acquired or incurred principally for the purpose of selling or repur- Gains and losses arising from changes in the fair value of the ‘financial assets designated at fair value through profit or
chasing in the short term or if it is part of a portfolio of identified financial instruments that are managed together and for loss’ are recognized in the income statement in ‘net income from financial instruments designated at fair value’. Gains and
which there is evidence of a recent actual pattern of short term profit making. Derivatives are also categorized as held for losses arising from changes in the fair value of available for sale investments are recognized directly in equity, until the
trading unless they are designated as hedging instruments. financial assets are either sold or become impaired. When available-for-sale financial assets are sold, the cumulative gain
or loss previously recognized in equity is recognized in profit or loss.
Financial instruments, other than those held for trading, are classified as financial assets designated at fair value through
profit and loss if they meet one or more of the criteria set out below: Interest income is recognized on available for sale debt securities using the effective interest method, calculated over the
• When the designation eliminates or significantly reduces measurement and recognition inconsistencies that would arise asset’s expected life. Premiums and discounts arising on the purchase are included in the calculation of effective interest
from measuring financial assets or financial liabilities, on different bases. Under this criterion, an accounting mismatch rates. Dividends are recognized in the income statement when the right to receive payment has been established.
would arise if the debt securities issued were accounted for at amortized cost, because the related derivatives are mea-
sured at fair value with changes in the fair value recognized in the income statement. The main classes of financial instru- The fair values of quoted investments in active markets are based on current bid prices. If there is no active market for a
ments designated by the Bank are loans and advances and long-term debt issues. financial asset, or no current demand prices available the Bank measures fair value using valuation models. These include
• Applies to groups of financial assets, financial liabilities or combinations thereof that are managed, and their performance the use of recent arm’s length transactions, discounted cash flow analysis, option pricing models and other valuation
evaluated, on a fair value basis in accordance with a documented risk management or investment strategy, and where models commonly used by market participants. If the Bank has not been able to estimate the fair value of equity instru-
information about the groups of financial instruments is reported to management on that basis. ments classified available for sale, value is measured at cost less any impairment in value.
• Relates to financial instruments containing one or more embedded derivatives that significantly modify the cash flows
resulting from those financial instruments, including certain debt issues and debt securities held. Available for sale investments that would have met the definition of loans and receivables at initial recognition may be
reclassified out to loans and advances or financial assets held to maturity. In all cases, when the Bank has the intent and
Any financial derivative initially recognized at fair value can’t be reclassified during the holding period. Re-classification ability to hold these financial assets in the foreseeable future or till maturity. The financial asset is reclassified at its fair
is not allowed for any financial instrument initially recognized at fair value through profit and loss. value on the date of reclassification, and any profits or losses that have been recognized previously in equity, are treated
based on the following:
2.5.2. Loans and advances • If the financial asset has a fixed maturity, gains or losses are amortized over the remaining life of the investment using the
Loans and advances are non-derivative financial assets with fixed or determinable payments that are not quoted in an effective interest rate method. In case of subsequent impairment of the financial asset, the previously recognized unreal-
active market, other than: ized gains or losses in equity are recognized directly in the profits and losses.
- Those that the Bank intends to sell immediately or in the short term, which is classified as held for trading, or those that • In the case of financial asset which has infinite life, any previously recognized profit and loss in equity will remain until the
the Bank upon initial recognition designates as at fair value through profit and loss. sale of the asset or its disposal, in the case of impairment of the value of the financial asset after the re-classification, any
• Those that the Bank upon initial recognition designates and available for sale; or gain or loss previously recognized in equity is recycled to the profits and losses.
• Those for which the holder may not recover substantially all of its initial investment, other than credit deterioration. • If the Bank adjusts its estimates of payments or receipts of a financial asset that in return adjusts the carrying amount of
the asset (or group of financial assets) to reflect the actual cash inflows, the carrying value is recalculated based on the
2.5.3. Held to maturity financial investments present value of estimated future cash flows at the effective yield of the financial instrument and the differences are rec-
Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturi- ognized in profit and loss.
ties that the Bank’s management has the positive intention and ability to hold till maturity. If the Bank has to sell other • In all cases, if the Bank re-classifies financial asset in accordance with the above criteria and increases its estimate of the
than an insignificant amount of held-to-maturity assets, the entire category would be reclassified as available for sale proceeds of future cash flow, this increase adjusts the effective interest rate of this asset only without affecting the invest-
unless in necessary cases subject to regulatory approval. ment book value.
2.5.4. Available for sale financial investments 2.6. Offsetting financial instruments
Available-for-sale investments are those intended to be held for an indefinite period of time, which may be sold in response Financial assets and liabilities are offset and the net amount reported in the balance sheet if, and only if, there is a legally
to needs for liquidity or changes in interest rates, exchange rates or equity prices. enforceable right to offset the recognized amounts and there is an intention to be settled on a net basis.
The following are applied in respect to all financial assets:
Agreements of repos & reverse repos are shown by the net in the financial statement in treasury bills and other govern-
Debt securities and equity shares intended to be held on a continuing basis, other than those designated at fair value, are mental notes.
classified as available-for-sale or held-to-maturity. Financial investments are recognized on trade date, when the group
enters into contractual arrangements with counterparties to purchase securities. 2.7. Derivative financial instruments and hedge accounting
Derivatives are recognized initially, and subsequently, at fair value. Fair values of exchange traded derivatives are ob-
Financial assets are initially recognized at fair value plus transaction costs for all financial assets not carried at fair value tained from quoted market prices. Fair values of over-the-counter derivatives are obtained using valuation techniques,
through profit and loss. Financial assets carried at fair value through profit and loss are initially recognized at fair value, including discounted cash flow models and option pricing models. Derivatives are classified as assets when their fair value
and transaction costs are expensed in the income statement. is positive and as liabilities when their fair value is negative.
Financial assets are derecognized when the rights to receive cash flows from the financial assets have expired or when the Embedded derivatives in other financial instruments, such as conversion option in a convertible bond, are treated as
Bank transfers substantially all risks and rewards of the ownership. Financial liabilities are derecognized when they are separate derivatives when their economic characteristics and risks are not closely related to those of the host contract,
extinguished, that is, when the obligation is discharged, cancelled or expired. provided that the host contract is not classified as at fair value through profit and loss. These embedded derivatives are
measured at fair value with changes in fair value recognized in income statement unless the Bank chooses to designate
Available-for-sale, held–for-trading and financial assets designated at fair value through profit and loss are subsequently the hybrid contract as at fair value through net trading income through profit and loss.
measured at fair value. Loans, receivables and held-to-maturity investments are subsequently measured at amortized
cost.

The timing method of recognition in profit and loss, of any gains or losses arising from changes in the fair value of deriva-
tives, depends on whether the derivative is designated as a hedging instrument, and the nature of the item being hedged. 2.9. Fee and commission income
The Bank designates certain derivatives as: Fees charged for servicing a loan or facility that is measured at amortized cost, are recognized as revenue as the service
• Hedging instruments of the risks associated with fair value changes of recognized assets or liabilities or firm commit- is provided. Fees and commissions on non-performing or impaired loans or receivables cease to be recognized as income
ments (fair value hedge). and are rather recorded off balance sheet. These are recognized as revenue, on a cash basis, only when interest income
• Hedging of risks relating to future cash flows attributable to a recognized asset or liability or a highly probable forecast on those loans is recognized in profit and loss, at that time, fees and commissions that represent an integral part of the
transaction (cash flow hedge) effective interest rate of a financial asset, are treated as an adjustment to the effective interest rate of that financial asset.
• Hedge accounting is used for derivatives designated in a hedging relationship when the following criteria are met.
Commitment fees and related direct costs for loans and advances where draw down is probable are deferred and recog-
At the inception of the hedging relationship, the Bank documents the relationship between the hedging instrument and nized as an adjustment to the effective interest on the loan once drawn. Commitment fees in relation to facilities where
the hedged item, along with its risk management objectives and its strategy for undertaking various hedge transactions. draw down is not probable are recognized at the maturity of the term of the commitment.
Furthermore, at the inception of the hedge, and on ongoing basis, the Bank documents whether the hedging instrument
is expected to be highly effective in offsetting changes in fair values of the hedged item attributable to the hedged risk. Fees are recognized on the debt instruments that are measured at fair value through profit and loss on initial recognition
and syndicated loan fees received by the Bank are recognized when the syndication has been completed and the Bank
At the inception of the hedge, and on ongoing basis, the Bank documents whether the hedging instrument is expected to does not hold any portion of it or holds a part at the same effective interest rate used for the other participants portions.
be highly effective in offsetting changes in fair values of the hedged item attributable to the hedged risk.
Commission and fee arising from negotiating, or participating in the negotiation of a transaction for a third party such as
2.7.1. Fair value hedge the arrangement of the acquisition of shares or other securities and the purchase or sale of properties are recognized upon
Changes in the fair value of derivatives that are designated and qualified as fair value hedges are recognized in profit completion of the underlying transaction in the income statement .
and loss immediately together with any changes in the fair value of the hedged asset or liability that is attributable to the
hedged risk. The effective portion of changes in the fair value of the interest rate swaps and the changes in the fair value of Other management advisory and service fees are recognized based on the applicable service contracts, usually on accrual
the hedged item attributable to the hedged risk are recognized in the ‘net interest income’ line item of the income state- basis. Financial planning fees related to investment funds are recognized steadily over the period in which the service is
ment. Any ineffectiveness is recognized in profit and loss in ‘net trading income’. provided. The same principle is applied for wealth management; financial planning and custody services that are provided
on the long term are recognized on the accrual basis also.
When the hedging instrument is no longer qualified for hedge accounting, the adjustment to the carrying amount of a
hedged item, measured at amortized cost, arising from the hedged risk is amortized to profit and loss from that date using 2.10. Dividend income
the effective interest method. Dividends are recognized in the income statement when the right to collect it is declared.
2.7.2. Derivatives that do not qualify for hedge accounting 2.11. Sale and repurchase agreements
All gains and losses from changes in the fair values of derivatives that do not qualify for hedge accounting are recognized Securities may be lent or sold according to a commitment to repurchase (Repos) are reclassified in the financial state-
immediately in the income statement. These gains and losses are reported in ‘net trading income’, except where deriva- ments and deducted from treasury bills balance. Securities borrowed or purchased according to a commitment to re-
tives are managed in conjunction with financial instruments designated at fair value , in which case gains and losses are sell them (Reverse Repos) are reclassified in the financial statements and added to treasury bills balance. The difference
reported in ‘net income from financial instruments designated at fair value’. between sale and repurchase price is treated as interest and accrued over the life of the agreements using the effective
interest rate method.
2.8. Interest income and expense
Interest income and expense for all financial instruments except for those classified as held-for-trading or designated at 2.12. Impairment of financial assets
fair value are recognized in ‘interest income’ and ‘interest expense’ in the income statement using the effective interest 2.12.1. Financial assets carried at amortised cost
method. The Bank assesses on each balance sheet date whether there is objective evidence that a financial asset or group of fi-
The effective interest method is a method of calculating the amortized cost of a financial asset or a financial liability and nancial assets is impaired. A financial asset or a group of financial assets is impaired only if there is objective evidence of
of allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that ex- impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event/s’) and
actly discounts estimated future cash payments or receipts through the expected life of the financial instrument or, when that loss event/s has an impact on the estimated future cash flows of the financial asset or group of financial assets that
appropriate, a shorter period to the net carrying amount of the financial asset or financial liability. When calculating the can be reliably estimated.
effective interest rate, the Bank estimates cash flows considering all contractual terms of the financial instrument (for
example, prepayment options) but does not consider future credit losses. The calculation includes all fees and points paid The criteria that the Bank uses to determine that there is objective evidence of an impairment loss include:
or received between parties to the contract that represents an integral part of the effective interest rate, transaction costs • Cash flow difficulties experienced by the borrower ( e.g, equity ratio, net income percentage of sales).
and all other premiums or discounts. • Violation of the conditions of the loan agreement such as non-payment.
Once loans or debts are classified as nonperforming or impaired, the revenue of interest income will not be recognized • Initiation of bankruptcy proceedings.
and will be recorded off balance sheet, and are recognized as income subsequently based on a cash basis according to the • Deterioration of the borrower’s competitive position.
following: • The Bank for reasons of economic or legal financial difficulties of the borrower by granting concessions may not agree with
• When all arrears are collected for consumer loans, personnel mortgages and micro-finance loans. the Bank granted in normal circumstances.
• When calculated interest for corporate are capitalized according to the rescheduling agreement conditions until paying • Deterioration in the value of collateral or deterioration of the creditworthiness of the borrower.
25% from rescheduled payments for a minimum performing period of one year, if the customer continues to perform, the
calculated interest will be recognized in interest income (interest on the performing rescheduling agreement balance)
without the marginalized before the rescheduling agreement which will be recognized in interest income after the settle-
ment of the outstanding loan balance.

The objective evidence of impairment loss for a group of financial assets is observable data indicating that there is a the assets are impaired. During periods start from first of January 2009, the decrease consider significant when it became
measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial recognition 10% from the book value of the financial instrument and the decrease consider to be extended if it continues for period
of those assets, although the decrease cannot yet be identified with the individual financial assets in the portfolio, for more than 9 months, and if the mentioned evidences become available then any cumulative gains or losses previously
instance an increase in the default rates for a particular banking product. recognized in equity are recognized in the income statement , in respect of available for sale equity securities, impairment
losses previously recognized in profit and loss are not reversed through the income statement.
The Bank estimates the period between a losses occurring and its identification for each specific portfolio. In general, the
periods used vary between three months to twelve months. If, in a subsequent period, the fair value of a debt instrument classified as available for sale increases and the increase
• The Bank first assesses whether objective evidence of impairment exists individually for financial assets that are individu- can be objectively related to an event occurring after the impairment loss was recognized in the income statement, the
ally significant, and individually or collectively for financial assets that are not individually significant and in this field the impairment loss is reversed through the income statement to the extent of previously recognized impairment charge from
following are considered: equity to income statement.
• If the Bank determines that no objective evidence of impairment exists for an individually assessed financial asset, wheth-
er significant or not, it includes the asset in a group of financial assets with similar credit risk characteristics and collec- 2.13. Real estate investments
tively assesses them for impairment according to historical default ratios. The real estate investments represent lands and buildings owned by the Bank in order to obtain rental returns or capital gains and
• If the Bank determines that an objective evidence of financial asset impairment exist that is individually assessed for im- therefore do not include real estate assets which the Bank exercised its work through or those that have owned by the Bank as settle-
pairment and for which an impairment loss is or continues to be recognized are not included in a collective assessment of ment of debts. The accounting treatment is the same used with property, plant and equipment.
impairment.
2.14. Property, plant and equipment
The amount of the loss is measured as the difference between the asset’s carrying amount and the present value of esti- Lands and buildings comprise mainly branches and offices. All property, plant and equipment are stated at historical cost
mated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s less depreciation and impairment losses. Historical cost includes expenditure that is directly attributable to the acquisi-
original effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account and tion of the items.
the amount of the loss is recognized in the income statement. If a loan or held to maturity investment has a variable inter-
est rate, the discount rate for measuring any impairment loss is the current effective interest rate determined under the Subsequent costs are included in the asset’s carrying amount or as a separate asset, as appropriate, only when it is prob-
contract when there is objective evidence for asset impairment. As a practical expedient, the Bank may measure impair- able that future economic benefits will flow to the Bank and the cost of the item can be measured reliably. All other repairs
ment on the basis of an instrument’s fair value using an observable market price. and maintenance are charged to other operating expenses during the financial period in which they are incurred.
The calculation of the present value of the estimated future cash flows of a collateralized financial asset reflects the cash Land is not depreciated. Depreciation of other assets is calculated using the straight-line method to allocate their residual
flows that may result from foreclosure less costs for obtaining and selling the collateral, whether or not foreclosure is values over estimated useful lives, as follows:
probable.
Buildings 20 years.
For the purposes of a collective evaluation of impairment, financial assets are grouped on the basis of similar credit risk Leasehold improvements 3 years, or over the period of the lease if less
characteristics (i.e., on the basis of the group’s grading process that considers asset type, industry, geographical location, Furniture and safes 5 years.
collateral type, past-due status and other relevant factors). Those characteristics are relevant to the estimation of future Typewriters, calculators and air-conditions 8 years
cash flows for groups of such assets by being indicative of the debtors’ ability to pay all amounts due according to the con- Transportations 5 years
tractual terms of the assets being evaluated. Computers and core systems 3/10 years
Fixtures and fittings 3 years
For the purposes of evaluation of impairment for a group of a financial assets according to historical default ratios future
cash flows in a group of financial assets that are collectively evaluated for impairment are estimated on the basis of the The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, on each balance sheet date. De-
contractual cash flows of the assets in the Bank and historical loss experience for assets with credit risk characteristics preciable assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying
similar to those in the Bank. Historical loss experience is adjusted on the basis of current observable data to reflect the amount may not be recovered. An asset’s carrying amount is written down immediately to its recoverable value if the as-
effects of current conditions that did not affect the period on which the historical loss experience is based and to remove set’s carrying amount exceeds its estimated recoverable amount. The recoverable amount is the higher of the asset’s fair
the effects of conditions in the historical period that do not currently exist. value less costs to sell and value in use.
Estimates of changes in future cash flows for groups of assets should be reflected together with changes in related observ- Gains and losses on disposals are determined by comparing the selling proceeds with the asset carrying amount and
able data from period to period (e.g. changes in unemployment rates, property prices, payment status, or other indicative charged to other operating expenses in the income statement.
factors of changes in the probability of losses in the Bank and their magnitude). The methodology and assumptions used
for estimating future cash flows are reviewed regularly by the Bank. 2.15. Impairment of non-financial assets
Assets that have an indefinite useful life are not amortized -except goodwill- and are tested annually for impairment. As-
2.12.2. Available for sale investments sets that are subject to amortization are reviewed for impairment whenever events or changes in circumstances indicate
The Bank assesses on each balance sheet date whether there is objective evidence that a financial asset or a group of that the carrying amount may not be recoverable. An impairment loss is recognized for the amount by which the asset’s
financial assets classify under available for sale is impaired. In the case of equity investments classified as available for carrying amount exceeds its recoverable amount.
sale, a significant or prolonged decline in the fair value of the security below its cost is considered in determining whether

The recoverable amount is the higher of an asset’s fair value less costs to sell or value in use. Assets are tested for impair- Provisions for obligations, other than those for credit risk or employee benefits, due within more than 12 months from the
ment with reference to the lowest level of cash generating unit(s). A previously recognized impairment loss relating to a balance sheet date are recognized based on the present value of the best estimate of the consideration required to settle
fixed asset may be reversed in part or in full when a change in circumstances leads to a change in the estimates used to the present obligation on the balance sheet date. An appropriate pretax discount rate that reflects the time value of money
determine the fixed asset’s recoverable amount. The carrying amount of the fixed asset will only be increased up to the is used to calculate the present value of such provisions. For obligations due within less than twelve months from the bal-
amount that the original impairment not been recognized. ance sheet date, provisions are calculated based on undiscounted expected cash outflows unless the time value of money
has a significant impact on the amount of provision, then it is measured at the present value.
2.16. Leases
The accounting treatment for the finance lease is complied with law 95/1995, if the contract entitles the lessee to purchase 2.19. Share based payments
the asset at a specified date and predefined value, or the current value of the total lease payments representing at least 90% The Bank applies an equity-settled, share-based compensation plan. The fair value of equity instruments recognized as
of the value of the asset. The other leases contracts are considered operating leases contracts. an expense over the vesting period using appropriate valuation models, taking into account the terms and conditions
upon which the equity instruments were granted. The vesting period is the period during which all the specified vesting
2.16.1. Being lessee conditions of a share-based payment arrangement are to be satisfied. Vesting conditions include service conditions, per-
Finance lease contract recognizes the lease cost, including the cost of maintenance of the leased assets in the income formance conditions and market performance conditions are taken into account when estimating the fair value of equity
statement for the period in which they occurred. If the Bank decides to exercise the right to purchase the leased asset the instruments on the date of grant. On each balance sheet date the number of options that are expected to be exercised are
leased assets are capitalized and included in ‘property, plant and equipment’ and depreciated over the useful life of the estimated. Recognizes estimate changes, if any, in the income statement, and a corresponding adjustment to equity over
expected remaining life of the asset in the same manner as similar assets. the remaining vesting period.
Operating lease payments leases are accounted for on a straight-line basis over the periods of the leases and are included
in ‘general and administrative expenses’. The proceeds received net of any directly attributable transaction costs are credited to share capital (nominal value) and
share premium when the options are exercised.
2.16.2. Being lessor
For finance lease, assets are recorded in the property, plant and equipment in the balance sheet and amortized over the 2.20. Income tax
expected useful life of this asset in the same manner as similar assets. Lease income is recognized on the basis of rate of re- Income tax on the profit and loss for the period and deferred tax are recognized in the income statement except for income
turn on the lease in addition to an amount corresponding to the cost of depreciation for the period. The difference between tax relating to items of equity that are recognized directly in equity.
the recognized rental income and the total finance lease clients’ accounts is transferred to the in the income statement
until the expiration of the lease to be reconciled with a net book value of the leased asset. Maintenance and insurance Income tax is recognized based on net taxable profit using the tax rates applicable on the date of the balance sheet in ad-
expenses are charged to the income statement when incurred to the extent that they are not charged to the tenant. dition to tax adjustments for previous years.
In case there is objective evidence that the Bank will not be able to collect the of financial lease obligations, the finance Deferred taxes arising from temporary time differences between the book value of assets and liabilities are recognized in
lease payments are reduced to the recoverable amount. accordance with the principles of accounting and value according to the foundations of the tax, this is determining the
value of deferred tax on the expected manner to realize or settle the values of assets and liabilities, using tax rates appli-
For assets leased under operating lease it appears in the balance sheet under property, plant and equipment, and depre- cable on the date of the balance sheet.
ciated over the expected useful life of the asset in the same way as similar assets, and the lease income recorded less any
discounts given to the lessee on a straight-line method over the contract period. Deferred tax assets of the Bank recognized when there is likely to be possible to achieve profits subject to tax in the future
to be possible through to use that asset, and is reducing the value of deferred tax assets with part of that will come from
2.17. Cash and cash equivalents tax benefit expected during the following years, that in the case of expected high benefit tax, deferred tax assets will in-
For the purposes of the cash flow statement, cash and cash equivalents comprise balances with less than three months’ crease within the limits of the above reduced.
maturity from the date of acquisition, including cash and non-restricted balances with central banks, treasury bills and
other eligible bills, loans and advances to banks, amounts due from other banks and short-term government securities. 2.21. Borrowings
Borrowings are recognized initially at fair value net of transaction costs incurred. Borrowings are subsequently stated at
2.18. Other provisions amortized cost also any difference between proceeds net of transaction costs and the redemption value is recognized in
Provisions for restructuring costs and legal claims are recognized when the Bank has present legal or constructive obliga- the income statement over the period of the borrowings using the effective interest method.
tions as a result of past events; where it is more likely than not that a transfer of economic benefit will be necessary to settle
the obligation, and it can be reliably estimated. 2.22. Dividends
Dividends on ordinary shares and profit sharing are recognized as a charge of equity upon the general assembly approval.
In case of similar obligations, the related cash outflow should be determined in order to settle these obligations as a group. Profit sharing includes the employees’ profit share and the Board of Directors’ remuneration as prescribed by the Bank’s
The provision is recognized even in case of minor probability that cash outflow will occur for an item of these obligations. articles of incorporation and the corporate law.
When a provision is wholly or partially no longer required, it is reversed through profit or loss under other operating in- 2.23. Comparatives
come (expenses). Comparative figures have been adjusted to conform with changes in the presentation of the current period where necessary.

3. Financial risk management Loss given default or loss severity represents the Bank expectation of the extent of loss on a claim should default occur. It is
The Bank’s activities expose it to a variety of financial risks and those activities involve the analysis, evaluation, acceptance and expressed as percentage loss per unit of exposure and typically varies by type of counterparty, type and seniority of claim
management of some degree of risk or combination of risks. Taking risk is core to the financial business, and the operational and availability of collateral or other credit mitigation.
risks are an inevitable consequence of being in business. The Bank’s aim is therefore to achieve an appropriate balance between
risk and rewards and minimize potential adverse effects on the Bank’s financial performance. The most important types of fi- 3.1.1.2. Debt instruments and treasury and other bills
nancial risks are credit risk, market risk, liquidity risk and other operating risks. Also market risk includes exchange rate risk, For debt instruments and bills, external rating such as standard and poor’s rating or their equivalents are used for man-
rate of return risk and other prices risks. aging of the credit risk exposures, and if this rating is not available, then other ways similar to those used with the credit
customers are uses. The investments in those securities and bills are viewed as a way to gain a better credit quality map-
The Bank’s risk management policies are designed to identify and analyze these risks, to set appropriate risk limits and con- ping and maintain a readily available source to meet the funding requirement at the same time.
trols, and to monitor the risks and adherence to limits by means of reliable and up-to-date information systems. The Bank
regularly reviews its risk management policies and systems to reflect changes in markets, products and emerging best practice. 3.1.2. Risk limit control and mitigation policies
The Bank manages, limits and controls concentrations of credit risk wherever they are identified − in particular, to indi-
Risk management is carried out by risk department under policies approved by the Board of Directors. Bank treasury identifies, vidual counterparties and banks, and to industries and countries.
evaluates and hedges financial risks in close co-operation with the Bank’s operating units.
The Bank structures the levels of credit risk it undertakes by placing limits on the amount of risk accepted in relation to
The Board provides written principles for overall risk management, as well as written policies covering specific areas, such as for- one borrower, or groups of borrowers, and to geographical and industry segments. Such risks are monitored on a revolving
eign exchange risk, interest rate risk, credit risk, use of derivative financial instruments and non-derivative financial instruments. basis and subject to an annual or more frequent review, when considered necessary. Limits on the level of credit risk by
In addition, credit risk management is responsible for the independent review of risk management and the control environment. individual, counterparties, product, and industry sector and by country are approved quarterly by the Board of Directors.
3.1. Credit risk The exposure to any one borrower including banks and brokers is further restricted by sub-limits covering on- and off-
The Bank takes on exposure to credit risk, which is the risk that counterparty will cause a financial loss for the Bank by balance sheet exposures, and daily delivery risk limits in relation to trading items such as forward foreign exchange con-
failing to discharge an obligation. Management therefore carefully manages its exposure to credit risk. Credit exposures tracts. Actual exposures against limits are monitored daily.
arise principally in loans and advances, debt securities and other bills. There is also credit risk in off-balance sheet finan-
cial arrangements such as loan commitments. The credit risk management and control are centralized in a credit risk Exposure to credit risk is also managed through regular analysis of the ability of borrowers and potential borrowers to
management team in bank treasury and reported to the Board of Directors and head of each business unit regularly. meet interest and capital repayment obligations and by changing these lending limits where appropriate.
Some other specific control and mitigation measures are outlined below:
3.1.1. Credit risk measurement
3.1.1.1. Loans and advances to banks and customers 3.1.2.1. Collateral
In measuring credit risk of loans and facilities to banks and customers at a counterparty level, the Bank reflects three The Bank sets a range of policies and practices to mitigate credit risk. The most traditional of these is the taking of security
components (i) the ‘probability of default’ by the client or counterparty on its contractual obligations (ii) current expo- for funds advances, which is common practice. The Bank implements guidelines on the acceptability of specific classes of
sures to the counterparty and its likely future development, from which the Bank derive the ‘exposure at default’; and (iii) collateral or credit risk mitigation. The principal collateral types for loans and advances are:
the likely recovery ratio on the defaulted obligations (the ‘loss given default’). • Mortgages over residential properties.
• Mortgage business assets such as premises, and inventory.
These credit risk measurements, which reflect expected loss (the ‘expected loss model’) are required by the Basel commit- • Mortgage financial instruments such as debt securities and equities.
tee on banking regulations and the supervisory practices (the Basel committee), and are embedded in the Bank’s daily
operational management. The operational measurements can be contrasted with impairment allowances required under Longer-term finance and lending to corporate entities are generally secured; revolving individual credit facilities are
EAS 26, which are based on losses that have been incurred on the balance sheet date (the ‘incurred loss model’) rather generally unsecured. In addition, in order to minimize the credit loss the Bank will seek additional collateral from the
than expected losses (note 3.1). counterparty as soon as impairment indicators are noticed for the relevant individual loans and advances.
The Bank assesses the probability of default of individual counterparties using internal rating tools tailored to the various Collateral held as security for financial assets other than loans and advances is determined by the nature of the instru-
categories of counterparty. They have been developed internally and combine statistical analysis with credit officer judgment. Debt securities, treasury and other governmental securities are generally unsecured, with the exception of asset-
ment and are validated, where appropriate. Clients of the Bank are segmented into four rating classes. The Bank’s rating backed securities and similar instruments, which are secured by portfolios of financial instruments.
scale, which is shown below, reflects the range of default probabilities defined for each rating class. This means that, in
principle, exposures migrate between classes as the assessment of their probability of default changes. The rating tools 3.1.2.2. Derivatives
are kept under review and upgraded as necessary. The Bank regularly validates the performance of the rating and their The Bank maintains strict control limits on net open derivative positions (i.e., the difference between purchase and sale
predictive power with regard to default events. contracts), by both amount and term. At any one time, the amount subject to credit risk is limited to the current fair value
of instruments that are favorable to the Bank (i.e., assets with positive fair value), which in relation to derivatives is only a
Bank’s rating description of the grade small fraction of the contract, or notional values used to express the volume of instruments outstanding. This credit risk
1 performing loans exposure is managed as part of the overall lending limits with customers, together with potential exposures from market
2 regular watching movements. Collateral or other security is not usually obtained for credit risk exposures on these instruments, except
3 watch list where the Bank requires margin deposits from counterparties.
4 non-performing loans

Settlement risk arises in any situation where a payment in cash, securities or equities is made in the expectation of a cor- The internal rating tools assists management to determine whether objective evidence of impairment exists under EAS
responding receipt in cash, securities or equities. Daily settlement limits are established for each counterparty to cover 26, based on the following criteria set by the Bank:
the aggregate of all settlement risk arising from the Bank market transactions on any single day. • Cash flow difficulties experienced by the borrower or debtor
• Breach of loan covenants or conditions
3.1.2.3. Master netting arrangements • Initiation of bankruptcy proceedings
The Bank further restricts its exposure to credit losses by entering into master netting arrangements with counterpar- • Deterioration of the borrower’s competitive position
ties with which it undertakes a significant volume of transactions. Master netting arrangements do not generally result • Bank granted concessions may not be approved under normal circumstances due to economic, legal reasons and financial
in an offset of balance sheet assets and liabilities, as transactions are usually settled on a gross basis. However, the credit difficulties facing the borrower
risk associated with favorable contracts is reduced by a master netting arrangement to the extent that if a default occurs, • Deterioration of the collateral value
all amounts with the counterparty are terminated and settled on a net basis. The Bank overall exposure to credit risk on • Deterioration of the credit situation
derivative instruments subject to master netting arrangements can change substantially within a short period, as it is af-
fected by each transaction subject to the arrangement. The Bank’s policy requires the review of all financial assets that are above materiality thresholds at least annually or more
regularly when circumstances require. Impairment provisions on individually assessed accounts are determined by an
3.1.2.4. Credit related commitments evaluation of the incurred loss at balance-sheet date, and are applied to all significant accounts individually. The assess-
The primary purpose of these instruments is to ensure that funds are available to a customer as required. Guarantees and ment normally encompasses collateral held (including re-confirmation of its enforceability) and the anticipated receipts
standby letters of credit carry the same credit risk as loans. Documentary and commercial letters of credit – which are for that individual account. Collective impairment provisions are provided portfolios of homogenous assets by using the
written undertakings by the Bank on behalf of a customer authorizing a third party to draw drafts on the Bank up to a available historical loss experience, experienced judgment and statistical techniques.
stipulated amount under specific terms and conditions – are collateralized by the underlying shipments of goods to which
they relate and therefore carry less risk than a direct loan. 3.1.4. Pattern of measuring the general banking risk
In addition to the four categories of the Bank’s internal credit ratings indicated in note 3.1.1, management classifies loans
Commitments to extend credit represent unused portions of authorizations to extend credit in the form of loans, guaran- and advances based on more detailed subgroups in accordance with the CBE regulations. Assets exposed to credit risk
tees or letters of credit. With respect to credit risk on commitments to extend credit, the Bank is potentially exposed to in these categories are classified according to detailed rules and terms depending heavily on information relevant to the
loss in an amount equal to the total unused commitments. However, the likely amount of loss is less than the total unused customer, his activity, financial position and his repayment track record. The Bank calculates required provisions for
commitments, as most commitments to extend credit are contingent upon customers maintaining specific credit stan- impairment of assets exposed to credit risk, including commitments relating to credit on the basis of rates determined
dards. The Bank monitors the term to maturity of credit commitments because longer-term commitments generally have by CBE. In case, the provision required for impairment losses as per CBE credit worthiness rules exceeds the required
a greater degree of credit risk than shorter-term commitments. provisions by the application used in balance sheet preparation in accordance with EAS. That excess shall be debited to
retained earnings and carried to the general banking risk reserve in the equity section. Such reserve is always adjusted, on
3.1.3. Impairment and provisioning policies a regular basis, by any increase or decrease so, that reserve shall always be equivalent to the amount of increase between
The internal rating system described in Note 3.1.1 focus on the credit-quality mapping from the lending and investment the two provisions. Such reserve is not available for distribution.
activities perspective. Conversely, for only financial reporting purposes impairment losses are recognized for that has
been incurred on the balance sheet date when there is an objective evidence of impairment. Due to the different method- Below is a statement of institutional worthiness according to internal ratings compared with CBE ratings and rates of
ologies applied, the amount of incurred impairment losses in balance sheet are usually lower than the amount determined provisions needed for assets impairment related to credit risk:
from the expected loss model that is used for internal operational management and CBE regulation purposes.
CBE Rating Categorization Provision% Internal rating Categorization
The impairment provision reported in balance sheet at the end of the period is derived from each of the four internal credit 1 Low risk 0% 1 Performing loans
risk ratings. However, the majority of the impairment provision is usually driven by the last two rating degrees. The follow- 2 Average risk 1% 1 Performing loans
ing table illustrates the proportional distribution of loans and advances reported in the balance sheet for each of the four 3 Satisfactory risk 1% 1 Performing loans
internal credit risk ratings of the Bank and their relevant impairment losses: 4 Reasonable risk 2% 1 Performing loans
5 Acceptable risk 2% 1 Performing loans
December 31, 2013 December 31, 2012 6 Marginally acceptable risk 3% 2 Regular watching
Bank’s rating 7 Watch list 5% 3 Watch list
Loans and Impairment Loans and Impairment
advances (%) provision (%) advances (%) provision (%) 8 Substandard 20% 4 Non performing loans
9 Doubtful 50% 4 Non performing loans
1-Performing loans 87.71 31.49 89.99 40.84
10 Bad debts 100% 4 Non performing loans
2-Regular watching 4.90 5.32 5.89 8.56
3-Watch list 3.43 19.93 0.49 2.01
4-Non-Performing Loans 3.96 43.26 3.63 48.58

3.1.5. Maximum exposure to credit risk before collateral held 3.1.6. Loans and advances
Dec. 31, 2013 Dec. 31, 2012 Loans and advances are summarized as follows:
In balance sheet items exposed to credit risk EGP EGP Dec. 31, 2013 Dec. 31, 2012
Treasury bills and other governmental notes 23,654,812,174 11,153,742,074 EGP EGP
Trading financial assets: Loans and Loans and Loans and Loans and
- Debt instruments 2,047,967,761 1,138,056,688 advances to advances to advances to advances to
Gross loans and advances to banks 153,833,294 1,208,166,369 customers banks customers banks
Less:Impairment provision (21,410,562) (29,298,630) Neither past due nor impaired 40,832,064,380 123,630,395 40,779,399,095 1,176,571,369
Gross loans and advances to customers Past due but not impaired 2,790,527,143 - 785,027,964 -
Individual: Individually impaired 1,773,225,040 30,202,899 1,578,381,311 31,595,000
- Overdraft 1,173,942,998 1,220,222,219 Gross 45,395,816,563 153,833,294 43,142,808,370 1,208,166,369
- Credit cards 765,623,964 660,932,044 Less:
- Personal loans 4,181,386,392 3,616,553,758 Impairment provision 2,842,840,136 21,410,562 1,901,222,402 29,298,630
- Mortgages 383,143,670 463,833,879 Unamortized bills discount 6,634,495 - 22,277,973 -
- Other loans 10,841,736 20,045,324 Unearned interest 708,390,220 - 520,994,222 -
Corporate: Net 41,837,951,712 132,422,732 40,698,313,773 1,178,867,739
- Overdraft 5,015,510,545 4,288,571,348 Impairment provision losses for loans and advances reached EGP 2,864,250,698.
- Direct loans 24,125,578,810 23,196,204,054
- Syndicated loans 9,630,556,651 9,588,649,990 During the year the Bank’s total loans and advances increased by 2.70% .
- Other loans 109,231,797 87,795,754 In order to minimize the propable exposure to credit risk, the Bank focuses more on the business with large enterprises,banks
Unamortized bills discount (6,634,495) (22,277,973) or retail customers with good credit rating or sufficient collateral.
Impairment provision (2,842,840,136) (1,901,222,402)
Unearned interest (708,390,220) (520,994,222)
Financial investments:
-Debt instruments 26,889,648,525 24,849,111,471
- Investments in subsidiary and associates 599,276,660 938,033,700
Total 95,265,165,102 80,093,585,206
Off balance sheet items exposed to credit risk
Financial guarantees 2,480,059,591 2,276,369,133
Customers acceptances 472,350,554 1,176,928,870
Letter of credit 750,766,099 933,297,936
Letter of guarantee 14,959,372,507 12,787,562,199
Total 18,662,548,751 17,174,158,138
The above table represents the Bank Maximum exposure to credit risk on December 31, 2013, before taking account of any
held collateral.
For assets recognized on balance sheet, the exposures set out above are based on net carrying amounts as reported in the
balance sheet.
As shown above 44.16% of the total maximum exposure is derived from loans and advances to banks and customers while
investments in debt instruments represents 30.38%.
Management is confident in its ability to continue to control and sustain minimal exposure of credit risk resulting from
both its loans and advances portfolio and debt instruments based on the following:
• 92.61% of the loans and advances are concentrated in the top two grades of the internal credit risk rating system.
• 96.04% of loans and advances portfolio are considered to be neither past due nor impaired.
• Loans and advances assessed individualy are valued EGP 1,803,427,939.
• The Bank has implemented more prudent processes when granting loans and advances during the financial year ended
on December 31, 2013.
• 95.01% of the investments in debt Instruments are Egyptian sovereign instruments.

Net loans and advances to customers and banks:
EGP
Individual Corporate Total loans and Total loans
Dec. 31, 2013 Personal Other Syndicated Other advances to and advances
Overdrafts Credit cards Mortgages Overdraft Direct loans customers to banks
loans loans loans loans
Grades:
Performing loans 1,094,590,541 736,700,792 3,996,265,873 366,843,424 - 4,407,490,858 19,559,702,025 8,665,942,088 103,049,090 38,930,584,691 121,253,726
Regular watching 51,117,932 14,364,025 44,547,698 - - 69,765,752 1,439,446,597 459,723,167 712,987 2,079,678,158 -
Watch list 10,007,708 3,894,678 24,518,735 - 7,100,394 126,847,106 811,645,615 5,446,049 - 989,460,285 -
Non-performing loans 8,994,399 2,273,295 33,393,449 2,516,317 532,712 77,204,166 361,453,745 66,382,676 502,534 553,253,293 11,169,006

Total 1,164,710,580 757,232,790 4,098,725,755 369,359,741 7,633,106 4,681,307,882 22,172,247,982 9,197,493,980 104,264,611 42,552,976,427 132,422,732
EGP
Grades:
Performing loans 1,152,693,431 633,881,668 3,459,502,653 449,183,484 1,107,853 3,828,066,231 19,714,723,182 8,634,047,670 82,087,754 37,955,293,927 1,168,312,112
Regular watching 39,975,851 12,960,108 35,395,626 - 16,959,188 147,548,565 1,762,255,708 431,680,704 79,991 2,446,855,741 -
Watch list 9,922,637 3,940,508 20,441,412 - - 8,557,078 - 135,043,296 - 177,904,931 -
Total 1,209,469,172 652,603,713 3,542,118,204 450,457,019 18,954,393 4,079,020,119 21,954,188,115 9,252,081,386 82,693,846 41,241,585,968 1,178,867,739
Loans and advances past due but not impaired:

Loans and advances less than 90 days past due are not considered impaired, unless there is an objective evidence of impairment.
Individual Corporate
Dec. 31, 2013 Syndicated
Overdrafts Credit cards Personal Mortgages Total Overdraft Direct loans Total
loans loans
Past due up to 30 days 282,863,638 145,913,282 9,383,181 741,580 438,901,681 1,309,118,603 749,247,887 22,884,352 2,081,250,842
Past due 30 - 60 days 51,211,222 15,126,962 2,852,133 199,332 69,389,649 20,300,304 17,617,160 - 37,917,464
Past due 60-90 days 10,049,551 4,646,221 2,704,540 16,160 17,416,472 79,699,492 65,951,544 - 145,651,036
Total 344,124,411 165,686,465 14,939,854 957,072 525,707,802 1,409,118,399 832,816,591 22,884,352 2,264,819,342
loans loans
Past due up to 30 days 270,505,350 136,831,472 11,448,890 700,995 419,486,707 32,640,253 83,898,165 105,902,043 222,440,462
Past due 30-60 days 40,136,708 13,690,593 2,585,035 91,626 56,503,962 4,432,342 7,374,788 - 11,807,130
Past due 60-90 days 10,117,386 4,794,090 2,195,267 110,400 17,217,143 30,810,328 24,880,581 1,881,651 57,572,559
Total 320,759,444 155,316,155 16,229,192 903,021 493,207,812 67,882,923 116,153,535 107,783,694 291,820,152
Individually impaired loans

Loans and advances individually assessed without taking into consideration cash flows from guarantees are totaled EGP 1,803,427,939.
The breakdown of the gross amount of individually impaired loans and advances by product, along with the fair value of related collateral held by the Bank, are as follows:
Dec. 31, 2013
Overdrafts Credit cards Personal Mortgages Other loans Overdraft Direct loans Syndicated Total
loans loans Other loans
Individually impaired loans 14,564,000 5,939,925 102,518,959 13,065,713 1,384,759 262,466,686 1,128,085,083 272,229,139 3,173,675 1,803,427,939
Dec. 31, 2012
Loans and advances restructured
EGP
Total
23,654,812,174
2,047,967,761
153,833,294
(21,410,562)
1,173,942,998
765,623,964
4,181,386,392
383,143,670
10,841,736
5,015,510,545
24,125,578,810
9,630,556,651
109,231,797
(6,634,495)
(2,842,840,136)
(708,390,220)
103,085,538
26,889,648,525
599,276,660
95,265,165,102
Restructuring activities include reschaduling arrangements, obligatory management programs, modification and deferral of
payments. The application of restructuring policies are based on indicators or criteria of credit performance of the borrower
that is based on the personal judgment of the management, indicate that payment will most likely continue. Restructuring is
commonly applied to term loans, specially customer loans. Renegotiated loans totaled at the end of the year
Dec. 31, 2013 Dec. 31, 2012
Loans and advances to customer
Individual
-
-
-
1,173,942,998
765,623,964
4,181,386,392
383,143,670
10,841,736
-
-
-
-
-
(133,468,940)
(39,328,295)
-
-
-
6,342,141,525
Corporate
Direct loans 2,950,132,000 2,924,873,000
Total 2,950,132,000 2,924,873,000
3.1.7. Debt instruments, treasury bills and other governmental notes
Government Other activities
-
-
-
-
-
-
-
-
1,934,555,071
10,806,642,350
3,765,024,288
3,256,225
-
(1,182,773,613)
(357,500,457)
-
-
-
14,969,203,864
The table below presents an analysis of debt instruments, treasury bills and other governmental notes by rating
agency designation at end of financial year, based on Standard & Poor’s ratings or their equivalent:
EGP
Non-trading
The following table analysis the Group’s main credit exposure at their book value categorized by the Bank customers activities.
Treasury bills and Trading financial
Dec. 31, 2013 financial debt Total
other gov. notes debt instruments instruments
sector
23,654,812,174
2,047,967,761
-
-
-
-
-
-
-
468,096,213
1,095,296,185
34,722,222
-
-
(15,397,347)
-
-
25,495,134,249
-
52,780,631,457
AAA - - 962,346,780 962,346,780
AA- to AA+ - - 176,768,467 176,768,467
A- to A+ - - 200,559,029 200,559,029
Lower than A- - 86,593,728 851,468,992 938,062,720
Unrated 23,654,812,174 1,961,374,033 24,698,505,257 50,314,691,464
Total 23,654,812,174 2,047,967,761 26,889,648,525 52,592,428,460
and
retail trade
-
-
-
-
-
-
-
-
-
274,467,379
215,552,531
-
15,000,000
-
(6,237,296)
(14,399)
-
-
-
498,768,215
Real estate Wholesale
3.1.8. Concentration of risks of financial assets with credit risk exposure
3.1.8.1. Geographical sectors
Following is a breakdown of the Bank’s main credit exposure at their book values categorized by geographical region at
the end of the current year.
-
-
-
-
-
-
-
-
-
-
1,013,245,488
-
1,046,185,896
-
-
(38,475,946)
-
-
-
-
2,020,955,438
The Bank has allocated exposures to regions based on the country of domicile of its counterparties.
Alex, Delta
Dec. 31, 2013 Cairo Upper Egypt Total
and Sinai
Treasury bills and other governmental notes 23,654,812,174 - - 23,654,812,174
Trading financial assets:
Manufacturing
-
-
-
-
-
-
-
-
1,301,794,515
11,224,774,953
4,784,624,245
90,975,572
-
(1,454,360,568)
(311,547,069)
-
-
-
15,636,261,648
- Debt instruments 2,047,967,761 - - 2,047,967,761
Gross loans and advances to banks 153,833,294 - - 153,833,294
Less:Impairment provision (21,410,562) - - (21,410,562)
Gross loans and advances to customers
Individual:
- Overdrafts 788,301,456 260,325,730 125,315,812 1,173,942,998
Financial
institutions
-
-
153,833,294
(21,410,562)
-
-
-
-
-
23,351,879
783,312,791
-
-
(6,634,495)
(12,126,426)
-
103,085,538
1,394,514,276
599,276,660
3,017,202,955
- Credit cards 577,101,742 158,976,345 29,545,877 765,623,964
- Personal loans 2,809,768,674 1,097,553,129 274,064,589 4,181,386,392
- Mortgages 317,339,513 56,881,818 8,922,339 383,143,670
- Other loans 9,563,433 1,278,303 - 10,841,736
Corporate:
- Overdrafts 4,141,934,996 634,425,280 239,150,269 5,015,510,545
Gross loans and advances to custom-

Treasury bills and other governmental
- Investments in subsidiary and associ-

- Direct loans 18,759,464,871 4,753,247,203 612,866,736 24,125,578,810
Gross loans and advances to banks

- Syndicated loans 8,869,001,700 761,554,951 - 9,630,556,651
Derivative financial instruments

- Other loans 105,176,241 4,055,556 - 109,231,797
Unamortized bills discount (6,634,495) - - (6,634,495)
Unamortized bills discount

Less:Impairment provision
Impairment provision (2,842,840,136)

(2,842,840,136) - -
3.1.8.2. Industry sectors
Unearned interest (553,087,820) (153,568,700) (1,733,700) (708,390,220)
Impairment provision
Derivative financial instruments 103,085,538 - - 103,085,538
- Debt instruments
- Syndicated loans
-Debt instruments
Unearned interest
- Personal loans
-Debt instruments 26,889,648,525 - - 26,889,648,525
- Credit cards
- Direct loans
- Other loans
- Other loans
- Overdrafts
- Overdrafts
- Mortgages
Individual:
Dec. 31, 2013
Corporate:
- Investments in subsidiary and associates 599,276,660 - - 599,276,660
Total 86,402,303,565 7,574,729,615 1,288,131,922 95,265,165,102
notes
ates
Total
ers

3.2. Market risk Trading portfolio VaR by risk type

Market risk represnted as fluctuations in fair value or future cash flow, including foreign exchange rates and commodity Dec. 31, 2013 Dec. 31, 2012
prices, interest rates, credit spreads and equity prices will reduce the Bank’s income or the value of its portfolios. the Bank Medium High Low Medium High Low
separates exposures to market risk into trading or non-trading portfolios. Foreign exchange risk 89,669 539,916 3,370 40,138 175,325 4,756
Interest rate risk
Market risks are measured, monitored and controlled by the market risk management department. In addition, regular - For trading purposes 11,620,567 16,839,550 6,589,626 4,487,192 9,669,731 2,126,504
reports are submitted to the Asset and Liability Management Committee (ALCO), Board Risk Committee and the heads Equities risk 124,134 203,290 85,632 278,907 368,507 149,646
of each business unit. Funds managed by others risk 606,374 1,124,626 35,182 - - -
Investment fund 305,229 491,484 210,658 287,242 465,524 169,518
Trading portfolios include positions arising from market-making, position taking and others designated as marked-to- Total VaR 11,654,395 16,875,949 6,621,300 4,553,070 9,721,129 2,218,253
market. Non-trading portfolios include positions that primarily arise from the interest rate management of the group’s
retail and commercial banking assets and liabilities, financial investments designated as available for sale and held-to- Non trading portfolio VaR by risk type
maturity. Dec. 31, 2013 Dec. 31, 2012
Medium High Low Medium High Low
3.2.1. Market risk measurement techniques Interest rate risk
As part of the management of market risk, the Bank undertakes various hedging strategies. the Bank also enters into in- - For non trading purposes 63,975,773 84,950,011 48,925,587 29,092,222 72,429,892 919,482
terest rate swaps to match the interest rate risk associated with the fixed-rate long-term debt Total VaR 63,975,773 84,950,011 48,925,587 29,092,222 72,429,892 919,482
instrument and loans to which the fair value option has been applied . The aggregate of the trading and non-trading VaR results does not constitute the Bank’s VaR due to correlations and
consequent diversification effects between risk types and portfolio types.
3.2.1.1 Value at Risk
The Bank applies a "Value at Risk" methodology (VaR) to its trading and non-trading portfolios, to estimate the market 3.2.3. Foreign exchange risk
risk of positions held and the maximum losses expected under normal market conditions, based upon a number of as- The Bank's financial position and cash flows are exposed to fluctuations in foreign currency exchange rates. The Board
sumptions for various changes in market conditions. sets limits on the level of exposure by currency and in aggregate for both overnight and intra-day positions, which are
monitored daily. The table below summarizes the Bank’s exposure to foreign currency exchange rate risk and Bank’s fi-
VaR is a statistically based estimate of the potential loss on the current portfolio from adverse market movements. It nancial instruments at carrying amounts, categorized by currency.
expresses the ‘maximum’ amount the Bank might lose , but only to a certain level of confidence (95%). There is therefore Equivalent EGP
a specified statistical probability (5%) that actual loss could be greater than the VaR estimate. The VaR model assumes a Dec. 31, 2013 EGP USD EUR GBP Other Total
certain ‘holding period’ until positions can be closed (1 Day). The Bank is assessing the historical movements in the market Financial assets
prices based on volatilities and correlations data for the past five years. The use of this approach does not prevent losses Cash and balances with
3,934,820,535 685,783,608 97,955,512 21,155,801 56,524,898 4,796,240,354
outside of these limits in the event of more significant market movements. Central Bank
Due from banks 49,755,496 5,569,959,173 2,823,809,212 386,613,624 63,533,460 8,893,670,965
As VaR constitutes an integral part of the Bank’s market risk control regime, the Market Risk Management set Soft VaR Treasury bills and other
20,718,475,000 3,832,188,780 181,468,677 - - 24,732,132,457
Limits, trading book, which have been approved by the board, and are monitored and reported on a daily basis to the Se- governmental notes
nior Management. In addition, monthly limits compliance is reported to the ALCO. Trading financial assets 2,150,872,512 86,593,728 - - 8,881,566 2,246,347,806
Gross loans and advances to
- 153,833,294 - - - 153,833,294
banks
The Bank has developed the internal model to calculate VaR and is not yet approved by the Central Bank as the regulator Gross loans and advances to
is currently applying and requiring banks to calculate the Market Risk Capital Requirements according to Basel II Stan- 25,967,879,074 18,702,088,432 645,731,167 46,134,574 33,983,316 45,395,816,563
customers
dardized Approach. Derivative financial
35,951,722 65,733,199 1,400,617 - - 103,085,538
instruments
3.2.1.2. Stress tests Financial investments
Stress tests provide an indication of the potential size of losses that could arise under extreme market conditions. There- - Available for sale 22,131,250,477 1,232,251,218 - - - 23,363,501,695
fore, bank computes on a daily basis trading Stress VaR, combined with trading Normal VaR to capture the abnormal - Held to maturity 4,187,173,991 - - - - 4,187,173,991
movements in financial markets and to give more comprehensive picture of risk. The results of the stress tests are re- Investments in subsidiary and
558,685,850 40,590,810 - - - 599,276,660
viewed by the ALCO on a monthly basis and the board risk committee on a quarterly basis. associates
Total financial assets 79,734,864,657 30,369,022,242 3,750,365,185 453,903,999 162,923,240 114,471,079,323
3.2.2. Value at risk (VaR) Summary Financial liabilities
Total VaR by risk type EGP Due to banks 319,951,905 1,031,898,608 20,152,926 1,399,569 7,032 1,373,410,040
Dec. 31, 2013 Dec. 31, 2012 Due to customers 64,712,814,197 27,965,508,241 3,585,282,145 456,884,824 219,780,593 96,940,270,000
Medium High Low Medium High Low Derivative financial
31,266,232 81,503,495 2,108,856 - - 114,878,583
Foreign exchange risk 89,669 539,916 3,370 40,138 175,325 4,756 instruments
Interest rate risk 75,596,340 101,789,562 55,515,213 33,579,414 82,099,623 3,045,986 Long term loans 132,153,227 - - - - 132,153,227
- For non trading purposes 63,975,773 84,950,011 48,925,587 29,092,222 72,429,892 919,482 Total financial liabilities 65,196,185,561 29,078,910,344 3,607,543,927 458,284,393 219,787,625 98,560,711,850
- For trading purposes 11,620,567 16,839,550 6,589,626 4,487,192 9,669,731 2,126,504 Net on-balance sheet
14,538,679,096 1,290,111,898 142,821,258 (4,380,394) (56,864,385) 15,910,367,473
Equities risk 124,134 203,290 85,632 278,907 368,507 149,646 financial position
Portfolio managed by others risk 606,374 1,124,626 35,182 - - -
Investment fund 305,229 491,484 210,658 287,242 465,524 169,518
Total VaR 75,622,331 101,827,317 55,529,386 33,555,660 82,161,567 3,139,829

3.2.4. Interest rate risk 3.3. Liquidity risk

The Bank takes on exposure to the effects of fluctuations in the prevailing levels of market interest rates on both its fair Liquidity risk is the risk that the Bank does not have sufficient financial resources to meet its obligations arises from its
value and cash flow risks. Interest margins may increase as a result of such changes but profit may decrease in the event financial liabilities as they fall due or to replace funds when they are withdrawn. The consequence may be the failure to
that unexpected movements arise.The Board sets limits on the gaps of interest rate repricing that may be undertaken, meet obligations to repay depositors and fulfill lending commitments.
which is monitored by bank's Risk Management Department.
3.3.1. Liquidity risk management process
The table below summarizes the Bank’s exposure to interest rate risks. It includes the Bank’s financial instruments at car- The Bank’s liquidity management process, is carried by the assets and Liabilities Management Department and moni-
rying amounts, categorized by the earlier of repricing or contractual maturity dates. tored independently by the Risk Management Department, which includes:
Up to1 1-5 years Over 5 years Non- Bearing
Interest
Dec. 31, 2013 1-3 Months 3-12 Months Total
Month Projecting cash flows by major currency under various stress scenarios and considering the level of liquid assets necessary
Financial assets in relation thereto:
Cash and balances with • The Bank maintains an active presence in global money markets to enable this to happen.
- - - - - 4,796,240,354 4,796,240,354
Central Bank
• Maintaining a diverse range of funding sources with back-up facilities.
Due from banks 4,477,416,766 3,966,455,633 286,026,802 - - 163,771,764 8,893,670,965
• Monitoring balance sheet liquidity and advances to core funding ratios against internal and Central Bank of Egypt regula-
Treasury bills and other
3,527,609,980 2,996,487,000 18,208,035,477 - - - 24,732,132,457 tions.
governmental notes*
Trading financial assets 136,007,765 - - 1,672,005,178 375,962,584 62,372,279 2,246,347,806 • Managing the concentration and profile of debt maturities.
Gross loans and advances • Monitoring and reporting takes the form of cash flow measurement and projections for the next day, week and month re-
4,342,350 116,417,222 2,870,824 30,202,898 - - 153,833,294
to banks spectively, as these are key periods for liquidity management. The starting point for those assets projections is an analysis
Gross loans and advances of the contractual maturity of the financial liabilities and the expected collection date of the financial assets. Bank's Risk
29,833,639,030 6,465,364,854 5,189,602,857 3,111,717,350 795,492,472 - 45,395,816,563
to customers Management Department also monitors unmatched medium-term.
Derivatives financial
instruments (including 1,389,566,463 234,619,676 747,844,799 2,185,915,919 332,706,143 53,339,700 4,943,992,700
IRS notional amount) 3.3.2. Funding approach
Financial investments Sources of liquidity are regularly reviewed jointly by the Bank's Assets & Liabilities Management Department and Con-
- Available for sale 663,515,064 378,645,263 2,815,541,814 13,567,604,319 5,351,673,079 586,522,156 23,363,501,695 sumer Banking to maintain a wide diversification within currencies, geographical area, depositors, products and tenors.
- Held to maturity - - 197,841 4,186,976,150 - - 4,187,173,991
Investments in subsidiary
- - - - - 599,276,660 599,276,660 3.3.3. Non-derivative cash flows
and associates The table below presents the undiscounted cash flows payable by the Bank under non-derivative financial liabilities by remain-
Total financial assets 40,032,097,418 14,157,989,648 27,250,120,414 24,754,421,814 6,855,834,278 6,261,522,913 119,311,986,485 ing contractual maturities and the maturities assumption for non contractual products are based on there behavior studies.
Financial liabilities
Up to One to three Three months One year to Over five Total
Due to banks 347,374,047 - - - - 1,026,035,993 1,373,410,040 Dec. 31, 2013 1 month months to one year five years years EGP
Due to customers 32,282,923,172 14,485,215,174 11,106,121,075 22,458,172,731 87,337,000 16,520,500,848 96,940,270,000 Financial liabilities
Derivatives financial Due to banks 1,373,410,040 - - - - 1,373,410,040
instruments (including 2,315,824,671 1,770,211,105 129,416,652 66,856,880 603,658,202 69,818,235 4,955,785,745 Due to customers 14,357,244,907 14,355,336,031 31,020,534,031 36,171,294,031 1,035,861,000 96,940,270,000
IRS notional amount)
Long term loans 28,091,227 5,314,000 49,299,000 49,449,000 - 132,153,227
Long term loans 28,091,227 5,314,000 49,299,000 49,449,000 - - 132,153,227
Total liabilities (contractual
Total financial liabilities 34,974,213,117 16,260,740,279 11,284,836,727 22,574,478,611 690,995,202 17,616,355,076 103,401,619,012 and non contractual 15,758,746,174 14,360,650,031 31,069,833,031 36,220,743,031 1,035,861,000 98,445,833,267
Total interest re-pricing maturity dates)
5,057,884,301 (2,102,750,631) 15,965,283,687 2,179,943,203 6,164,839,076 (11,354,832,163) 15,910,367,473
GAP Capital Total financial assets
* After deducting Repos. (contractual and non 16,226,910,823 11,735,431,147 29,841,046,583 41,734,405,803 14,830,199,429 114,367,993,785
contractual maturity dates)
Up to One to three Three months One year to Over five Total

Dec. 31, 2012 1month months to one year five years years EGP
Due to banks 1,714,862,716 - - - - 1,714,862,716
Due to customers 11,526,810,962 9,736,841,059 20,452,119,693 35,809,584,757 1,309,370,420 78,834,726,890
Long term loans - - 59,508,571 20,986,667 - 80,495,238
and non contractual 13,241,673,678 9,736,841,059 20,511,628,264 35,830,571,424 1,309,370,420 80,630,084,844
maturity dates)
Total financial assets (con-
tractual and non 9,874,255,242 12,497,060,088 22,097,635,946 39,608,844,700 9,940,640,568 94,018,436,544
contractual maturity dates)
Assets available to meet all of the liabilities and to cover outstanding loan commitments include cash, due from CBE and
due from banks, treasury bills, other government notes , loans and advances to banks and customers.
In the normal course of business, a proportion of customer loans contractually repayable within one year will be extend-
ed. In addition, debt instrument and treasury bills and other governmental notes have been pledged to secure liabilities.
The Bank would also be able to meet unexpected net cash outflows by selling securities and accessing additional funding
sources such as asset-backed markets.

3.3.4. Derivative cash flows Financial Investments

Derivatives settled on a net basis Investment securities include only interest-bearing assets held to maturity assets classified as available for sale are mea-
The Bank’s derivatives that will be settled on a net basis include: sured at fair value.
Foreign exchange derivatives: exchange traded options and over-the-counter (OTC) ,exchange traded forwards cur- Fair value for held-to-maturity assets is based on market prices or broker/dealer price quotations. Where this information
rency options. is not available, fair value is estimated using quoted market prices for securities with similar credit, maturity and yield
characteristics.
Interest rate derivatives: interest rate swaps, forward rate agreements, OTC and exchange traded interest rate options,
other interest rate contracts and exchange traded futures . Due to other banks and customers
The estimated fair value of deposits with no stated maturity, which includes non-interest-bearing deposits, is the amount
The table below analyses the Bank’s derivative undiscounted financial liabilities that will be settled on a net basis into repayable on demand. The estimated fair value of fixed interest-bearing deposits and other borrowings not quoted in an
maturity groupings based on the remaining period of the balance sheet to the contractual maturity date. The amounts active market is based on discounted cash flows using interest rates for new debts with similar maturity date.
disclosed in the table are the contractual undiscounted cash flows:
EGP 3.5 Capital management
One to Three For capital management purposes, the Bank’s capital includes total equity as reported in the balance sheet plus some
Up to one One year to Over five
Dec. 31, 2013 three months to Total
month five years years other elements that are managed as capital. The Bank manages its capital to ensure that the following objectives are
months one year
Liabilities achieved:
Derivatives financial instruments • Compliance with the legally imposed capital requirements in Egypt.
- Foreign exchange derivatives 28,748,121 4,157,915 12,154,312 - - 45,060,348 • Protecting the Bank’s ability to continue as a going concern and enabling it to generate yield for shareholders and
- Interest rate derivatives - - 1,707,852 9,904,184 58,206,199 69,818,235 other parties dealing with the bank.
Total 28,748,121 4,157,915 13,862,164 9,904,184 58,206,199 114,878,583 • Maintaining a strong capital base to enhance growth of the Bank’s operations.
Off balance sheet items Capital adequacy and the use of regulatory capital are monitored on a daily basis by the Bank’s management, employing
Dec. 31, 2013 Up to 1 year 1-5 years Over 5 years Total techniques based on the guidelines developed by the Basel Committee as implemented by the banking supervision unit
Letters of credit, guarantees and in the Central Bank of Egypt.
10,428,508,630 5,449,818,970 304,161,560 16,182,489,160
other commitments
Total 10,428,508,630 5,449,818,970 304,161,560 16,182,489,160 The required data is submitted to the Central Bank of Egypt on a quarterly basis.
3.4. Fair value of financial assets and liabilities Central Bank of Egypt requires the following:
3.4.1. Financial instruments not measured at fair value • Maintaining EGP 500 million as a minimum requirement for the issued and paid-in capital.
The table below summarizes the book value and fair value of those financial assets and liabilities not presented on the • Maintaining a minimum level of capital adequacy ratio of 10%, calculated as the ratio between total value of the
Bank’s balance sheet at their fair value. capital elements, and the risk-weighted assets and contingent liabilities of the Bank.
Book value Fair value
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012 Tier one:
Financial assets Tier one, comprised of paid-in capital (after deducting the book value of treasury shares), retained earnings and reserves
Due from banks 8,893,670,965 7,957,710,034 8,893,670,965 7,957,710,034 resulting from the distribution of profits except the banking risk reserve and deducting previously recognized goodwill
Gross loans and advances to banks 153,833,294 1,208,166,369 153,833,294 1,208,166,369 and any retained losses.
customers
- Individual 6,514,938,760 5,981,587,224 6,514,938,760 5,981,587,224 Tier two:
- Corporate 38,880,877,803 37,161,221,146 38,880,877,803 37,161,221,146 Represents the gone concern capital which comprised of general risk provision according to the impairment provision
Financial investments guidelines issued by the Central Bank of Egypt for to the maximum of 1.25% risk weighted assets and contingent liabilities
Held to Maturity 4,187,173,991 4,205,753,328 4,187,173,991 4,205,753,328 ,subordinated loans with more than five years to maturity (amortizing 20% of its carrying amount in each year of the re-
Total financial assets 58,630,494,813 56,514,438,101 58,630,494,813 56,514,438,101 maining five years to maturity) and 45% of the increase in fair value than book value for available for sale , held to maturity,
subsidiaries and associates investments.
Due to banks 1,373,410,040 1,714,862,716 1,373,410,040 1,714,862,716
Due to customers 96,940,270,000 78,834,726,890 96,940,270,000 78,834,726,890
Long term loans 132,153,227 80,495,238 132,153,227 80,495,238 When calculating the numerator of capital adequacy ratio, the rules set limits of total tier 2 to no more than tier 1 capital
Total financial liabilities 98,445,833,267 80,630,084,844 98,445,833,267 80,630,084,844 and also limits the subordinated to no more than 50% of tier1.
Due from banks Assets risk weight scale ranging from zero to 100% based on the counterparty risk to reflect the related credit risk scheme,
Loans and advances to banks represented in loans do not considering bank placing. The expected fair value of the loans taking into considration the cash collatrals. Similar criteria are used for off balance sheet items after adjusting it to reflect
and advances represents the discounted value of future cash flows expected to be collected. Cash flows are discounted the nature of contingency and the potential loss of those amounts. The Bank has complied with all local capital adequacy
using the current market rate to determine fair value. requirements for the current year.
Loans and advances to customers The tables below summarizes the compositions of teir 1, teir 2 and the capital adequacy ratio.
Loans and advances are net of provisions for impairment. The estimated fair value of loans and advances represents the
discounted amount of estimated future cash flows expected to be received. Expected cash flows are discounted at current
market rates to determine fair value.

According to Basel II : 4.3. Fair value of derivatives

Dec. 31, 2013 Dec. 31, 2012 The fair value of financial instruments that are not quoted in active markets are determined by using valuation tech-
In thousands EGP In thousands EGP niques. Where valuation techniques (as models) are used to determine fair values, they are validated and periodically
Restated reviewed by qualified personnel independent of the area that created them. All models are certified before they are used,
Tier 1 capital and models are calibrated to ensure that outputs reflect actual data and comparative market prices. To the extent prac-
Share capital (net of the treasury shares) 9,002,436 5,972,275 tical, models use only observable data; however, areas such as credit risk (both own and counterparty), volatilities and
Reserves 1,001,869 3,909,853
Retained Earnings (Losses) correlations require management to make estimates. Changes in assumptions about these factors could affect reported
(546,531) (510,946)
Total deductions from tier 1 capital common equity (726,847) (4,701) fair value of financial instruments.
Total qualifying tier 1 capital 8,730,927 9,366,481
Tier 2 capital 4.4. Held-to-Maturity investments
45% of special reserve 1,123 41,821 The non-derivative financial assets with fixed or determinable payments and fixed maturity are being classified held to
45% of the Increase in fair value than the book value for available for maturity. This requires significant judgment. In making this judgment, the Bank evaluates its intention and ability to hold
sale and held to maturity investments 21,510 147,873
such investments to maturity. If the Bank fails to keep these investments to maturity other than for the specific circum-
Impairment provision for loans and regular contingent liabilities 742,938 709,302
stances – for example, selling an insignificant amount close to maturity it will be required to reclassify the entire category
Total qualifying tier 2 capital 765,571 898,996
Total capital 1+2 9,496,498 10,265,477 as available for sale. The investments would therefore be measured at fair value not amortized cost.
Risk weighted assets and contingent liabilities
Total credit risk 59,514,861 56,891,117
Total market risk 2,429,715 1,994,962
Total operational risk 8,135,709 6,478,218 5. Segment analysis
Total 70,080,285 65,364,297 5.1. By business segment
*Capital adequacy ratio (%) 13.55% 15.71% The Bank is divided into main business segments on a worldwide basis:
*Based on consolidated financial statement figures and in accordance with Centeral Bank of Egypt regulation issued on 24 December 2012. • Corporate banking – incorporating direct debit facilities, current accounts, deposits, overdrafts, loan and other credit
facilities, foreign currency and derivative products
• Investment banking – incorporating financial instruments Trading, structured financing, Corporate leasing,and merger
and acquisitions advice.
4. Critical accounting estimates and judgments • Retail banking – incorporating private banking services, private customer current accounts, savings, deposits, investment
The Bank makes estimates and assumptions that affect the reported amounts of assets and liabilities within the next savings products, custody, credit and debit cards, consumer loans and mortgages;
financial year. • Others –Include other banking business, such as Assets Management.
• Transactions between the business segments are on normal commercial terms and conditions.
Estimates and judgments are continually evaluated and based on historical experience and other factors, including ex- EGP
pectations of future events that are believed to be reasonable under the circumstances and available information. Corporate Investment
Dec. 31, 2013 SME’s Retail banking Total
banking banking
4.1. Impairment losses on loans and advances Revenue according to
4,446,599,564 698,163,082 (58,811,197) 1,666,363,119 6,752,314,568
business segment
The Bank reviews its loan portfolios to assess impairment on monthly basis a quarterly basis. In determining whether
Expenses according to
an impairment loss should be recorded in the income statement, the Bank makes judgments as to whether there is any (1,626,606,779) (316,973,281) (90,547,864) (877,974,630) (2,912,102,554)
business segment
observable data indicating that there is a measurable decrease in the estimated future cash flows from a portfolio of Profit before tax 2,819,992,785 381,189,801 (149,359,061) 788,388,489 3,840,212,014
loans before the decrease can be identified with an individual loan in that portfolio. This evidence may include observable Tax (856,984,584) (119,972,068) - (248,129,927) (1,225,086,579)
data indicating that there has been an adverse change in the payment status of borrowers in a Bank, or national or local Profit for the year 1,963,008,201 261,217,733 (149,359,061) 540,258,562 2,615,125,435
economic conditions that correlate with defaults on assets in the Bank. Management uses estimates based on historical Total assets 99,626,236,327 2,601,325,392 1,275,407,237 10,249,298,810 113,752,267,766
loss experience for assets with credit risk characteristics and objective evidence of impairment similar to those in the
portfolio when scheduling its future cash flows. The methodology and assumptions used for estimating both the amount Corporate Investment
banking banking
and timing of future cash flows are reviewed regularly to reduce any differences between loss estimates and actual loss
Revenue according to
experience. To the extent that the net present value of estimated cash flows differs by +/-5%. 3,302,588,319 731,332,747 (273,334,474) 1,610,326,906 5,370,913,498
business segment
Expenses according to
4.2. Impairment of available for-sale equity investments (1,124,760,077) (308,458,766) (25,353,002) (859,123,551) (2,317,695,396)
business segment
The Bank determines that available-for-sale equity investments are impaired when there has been a significant or pro- Profit before tax 2,177,828,242 422,873,981 (298,687,476) 751,203,355 3,053,218,102
longed decline in the fair value below its cost. This determination of what is significant or prolonged requires judgment. In Tax (552,626,343) (107,289,406) - (190,591,442) (850,507,191)
making this judgment, the Bank evaluates among other factors, the normal volatility in share price. In addition, impair- Profit for the year 1,625,201,899 315,584,575 (298,687,476) 560,611,913 2,202,710,911
ment may be appropriate when there is evidence of a deterioration in the financial health of the investee, industry and Total assets 80,952,435,040 2,626,503,517 1,451,894,947 9,374,557,798 94,405,391,302
sector performance, changes in technology, and operational and financing cash flows.

5.2. By geographical segment 8. Dividend income

EGP Dec. 31, 2013 Dec. 31, 2012
Alex, Delta EGP EGP
& Sinai Trading securities - 578,098
Revenue according to geographical segment 5,746,507,019 907,098,338 98,709,211 6,752,314,568 Available for sale securities 14,109,201 27,138,391
Expenses according to geographical segment (2,169,461,195) (654,444,883) (88,196,476) (2,912,102,554) Subsidiaries and associates 5,694,250 4,517,707
Profit before tax 3,577,045,824 252,653,455 10,512,735 3,840,212,014 Total 19,803,451 32,234,196
Tax (1,138,986,743) (82,660,394) (3,439,442) (1,225,086,579)
Profit for the year 2,438,059,081 169,993,061 7,073,293 2,615,125,435
Total assets 104,134,226,778 8,163,839,552 1,454,201,436 113,752,267,766
9. Net trading income
Alex, Delta
& Sinai Dec. 31, 2013 Dec. 31, 2012
Revenue according to geographical segment 4,334,514,952 887,705,321 148,693,225 5,370,913,498 EGP EGP
Expenses according to geographical segment (1,834,683,705) (399,008,070) (84,003,621) (2,317,695,396) Profit (losses) from foreign exchange 442,009,259 249,583,425
Profit before tax 2,499,831,247 488,697,251 64,689,604 3,053,218,102 Profit (losses) from revaluations of trading assets and liabilities in foreign
2,707,556 2,045,486
Tax (696,353,609) (136,133,396) (18,020,186) (850,507,191) currencies
Profit for the year 1,803,477,638 352,563,855 46,669,418 2,202,710,911 Profit (Loss) from forward foreign exchange deals revaluation (20,513,102) 6,669,087
Total assets 84,065,156,225 9,048,557,087 1,291,677,989 94,405,391,302 Profit (Loss) from interest rate swaps revaluation (1,097,874) 212,030
Profit (Loss) from currency swap deals revaluation 4,095,705 (2,963,355)
Trading debt instruments 332,508,008 311,074,819
Trading equity instruments 262,771 (893,527)
Total 759,972,323 565,727,965
6. Net interest income
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Interest and similar income 10. Administrative expenses
- Banks 201,284,007 132,463,454
- Clients 3,915,076,745 3,523,926,754 Dec. 31, 2013 Dec. 31, 2012
4,116,360,752 3,656,390,208 EGP EGP
Treasury bills and bonds 5,228,658,859 4,013,129,815 Staff costs
Reverse repos 27,135,663 17,423,270 - Wages and salaries 777,016,107 684,521,699
Financial investments in held to maturity and available for sale debt - Social insurance 34,795,512 30,542,233
137,673,401 158,941,017
instruments
- Other benefits 32,515,509 30,941,993
Other 45,988 29,184
Other administrative expenses 882,193,845 698,639,542
Total 9,509,874,663 7,845,913,494
Total 1,726,520,973 1,444,645,467
Interest and similar expense
- Banks 91,504,193 181,169,862
- Clients 4,338,661,909 3,449,311,643
4,430,166,102 3,630,481,505
Financial instruments purchased with a commitment to re-sale (Repos) 25,580,494 310,995,070
Other 4,366,685 3,760,975
11. Other operating (expenses) income
Total 4,460,113,281 3,945,237,550
Net interest income 5,049,761,382 3,900,675,944 Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Profits (Losses) from non-trading assets and liabilities revaluation 89,858,233 36,631,170
Profits (losses) from selling property, plant and equipment 740,692 2,387,583
Release (charges) of other provisions (128,962,974) (51,085,880)
Others (116,652,796) (97,723,664)
7. Net fee and commission income
Total (155,016,845) (109,790,791)
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Fee and commission income
Fee and commissions related to credit 761,430,244 470,471,721
Custody fee 43,812,007 40,798,715
Other fee 511,674,138 431,596,884
Total 1,316,916,389 942,867,320
Fee and commission expense
Other fee paid 127,965,091 107,365,742
Total 127,965,091 107,365,742
Net income from fee and commission 1,188,951,298 835,501,578

12. Impairment (charge) release for credit losses 16. Due from banks
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012
EGP EGP EGP EGP
Loans and advances to customers (915,581,874) (609,971,077) Current accounts 520,680,728 227,153,819
Total (915,581,874) (609,971,077) Deposits 8,372,990,237 7,730,556,215
Total 8,893,670,965 7,957,710,034
Central banks 3,225,196,041 3,093,850,399
Local banks 647,259,153 500,586,325
Foreign banks 5,021,215,771 4,363,273,310
13. Adjustments to calculate the effective tax rate Total 8,893,670,965 7,957,710,034
Non-interest bearing balances 163,771,764 152,732,954
Dec. 31, 2013 Dec. 31, 2012 Fixed interest bearing balances 8,729,899,201 7,804,977,080
EGP EGP Total 8,893,670,965 7,957,710,034
Profit before tax 3,840,212,014 3,053,218,102 Current balances 8,893,670,965 7,957,710,034
Tax settlement for prior years - (65,137,014) Total 8,893,670,965 7,957,710,034
Profit after settlement 3,840,212,014 2,988,081,089
Tax rate 25.00% 24.98%
Income tax based on accounting profit 960,053,003 746,520,272
Add / (Deduct)
Non-deductible expenses 196,289,297 22,716,152 17. Treasury bills and other governmental notes
Tax exemptions (72,040,958) (77,772,622)
Effect of provisions 140,285,237 88,495,041 Dec. 31, 2013 Dec. 31, 2012
Depreciation 500,000 5,411,335 EGP EGP
Income tax 1,225,086,578 785,370,178 91 Days maturity 6,524,096,980 3,142,959,400
Effective tax rate 31.90% 26.28% 182 Days maturity 7,197,085,800 4,022,757,000
*Tax claims for the year ended on December.31, 2011
364 Days maturity 11,010,949,677 4,458,084,085
Unearned interest (1,077,320,283) (470,058,411)
Total 1 23,654,812,174 11,153,742,074
Repos - treasury bills - (3,175,711,661)
Total 2 - (3,175,711,661)
14. Earning per share Net 23,654,812,174 7,978,030,413
Dec. 31, 2013 Dec. 31, 2012

EGP EGP
Net profit for the period available for distribution 2,716,110,919 2,379,297,994 18. Trading financial assets
Board member's bonus (40,741,664) (35,689,470)
Staff profit sharing (271,611,092) (237,929,799)
Dec. 31, 2013 Dec. 31, 2012
Profits shareholders' Stake 2,403,758,163 2,105,678,724 EGP EGP
Number of shares 900,243,569 900,243,569 Debt instruments
Basic earning per share 2.67 2.34 - Governmental bonds 2,047,967,761 1,138,056,688
By issuance of ESOP earning per share will be: Total 2,047,967,761 1,138,056,688
Number of shares including ESOP shares 914,378,753 911,239,406 Equity instruments
Diluted earning per share 2.63 2.31 - Foreign company shares 8,881,566 15,877,741
- Mutual funds 136,007,766 318,347,334
Total 144,889,332 334,225,075
- Portfolio managed by others 53,490,713 -
15. Cash and balances with Central Bank Total financial assets for trading 2,246,347,806 1,472,281,763
Dec. 31, 2013 Dec. 31, 2012

EGP EGP
Cash 1,674,626,181 1,744,700,680 19. Loans and advances to banks
Obligatory reserve balance with CBE
- Current accounts 3,121,614,173 3,649,273,444
Dec. 31, 2013 Dec. 31, 2012
Total 4,796,240,354 5,393,974,124 EGP EGP
Non-interest bearing balances 4,796,240,354 5,393,974,124 Time and term loans 153,833,294 1,208,166,369
Less:Impairment provision (21,410,562) (29,298,630)

Total 132,422,732 1,178,867,739
Current balances 102,219,834 1,172,317,036
Non-current balances 30,202,898 6,550,703
Total 132,422,732 1,178,867,739

Analysis for impairment provision of loans and advances to banks Corporate

Overdraft Direct loans loans Other loans Total
Dec. 31, 2013 Dec. 31, 2012
EGP EGP Beginning balance 209,551,228 1,242,015,939 336,568,605 5,101,908 1,793,237,680
Beginning balance 29,298,630 37,950,503 Charged (Released) during the year 118,563,373 663,119,750 129,670,518 (134,722) 911,218,919
Charge (release) during the year (9,224,786) (11,450,369) Write off during the year - (6,811,042) (81,425,110) - (88,236,152)
Exchange revaluation difference 1,336,718 2,798,496 Recoveries from written off debts - 13,906,294 31,417,986 - 45,324,280
Ending balance 21,410,562 29,298,630 Exchange revaluation difference 6,088,062 41,099,887 16,830,672 - 64,018,621
Ending balance 334,202,663 1,953,330,828 433,062,671 4,967,186 2,725,563,348
Individual
Personal Real estate
20. Loans and advances to customers Dec. 31, 2012 Overdraft Credit cards loans loans Other loans Total
Beginning balance 20,377,614 42,290,218 76,502,471 11,876,297 1,593,932 152,640,532
Dec. 31, 2013 Dec. 31, 2012 Charged (Released) during the year (9,624,567) (8,977,018) 68,706 1,500,562 (503,001) (17,535,318)
EGP EGP Write off during the year - (29,454,339) (2,135,623) - - (31,589,962)
Individual Recoveries during the year - 4,469,470 - - - 4,469,470
- Overdraft 1,173,942,998 1,220,222,219 Ending balance 10,753,047 8,328,331 74,435,554 13,376,859 1,090,931 107,984,722
- Credit cards 765,623,964 660,932,044
- Personal loans 4,181,386,392 3,616,553,758
- Mortgages 383,143,670 463,833,879 Corporate
- Other loans 10,841,736 20,045,324 Syndicated
Dec. 31, 2012 Overdraft Direct loans loans Other loans Total
Total 1 6,514,938,760 5,981,587,224
Corporate Beginning balance 167,655,394 790,797,773 306,628,666 1,686,738 1,266,768,571
- Overdraft 5,015,510,545 4,288,571,348 Charged (Released) during the year 39,209,960 420,954,828 178,455,887 336,089 638,956,764
- Direct loans 24,125,578,810 23,196,204,054 Write off during the year - - (154,721,287) - (154,721,287)
- Syndicated loans 9,630,556,651 9,588,649,990 Recoveries during the year - 14,726,449 - - 14,726,449
- Other loans 109,231,797 87,795,754 Exchange revaluation difference 2,685,874 15,536,889 6,205,339 3,079,081 27,507,183
Total 2 38,880,877,803 37,161,221,146 Ending balance 209,551,228 1,242,015,939 336,568,605 5,101,908 1,793,237,680
Total Loans and advances to customers (1+2) 45,395,816,563 43,142,808,370
Less:
Unamortized bills discount (6,634,495) (22,277,973) 21. Derivative financial instruments
Impairment provision (2,842,840,136) (1,901,222,402) 21.1. Derivatives
The Bank uses the following financial derivatives for non hedging purposes.
Net loans and advances to customers 41,837,951,712 40,698,313,773
Distributed to
Current balances 16,679,527,211 16,908,542,925 Forward contracts represents commitments of buying foreign and local currencies including unexecuted spot transac-
Non-current balances 25,158,424,501 23,789,770,848 tions. Future contracts for foreign currencies and/or interest rates represents contractual commitments to receive or
Total 41,837,951,712 40,698,313,773 pay net on the basis of changes in foreign exchange rates or interest rates, and/or buying or selling foreign currencies or
financial instruments in a future date with a fixed contractual price under active financial market.
Analysis for impairment provision of loans and advances to customers Credit risk is considered low, and future interest rate contracts represents future exchange rate contracts negotiated for
case by case, these contracts requires financial settlements of any differences in contractual interest rates and prevailing
Individual market interest rates on future interest rates on future dates based on contractual amount (nominal value) pre agreed
Dec. 31, 2013 Personal Real estate upon.
Overdraft Credit cards Other loans Total
loans loans
Beginning balance 10,753,047 8,328,331 74,435,554 13,376,859 1,090,931 107,984,722 Foreign exchange and/or interest rate swap represents commitments to exchange cash flows, resulting from these con-
Charged (Released) during the year 270,365 2,567,525 8,225,083 407,070 2,117,699 13,587,742 tracts exchange of currencies or interest (fixed rate versus variable rate for example) or both (meaning foreign exchange
Write off during the year (2,755,707) (7,254,445) - - - (10,010,152) and interest rate contracts)/contractual amounts are not exchanged except for some foreign exchange contracts.
Recoveries during the year 964,713 4,749,763 - - - 5,714,476
Ending balance 9,232,418 8,391,174 82,660,637 13,783,929 3,208,630 117,276,788
Credit risk is represented in the expected cost of foreign exchange contracts that takes place if other parties default to ful-
fill their liabilities. This risk is monitored continuously through comparisons of fair value and contractual amount, and to
control the outstanding credit risk, The Bank evaluates other parties using the same methods as in borrowing activities.
Options contracts in foreign currencies and/or interest rates represents contractual agreements for the buyer (issuer) to
seller (holders) as a right not an obligations whether to buy (buy option) or to sell (sell option) at a certain day or within
certain period for a certain amount in foreign currency or interest rate. Options contracts are either traded in the market
or negotiated between The Bank and one of its clients (Off balance sheet). The Bank exposed to credit risk for purchased
options contracts only and in the line of its book cost which represent its fair value.

The contractual value for some derivatives options considered a base to compare the realized financial instruments on the 22. Financial investments
balance sheet, but it didn’t provide indicator on the projected cash flows of the fair value for current instruments, those
amounts doesn’t reflects credit risk or interest rate risk. Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Derivatives in The Banks benefit represent (assets) conversely it represents (liabilities) as a result of the changes in foreign Available for sale
exchange prices or interest rates related to these derivatives. Contractual / expected total amounts of financial deriva- - Listed debt instruments with fair value 22,556,422,828 20,607,710,266
tives can fluctuate from time to time and also the range through which the financial derivatives can be in benefit of The - Listed equity instruments with fair value 86,327,447 84,923,090
- Unlisted instruments 720,751,420 469,250,676
Bank or conversely against its benefit and the total fair value of the financial derivatives in assets and liabilities. hereunder
Total 23,363,501,695 21,161,884,032
are the fair values of the booked financial derivatives.
Held to maturity
- Listed debt instruments 4,159,661,491 4,144,677,917
21.1.1. For trading derivatives - Unlisted instruments 27,512,500 61,075,411
Dec. 31, 2013 Dec. 31, 2012 Total 4,187,173,991 4,205,753,328
Notional Notional Total financial investment 27,550,675,686 25,367,637,360
Assets Liabilities Assets Liabilities
amount amount - Actively traded instruments 25,948,390,734 23,745,724,106
Foreign derivatives - Not actively traded instruments 1,602,284,952 1,621,913,254
- Forward foreign exchange Total 27,550,675,686 25,367,637,360
1,250,176,084 13,375,501 18,954,700 1,996,990,255 16,812,998 959,570
contracts Fixed interest debt instruments 25,791,803,456 23,611,233,775
- Currency swap 1,990,431,463 22,576,221 12,311,533 1,258,600,443 9,781,221 3,612,239 Floating interest debt instruments 1,097,845,069 1,237,877,696
- Options 38,331,489 13,794,115 13,794,115 770,698,823 7,723,601 7,723,601 Total 26,889,648,525 24,849,111,471
Total 1 49,745,837 45,060,348 34,317,820 12,295,410
Interest rate derivatives
- Interest rate swaps 389,501,781 6,679,325 3,744,177 859,324,209 12,630,731 8,739,696
Total 2 6,679,325 3,744,177 12,630,731 8,739,696
- Commodity - - - 12,149,920 134,026 134,026 Available for sale Held to maturity Total
Total 3 - - 134,026 134,026 financial financial EGP
Total assets (liabilities) for investments investments
56,425,162 48,804,525 47,082,577 21,169,132 Beginning balance 15,412,566,069 29,092,920 15,441,658,989
trading derivatives (1+2+3)
Addition 10,163,193,809 4,176,660,408 14,339,854,217
Deduction (selling - redemptions) (5,342,793,206) - (5,342,793,206)
21.1.2. Fair value hedge Exchange revaluation differences for foreign
Interest rate derivatives 60,242,239 - 60,242,239
financial assets
- Governmental debit Profit (losses) from fair value difference 895,941,363 - 895,941,363
603,658,200 - 57,476,340 549,753,000 - 97,708,858
instruments hedging Impairment (charges) release (27,266,242) - (27,266,242)
- Customers deposits hedging 3,847,747,181 46,660,376 8,597,718 4,293,389,812 90,377,184 221,270 Ending Balance 21,161,884,032 4,205,753,328 25,367,637,360
Total 4 46,660,376 66,074,058 90,377,184 97,930,128
Total financial derivatives Beginning balance 21,161,884,032 4,205,753,328 25,367,637,360
103,085,538 114,878,583 137,459,761 119,099,260
(1+2+3+4)
Addition 7,463,491,687 - 7,463,491,687
Deduction (selling - redemptions) (4,518,397,511) (18,579,337) (4,536,976,848)
Exchange revaluation differences for foreign
21.2. Hedging derivatives financial assets
124,230,792 - 124,230,792
21.2.1. Fair value hedge Profit (losses) from fair value difference (834,813,374) - (834,813,374)
The Bank uses interest rate swap contracts to cover part of the risk of potential decrease in fair value of its fixed rate gov- Impairment (charges) release (32,893,931) - (32,893,931)
ernmental debt instruments in foreign currencies. Net derivative value resulting from the related hedging instruments is Ending Balance 23,363,501,695 4,187,173,991 27,550,675,686
EGP 57,476,340 at the December 31, 2013 against EGP 97,708,858 at the December 31, 2012, Resulting in net gain form hedg-
ing instruments at the December 31, 2013 EGP 40,232,518 against net loss EGP 19,194,046 at the December 31, 2012. Losses
arises from the hedged items at the December 31, 2013 reached EGP 48,856,503 against profits arises EGP 14,842,228 at 22.1. Profit (Losses) from financial investments
the December 31, 2012. Dec. 31, 2013 Dec. 31, 2012
EGP EGP
The Bank uses interest rate swap contracts to cover part of the risk of potential increase in fair value of its fixed rate Profit (Loss) from selling available for sale financial instruments 1,656,257 519,013
customers deposits in foreign currencies. Net derivative value resulting from the related hedging instruments is EGP Impairment release (charges) of available for sale equity instruments (32,893,931) (27,859,838)
38,062,657 at the end of December, 2013 against EGP 90,155,914 at the December 31, 2012, Resulting in net losses form Impairment release (charges) of available for sale debt instruments - 593,597
hedging instruments at the December 31, 2013 EGP 52,093,256 against net profit EGP 32,507,675 at the December 31, 2012. Impairment release (charges) of subsidiaries and associates (349,909,000) (89,736,000)
Profit (Loss) from selling held to maturity debt investments (10,074) (31,018)
Gains arises from the hedged items at the 31 December , 2013 reached EGP 60,223,650 against losses EGP 27,731,731 at the
Total (381,156,748) (116,514,246)
31 December , 2012.

23. Investments in associates 25. Other assets

Dec. 31, 2013 Dec. 31, 2012
Company’s EGP EGP
Investment Stake
Company’s Company’s liabilities Company’s Company’s net Accrued revenues 1,703,814,782 1,637,781,937
Dec. 31, 2013 book value
country assets (without revenues profit % Prepaid expenses 114,869,733 75,319,597
EGP
equity)
Advances to purchase of fixed assets 134,327,476 96,120,400
Subsidiaries Accounts receivable and other assets 906,536,702 640,826,581
- CI Capital Holding Egypt 633,508,232 316,493,573 140,938,905 455,587 428,011,000 99.98 Assets acquired as settlement of debts 20,245,803 8,977,329
Associates Total 2,879,794,496 2,459,025,844
- Commercial International
Egypt 2,202,120,593 2,124,146,722 302,442,516 5,621,494 49,020,250 45
Life Insurance
- Corplease Egypt 1,921,220,750 1,723,876,875 378,253,425 16,884,595 75,054,600 43
- Haykala for investment Egypt 4,573,801 199,111 581,125 478,935 600,000 40 26. Property, plant and equipment
- Egypt Factors Egypt 434,219,114 379,404,778 32,679,897 425,843 40,590,810 39
- International Co. for Secu-
Egypt 126,867,912 104,633,380 120,221,686 5,344,162 6,000,000 40 Dec. 31, 2013
rity and Services (Falcon)
Total 5,322,510,402 4,648,754,439 975,117,554 29,210,616 599,276,660 Furniture
Vehicles Fitting -out Machines and
Land Premises IT and Total
equipment furnishing
Beginning gross assets (1) 60,575,261 424,861,042 834,806,161 51,772,311 347,435,424 284,157,963 114,072,032 2,117,680,194
Additions (deductions) during
3,924,261 214,973,061 158,341,911 7,809,546 49,901,395 40,201,441 7,204,257 482,355,872
the year
Company’s Ending gross assets (2) 64,499,522 639,834,103 993,148,072 59,581,857 397,336,819 324,359,404 121,276,289 2,600,036,066
Investment Stake
Company’s Company’s liabilities Company’s Company’s net Accu.depreciation at beginning
Dec. 31, 2012 book value - 181,000,079 644,737,344 31,504,412 276,816,541 216,844,425 82,249,497 1,433,152,298
country assets (without revenues profit %
equity) EGP of the year (3)
Current year depreciation - 24,795,643 69,673,132 3,190,986 40,116,114 42,174,027 22,395,350 202,345,252
Subsidiaries
Accu.depreciation at end of
- CI Capital Holding Egypt 434,893,702 162,263,325 121,446,841 1,611,611 777,920,000 99.98 - 205,795,722 714,410,476 34,695,398 316,932,655 259,018,452 104,644,847 1,635,497,550
the year (4)
Associates Ending net assets (2-4) 64,499,522 434,038,381 278,737,596 24,886,459 80,404,164 65,340,952 16,631,442 964,538,516
- Commercial International Beginning net assets (1-3) 60,575,261 243,860,963 190,068,817 20,267,899 70,618,883 67,313,538 31,822,535 684,527,896
Egypt 1,768,401,691 1,711,942,438 253,087,786 (969,320) 49,020,250 45
Life Insurance
Depreciation rates %5 %33.3 %20 %33.3 %20 %20
- Corplease Egypt 1,539,490,355 1,361,597,602 317,924,102 9,974,915 67,527,300 40
- Haykala for Investment Egypt 3,875,454 180,722 270,000 209,835 600,000 40 Net fixed assets value on the balance sheet date includes EGP 87,125,263.61 non registered assets while their registrations procedures are in pro-
- Egypt Factors Egypt 203,984,151 151,643,286 18,514,114 (3,608,534) 36,966,150 39 cess.
- International Co. for Secu-
Egypt 91,085,635 79,197,211 106,514,090 1,219,081 6,000,000 40
rity and Services (Falcon)
Total 4,041,730,988 3,466,824,584 817,756,933 8,437,587 938,033,700 27. Due to banks
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Current accounts 1,038,717,040 369,862,716
24. Investment property* Deposits 334,693,000 1,345,000,000
Total 1,373,410,040 1,714,862,716
Dec. 31, 2013 Dec. 31, 2012
EGP EGP Central banks 3,853,779 7,546,231
Commercial unit number f 35 in arkadia mall (14 elbahr st. Boulak Local banks 313,337,889 1,362,363,985
432,000 432,000 Foreign banks 1,056,218,372 344,952,500
kornish el nile )
338.33 meters on a land and building the property number 16 elmakrizi Total 1,373,410,040 1,714,862,716
- 700,000 Non-interest bearing balances 1,026,035,993 354,394,897
st. Heliopolis
Land area with 1468.85 meters elsaidi basin -markaz nabrouh eldakahlia 1,121,965 1,121,965 Fixed interest bearing balances 347,374,047 1,360,467,819
Land and a bulding in elmansoura elnahda street 766.3 meters 3,463,000 3,463,000 Total 1,373,410,040 1,714,862,716
Agricultural area 1 feddan 14t and 17.25 shares near el azazi fakous Current balances 1,038,717,040 369,862,716
161,000 161,000 Non-current balances 334,693,000 1,345,000,000
elsharkia
Agriculutral area - markaz shebin eldakahlia 4,517,721 4,517,721 Total 1,373,410,040 1,714,862,716
Total 9,695,686 10,395,686
* Including non registered properties by EGP 6,232,686 which were acquired against settlement of loans to customers and legal procedures is
taking to registered these properties or sell them during the legal period.

28. Due to customers 31. Other provisions

Dec. 31, 2013 Dec. 31, 2012 Exchange Ending
Beginning Charged Utilized Reversed
EGP EGP Dec. 31, 2013 revaluation balance
balance amounts amounts amounts
Demand deposits 23,043,882,291 17,034,550,714 difference EGP
Time deposits 30,507,692,856 24,133,038,485 Provision for income tax
6,909,685 - - - - 6,909,685
Certificates of deposit 25,259,128,705 24,299,048,221 claims
Saving deposits 16,786,188,314 12,106,727,204 Provision for legal claims 28,363,664 1,093,932 1,851 (545,510) (141,521) 28,772,416
Other deposits 1,343,377,834 1,261,362,266 Provision for Stamp Duty - 31,000,000 - - - 31,000,000
Total 96,940,270,000 78,834,726,890 Provision for contingent 257,900,430 88,074,156 16,745,849 - - 362,720,435
Corporate deposits 48,394,254,589 36,764,106,988 Provision for other claim* 17,474,334 8,936,407 30,556 (5,088,275) - 21,353,022
Individual deposits 48,546,015,411 42,070,619,902 Total 310,648,113 129,104,495 16,778,256 (5,633,785) (141,521) 450,755,558
Total 96,940,270,000 78,834,726,890
Non-interest bearing balances 16,520,500,848 12,157,860,312
Fixed interest bearing balances 80,419,769,152 66,676,866,578 Exchange Ending
Total 96,940,270,000 78,834,726,890 Dec. 31, 2012 revaluation balance
Current balances 70,300,955,105 51,976,518,051 difference EGP
Non-current balances 26,639,314,895 26,858,208,839 Provision for income tax
6,909,685 - - - - 6,909,685
Total 96,940,270,000 78,834,726,890 claims
Provision for legal claims 35,171,959 4,668,841 11,983 (10,958,065) (531,054) 28,363,664
Provision for contingent 210,103,042 40,594,505 7,202,883 - - 257,900,430
Provision for other claim 12,441,223 6,353,586 16,075 (1,336,550) - 17,474,334
Total 264,625,909 51,616,932 7,230,941 (12,294,615) (531,054) 310,648,113
29. Long term loans * Provision for other claim formed on December 31, 2013 amounted to 8,936,407 EGP to face the potential risk of banking operations against
amount 6,353,586 EGP on December 31, 2012 ..
Maturing Balance on Balance on
through
Interest rate % Maturity date Dec. 31, 2013 Dec. 31, 2012
next year
EGP EGP EGP 32. Equity
3.5 - 5.5 32.1. Capital
Financial Investment & Sector The authorized capital reached EGP 20 billion according to the extraordinary general assembly decision on March 17,
depends on 3-5 years 555,556 555,556 19,095,238
Cooperation (FISC)
maturity date 2010.
3.5 - 5.5
Agricultural Research and Development
depends on 3-5 years 28,310,000 31,380,000 61,400,000 Issued and Paid in Capital reached EGP 9,002,435,690 to be divided on 900,243,569 shares with EGP 10 par value for each
Fund (ARDF)
maturity date share based on:
3 months • Increase issued and Paid in Capital by amount EGP 2,950,721,800 on July 15, 2010 according to Board of Directors decision
Social Fund for Development (SFD) T/D or 9% 35,486,000 100,217,671 - on May 12 ,2010 by distribution of one share for every outstanding share by capitalizing on the General Reserve and part
which is more of the Legal Reserve.
Total 64,351,556 132,153,227 80,495,238 • Increase issued and Paid in Capital by amount EGP 33,119,390 on July 31, 2011 in according to Board of Directors decision
on November 10,2010 by issuance of second tranch for E.S.O.P program.
• Increase issued and Paid in Capital by amount EGP 37,712,420 on April 9, 2012 in according to Board of Directors decision
on December 22,2011 by issuance of third tranch for E.S.O.P program.
30. Other liabilities • Increase issued and Paid in Capital by amount EGP 29,348,380 On April 7,2013 to reach EGP 6,001,623,790 according to
Dec. 31, 2013 Dec. 31, 2012 Board of Directors decision on october 24,2012 by issuance of fourth tranch for E.S.O.P program.
EGP EGP • Increase issued and Paid in Capital by amount EGP 3,000,811,895 on December 5, 2013 according to Board of Directors
Accrued interest payable 574,521,952 436,723,614 decision on May 15 ,2013 by distribution of a one share for every two outstanding shares by capitalizing on the General
Accrued expenses 331,203,778 242,231,936 Reserve.
Accounts payable 471,928,260 467,830,762 • The Extraordinary General Assembly approved in the meeting of June 26, 2006 to activate a motivating and rewarding
Income tax 1,179,708,811 819,361,660 program for the Bank's employees and managers through Employee Share Ownership Plans (ESOP) by issuing a maximum
Other credit balances 68,392,690 68,203,599 of 5% of issued and paid-in capital at par value ,through 5 years starting year 2006 and delegated the Board of Directors to
Total 2,625,755,491 2,034,351,571
establish the rewarding terms and conditions and increase the paid in capital according to the program.
• The Extraordinary General Assembly approved in the meeting of April 13,2011 continue to activate a motivating and re-
warding program for The Bank's employees and managers through Employee Share Ownership Plans (ESOP) by issuing
a maximum of 5% of issued and paid- in capital at par value ,through 5 years starting year 2011 and delegated the Board
of Directors to establish the rewarding terms and conditions and increase the paid in capital according to the program.
• Dividend deducted from shareholders' equity in the Year that the General Assembly approves the dispersment the share-
holders of this dividend, which includes staff profit share and remuneration of the Board of Directors stated in the law.

32.2. Reserves 35. Reserves and retained earnings

According to The Bank status 5% of net profit is to increase legal reserve until it reaches 50% of The Bank's issued and paid
in capital. Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Central Bank of Egypt concurrence for usage of special reserve is required. Legal reserve 490,364,921 380,348,755
General reserve 406,242,752 2,037,107,372
Retained earnings (losses) - 1,001,979
Special reserve 27,366,759 117,805,566
Reserve for A.F.S investments revaluation difference (720,468,079) 153,506,781
33. Deferred tax Banking risks reserve 1,990,756 103,716,932
Deferred tax assets and liabilities are attributable to the following: Total 205,497,109 2,793,487,385
Dec. 31, 2013 Dec. 31, 2012
Assets (Liabilities) Assets (Liabilities) 35.1. Banking risks reserve
EGP EGP
Dec. 31, 2013 Dec. 31, 2012
Fixed assets (depreciation) (23,992,207) (18,477,693) EGP EGP
Other provisions (excluded loan loss, contingent liabilities and income Beginning balance 103,716,932 281,689,619
12,531,360 10,998,616
tax provisions)
Transferred from profits (101,726,176) (177,972,687)
Other investments impairment 49,219,205 98,979,194
Ending balance 1,990,756 103,716,932
Total 83,755,441 129,133,209
35.2. Legal reserve
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
34. Share-based payments Beginning balance 380,348,755 231,344,896
According to the extraordinary general assembly meeting on June 26, 2006, The Bank launched new Employees Share Owner- Transfer from special reserve - 61,697,292
ship Plan (ESOP) scheme and issued equity-settled share-based payments. Eligible employees should complete a term of 3 years Transferred from previous year profits 110,016,166 87,306,567
of service in The Bank to have the right in ordinary shares at face value (right to share) that will be issued on the vesting date, Ending balance 490,364,921 380,348,755
otherwise such grants will be forfeited. Equity-settled share-based payments are measured at fair value at the grant date, and
expensed on a straight-line basis over the vesting period (3 years) with corresponding increase in equity based on estimated 35.3. Reserve for A.F.S investments revaluation difference
number of shares that will eventually vest (True up model). The fair value for such equity instruments is measured using of Dec. 31, 2013 Dec. 31, 2012
Black-Scholes pricing model. Beginning balance 153,506,781 (723,070,818)
Unrealized gains (losses) from A.F.S investment revaluation (873,974,860) 876,577,599
Details of the rights to share outstanding during the period are as follows:: Ending balance (720,468,079) 153,506,781
Dec. 31, 2013 Dec. 31, 2012
No. of shares No. of shares 35.4. Retained earnings (losses)
Outstanding at the beginning of the year 15,439,582 12,676,036 Dec. 31, 2013 Dec. 31, 2012
Granted during the year * 12,245,031 7,208,355 Beginning balance 1,001,979 15,105,920
Forfeited during the year (832,456) (673,567) Dividend previous year (1,001,979) (15,105,920)
Exercised during the year (2,934,838) (3,771,242) Transferred from special reserve - 1,001,979
Outstanding at the end of the year 23,917,319 15,439,582 Ending balance - 1,001,979
Details of the outstanding tranches are as follows:

EGP EGP
Maturity date No. of shares
Exercise price Fair value 36. Cash and cash equivalent
2014 10.00 14.17 7,929,874
2015 10.00 6.65 10,032,939 Dec. 31, 2013 Dec. 31, 2012
2016 10.00 16.84 5,954,506 EGP EGP
Total 23,917,319 Cash and balances with Central Bank 4,796,240,354 5,393,974,124
Due from banks 8,893,670,965 7,957,710,034
The fair value of granted shares is calculated using Black-Scholes pricing model with the following: Treasury bills and other governmental notes 23,654,812,174 7,978,030,413
Obligatory reserve balance with CBE (3,224,658,841) (3,093,283,199)
7th tranche 6th tranche
Due from banks (time deposits) more than three months (5,148,331,397) (4,637,273,016)
Exercise price 10 10 Treasury bills with maturity more than three months (17,212,737,025) (8,063,078,261)
Current share price 34.57 18.7 Total 11,758,996,230 5,536,080,095
Expected life (years) 3 3
Risk free rate % 14.49% 16.15%
Dividend yield% 2.89% 5.35%
Volatility% 40% 38%
Volatility is calculated based on the daily standard deviation of returns for the last three years.
* The equity instruments fair value and number of shares for the fifth, sixth and seventh trenches have been adjusted to reflect the dilution effect
of the Stock dividend that took place in 2013.

37. Contingent liabilities and commitments Thabat fund

37.1. Legal claims • CIB bank established an accumulated return mutual fund under license no.613 issued from financial supervisory author-
There are a number of existing cases filed against the bank on December.31,2013 without provision as it's not expected to ity on September 13, 2011. CI Assets Management Co.- Egyptian joint stock co - manages the fund.
make any losses from it. • The number of certificates issued reached 692,432 with redeemed value EGP 91,255,613.
• The market value per certificate reached EGP 131.79 on December 31, 2013.
37.2. Capital commitments • The Bank portion got 52,404 certificates with redeemed value EGP 6,906,323..
37.2.1. Financial investments
The capital commitments for the financial investments reached on the date of financial position EGP 42,693,921 as follows:
Investments value Paid Remaining 39. Transactions with related parties
EGP EGP EGP All banking transactions with related parties are conducted in accordance with the normal banking practices and regulations
Available for sale financial investments 101,813,351 59,119,430 42,693,921 applied to all other customers without any discrimination.
37.2.2. Fixed assets and branches constructions
TThe value of commitments for the purchase of fixed assets contracts and branches constructions that have not been 39.1. Loans, advances, deposits and contingent liabilities
implemented till the date of financial statement amounted to EGP 49,361,799. EGP
Loans and advances 798,500,693
37.3. Letters of credit, guarantees and other commitments Deposits 255,620,430
Dec. 31, 2013 Dec. 31, 2012 Contingent liabilities 74,610,853
EGP EGP
Letters of guarantee 14,959,372,507 12,787,562,199 39.2. Other transactions with related parties
Letters of credit (import and export) 750,766,099 933,297,936 Income Expenses
Customers acceptances 472,350,554 1,176,928,870 EGP EGP
Total 16,182,489,160 14,897,789,005 International Co. for Security & Services 1,120,494 39,767,569
Corplease Co. 63,349,222 48,194,625
Commercial International Life Insurance Co. 2,450,265 1,170,156
38. Mutual funds Commercial International Brokerage Co. 9,365,639 4,845,660
Dynamics Company 1,303,059 824,049
Osoul fund
Egypt Factors 8,378,800 6,436,956
• The Bank established an accumulated return mutual fund under license no.331 issued from capital market authority on
CI Assets Management 119,362 11,266
February 22, 2005 CI Assets Management Co.- Egyptian joint stock co-manages the fund. Commercial International Capital Holding Co. 3,176,971 1,998,015
• The number of certificates issued reached 23,984,353 with redeemed value EGP 5,151,359,337.
• The Bank portion got 601,064 certificates with redeemed value EGP 129,096,526.
40. Tax status
Istethmar fund • The Bank's corporate income tax position has been examined and settled with the tax authority from the start up of opera-
• CIB bank established the second accumulated return mutual fund under license no.344 issued from capital market au- tions up to the end of year 1984.
thority on February 26, 2006. CI Assets Management Co.- Egyptian joint stock co-manages the fund. • Corporate income tax for the years from 1985 up to 2000 were paid according to the tax appeal committee decision and
• The number of certificates issued reached 2,192,761 with redeemed value EGP 160,619,743. the disputes are under discussion in the court of law.
• The market value per certificate reached EGP 73.25 on December 31, 2013. • The Bank's corporate income tax position has been examined and settled with the tax authority from Year 2001 up to Year
• The Bank portion got 194,744 certificates with redeemed value EGP 14,264,998. 2006.
• The Bank pays salary tax according to concerning domestic regulations and laws, and the disputes are under discussion
Aman fund ( CIB and Faisal Islamic Bank Mutual Fund) in the court of ow
• The Bank and Faisal Islamic Bank established an accumulated return mutual fund under license no.365 issued from capi- • The Bank stamp duty tax calculated according to concerning domestic regulations and laws,and settlement done in time
tal market authority on July 30, 2006. CI Assets Management Co.- Egyptian joint stock co-manages the fund. according to the law, and the disputes are under discussion in the court of law .
• The number of certificates issued reached 677,076 with redeemed value EGP 32,797,561.
• The Bank portion got 71,943 certificates with redeemed value EGP 3,484,919. 41. Main currencies positions
Dec. 31, 2013 Dec. 31, 2012
Hemaya fund In thousand EGP In thousand EGP
• CIB bank established an accumulated return mutual fund under license no.585 issued from financial supervisory Author- Egyptian pound (34,719) 12,800
ity on June 23, 2010. CI Assets Management Co.- Egyptian joint stock co - manages the fund. US dollar 6,897 (10,376)
• The number of certificates issued reached 174,507 with redeemed value EGP 22,715,576. Sterling pound 21,249 1,670
• The market value per certificate reached EGP 130.17 on December 31, 2013. Japanese yen 242 (67)
Swiss franc (297) 179
Euro 2,247 8,598

Financial Statements: Consolidated Financial Statements: Consolidated

Consolidated balance sheet on December 31, 2013 Consolidated income statement for the year ended
on December 31, 2013
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012
Notes Notes
EGP EGP EGP EGP
Assets Interest and similar income 9,520,697,141 7,859,311,839
Cash and balances with Central Bank 15 4,804,974,237 5,393,974,124 Interest and similar expense (4,466,949,161) (3,945,685,636)
Due from banks 16 9,003,950,890 8,047,820,388 Net interest income 6 5,053,747,980 3,913,626,203
Treasury bills and other governmental notes 17 23,665,428,816 8,017,754,432
Trading financial assets 18 2,286,484,581 1,515,325,502 Fee and commission income 1,436,107,685 1,033,628,014
Loans and advances to banks 19 132,422,732 1,178,867,739 Fee and commission expense (128,827,179) (107,365,742)
Loans and advances to customers 20 41,733,251,712 40,698,313,773 Net fee and commission income 7 1,307,280,506 926,262,272
Derivative financial instruments 21 103,085,538 137,459,761
Financial investments Dividend income 8 22,609,614 33,110,823
- Available for sale 22 23,378,104,482 21,177,427,597 Net trading income 9 767,392,333 574,575,176
- Held to maturity 22 4,197,176,655 4,215,787,960 Profit (Losses) from financial investments 22 (28,672,126) (26,909,306)
Investments in associates 23 192,752,878 165,198,634 Goodwill Amortization - (10,426,511)
Brokerage clients - debit balances 270,811,253 134,944,510 Administrative expenses 10 (1,850,944,036) (1,559,401,781)
Reconciliation accounts- debit balances 28,778,971 - Other operating (expenses) income 11 (162,330,554) (103,307,092)
Investment property 24 9,695,686 10,395,686 Impairment (charge) release for credit losses 12 (915,581,874) (609,971,077)
Other assets 25 2,892,342,882 2,474,945,065 Intangible Assets Amortization (33,422,415) (82,990,084)
Intangible Assets 40 - 33,422,415 Bank's share in the profits of associates 16,402,285 26,348,545
Deferred tax 33 83,557,219 71,450,183 Profit before income tax 4,176,481,713 3,080,917,168
Property, plant and equipment 26 969,176,894 683,455,846
Total assets 113,751,995,426 93,956,543,615 Income tax expense 13 (1,182,253,358) (887,265,476)
Liabilities and equity Deferred tax 33 & 13 12,148,228 33,338,781
Liabilities Net profit for the year 3,006,376,583 2,226,990,473
Due to banks 27 1,373,410,040 1,714,862,716
Due to customers 28 96,845,683,408 78,729,121,488 Minority interest (110,957) 809,970
Brokerage clients - credit balances 167,378,879 124,759,011 Bank shareholders 3,006,487,540 2,226,180,503
Reconciliation accounts - credit balances - 1,664,718
Derivative financial instruments 21 114,878,583 119,099,260 Earning per share 14
Other liabilities 30 2,656,665,468 2,059,005,013 Basic 2.67 2.34
Long term loans 29 132,153,227 80,495,238 Diluted 2.63 2.31
Other provisions 31 454,699,000 315,488,382
Total liabilities 101,744,868,605 83,144,495,826
Equity
Issued and paid in capital 32 9,002,435,690 5,972,275,410
Reserves 32 307,060,175 2,970,163,921
Retained earnings (losses) (546,531,497) (568,853,097)
Total equity 8,953,224,825 8,538,347,355
Net profit for the year after tax 3,006,487,540 2,226,180,503
Total equity and net profit for year 11,959,712,365 10,764,527,858
Minority interest 47,414,456 47,519,931 Hisham Ezz El-Arab
Total minority interest, equity and net profit for year 12,007,126,821 10,812,047,789 Chairman and Managing Director
Total liabilities, equity and minority interest 113,751,995,426 93,956,543,615
Contingent liabilities and commitments

Letters of credit, guarantees and other commitments 37 16,182,439,160 14,897,739,005
The accompanying notes are an integral part of these financial statements.
Hisham Ezz El-Arab


Consolidated cash flow for the year ended Consolidated cash flow for the year ended on
on December 31, 2013 December 31, 2013 (Cont.)
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012
EGP EGP EGP EGP
Cash flow from operating activities Cash and cash equivalent comprise:
Profit before income tax 4,176,481,713 3,080,917,168 Cash and balances with Central Bank 4,804,974,237 5,393,974,124
Adjustments to reconcile net profit to net cash provided Due from banks 9,003,950,890 8,047,820,388
by operating activities Treasury bills and other governmental notes 23,665,428,816 8,017,754,432
Depreciation 206,979,088 168,382,905 Obligatory reserve balance with CBE (3,224,658,841) (3,093,283,199)
Impairment charge for credit losses 915,581,874 609,971,077 Due from banks (time deposits) more than three months (5,148,331,396) (4,637,273,016)
Other provisions charges 132,957,495 51,872,777 Treasury bills with maturity more than three months (17,212,737,030) (8,063,078,264)
Trading financial investments revaluation differences 11,861,371 (86,525,026) Total cash and cash equivalent 11,888,626,676 5,665,914,465
Intangible assets amortization 33,422,415 82,990,084
Goodwill amortization - 10,426,511
Available for sale and held to maturity investments exchange
(124,230,792) (60,242,239)
revaluation differences
Financial investments impairment charge (release) (6,136,494) 8,033,536
Utilization of other provisions (10,383,612) (13,886,192)
Other provisions no longer used (141,521) (531,054)
Exchange differences of other provisions 16,778,256 7,230,941
Profits from selling property, plant and equipment (740,692) (2,387,583)
Profits from selling financial investments (4,362,940) (519,013)
Shares based payments 89,181,563 79,068,829
Investments in associates revaluation (20,026,945) -
Real estate investments impairment charges - (371,000)
Operating profits before changes in operating assets and liabilities 5,417,220,779 3,934,431,721
Net decrease (increase) in assets and liabilities

Due from banks (642,434,022) 521,695,379
Treasury bills and other governmental notes (9,149,658,764) 758,289,224
Trading financial assets (783,020,450) (753,475,026)
Loans and advances to banks and customers (904,074,806) (1,421,772,116)
Other assets (544,594,696) (1,015,446,313)
Due to banks (341,452,676) (1,625,931,801)
Due to customers 18,116,561,920 7,261,186,229
Other liabilities (543,778,286) (156,424,620)
Net cash provided from operating activities 10,654,922,545 7,516,448,842
Cash flow from investing activities

Purchase of subsidiary and associates (7,527,299) (58,522,467)
Purchases of property, plant and equipment (529,367,091) (211,873,420)
Redemption of held to maturity financial investments 18,611,305 -
Purchases of held to maturity financial investments - (4,176,628,441)
Purchases of available for sale financial investments (7,463,491,687) (10,169,757,165)
Proceeds from selling available for sale financial investments 4,523,701,229 5,343,312,219
Proceeds from selling real estate investments 700,000 2,750,000
Net cash generated from (used in) investing activities (3,457,373,543) (9,270,719,274)
Cash flow from financing activities

Increase (decrease) in long term loans 51,657,989 (18,838,138)
Dividend paid (1,055,843,162) (806,206,518)
Capital increase 29,348,380 37,712,420
Net cash generated from (used in) financing activities (974,836,793) (787,332,236)
Net increase (decrease) in cash and cash equivalent during the year 6,222,712,209 (2,541,602,668)
Beginning balance of cash and cash equivalent 5,665,914,467 8,207,517,133
Cash and cash equivalent at the end of the year 11,888,626,676 5,665,914,465

Consolidated statement of changes in shareholders’ equity for the year ended

Reserve For Reserve for
Retained A.F.S Banking employee Total
Legal General Special Net profit Minority Total
Dec. 31, 2013 Capital earnings investments risks stock Shareholders
reserve reserve reserve of the year Interest EGP
(losses) revaluation reserve ownership Equity
diff. plan
Beginning balance 5,972,275,410 380,348,755 2,036,955,188 (568,853,097) 117,805,566 153,364,794 103,716,932 2,404,153,189 164,761,121 10,764,527,858 47,519,931 10,812,047,789

Capital increase 3,030,160,280 - (3,000,811,900) - - - - - - 29,348,380 - 29,348,380
Transferred to
- 110,016,166 1,277,120,890 - 2,387,583 - - (1,325,842,412) (63,682,227) - - -
reserves
Financial Statements: Consolidated
Transferred to
retained earnings - - - 23,469,594 - - - (23,469,594) - - - -
(losses)
Dividend paid - - - (1,001,979) - - - (1,054,841,183) - (1,055,843,162) - (1,055,843,162)
Net profit of the year - - - - - - - 3,006,487,540 - 3,006,487,540 (110,957) 3,006,376,583
Transfer from special
- - 92,826,390 - (92,826,390) - - - - - - -
reserve
Change during the
- - - (146,015) - - - - - (146,015) 5,482 (140,533)
period
Net change at
fair value of
- - - - - (873,843,799) - - - (873,843,799) - (873,843,799)
AFS financial
investment
Transferred ( from) to
- - - - - - (101,726,176) 101,726,176 - - - -
bank risk reserve
Reserve for
employees stock
- - - - - - - - 89,181,563 89,181,563 - 89,181,563
ownership plan
(ESOP)
Balance at the end
9,002,435,690 490,364,921 406,090,568 (546,531,497) 27,366,759 (720,479,005) 1,990,756 3,108,213,716 190,260,457 11,959,712,364 47,414,456 12,007,126,821
of the year
Consolidated statement of changes in shareholders’ equity for the year ended

Intangible Reserve For Reserve for
value Retained A.F.S employee Total Share-
Legal General assets Banking Net profit of Minority Total
Dec. 31, 2012 Capital for bank earnings Special investments stock holders
reserve reserve share before the year Interest EGP
(losses) reserve revaluation risks reserve ownership Equity
acquisition diff. plan
Beginning balance 5,934,562,990 231,344,896 1,234,122,776 302,794,421 (362,379,298) 185,931,315 (723,343,863) 281,689,619 1,490,041,219 137,354,418 8,712,118,492 46,356,546 8,758,475,039
Capital increase 37,712,420 - - - - - - - - - 37,712,420 - 37,712,420
Transferred to
- 87,306,567 794,689,187 - - 2,716,747 - - (833,050,374) (51,662,127) - - -
reserves
Transferred to
retained earnings - - - - (134,109,753) - - - 134,109,753 - - - -
(losses)
Dividend paid - - - - (15,105,920) - - - (791,100,598) - (806,206,518) - (806,206,518)
Net profit of the year - - - - - - - - 2,226,180,503 - 2,226,180,503 809,971 2,226,990,474
Transfer from special
- 61,697,292 8,143,225 - 1,001,979 (70,842,496) - - - - - - -
reserve
Change during the
- - - - (58,260,105) - - - - - (353,414) 353,414 (57,906,691)
period
Addition from finan-
cial investment - - - - - - 876,708,657 - - - 876,708,657 - 876,708,657
revaluation
Transferred to bank
- - - - - - - (177,972,687) 177,972,687 - - - -
risk reserve
Reserve for employ-
ees stock owner- - - - - - - - - - 79,068,829 79,068,829 - 79,068,829
ship plan (ESOP)
Settlement of Intan-
gible assets value
- - - (302,794,421) - - - - - - (302,794,421) - (302,794,421)
for bank share
before acquisition
Balance at the end
5,972,275,410 380,348,755 2,036,955,188 - (568,853,097) 117,805,566 153,364,794 103,716,932 2,404,153,189 164,761,121 10,764,527,858 47,519,931 10,812,047,789
of the year
Notes to the consolidated financial statements for the year 2.2. Subsidiaries and associates
2.2.1. Subsidiaries
ended on December 31, 2013 Subsidiaries are all entities (including special purpose entities) over which the Bank has owned directly or indirectly the
control to govern the financial and operating policies generally accompanying a shareholding of more than one half of the
1. General information voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are consid-
Commercial International Bank (Egypt) S.A.E. provides retail, corporate and investment banking services in various parts of ered when assessing whether the Bank has the ability to control the entity or not.
Egypt through 125 branches, and 27 units employing 5193 employees at the balance sheet date.
2.2.2. Associates
Commercial international Bank (Egypt) S.A.E. was formed as a commercial bank under the investment law no. 43 of 1974. The Associates are all entities over which the Bank has significant influence but do not reach to the extent of control, gen-
address of its registered head office is as follows: Nile tower, 21/23 Charles de Gaulle Street-Giza. The Bank is listed in the Egyp- erally accompanying a shareholding between 20% and 50% of the voting rights.
tian stock exchange.
The acquisition method of accounting is used to account for the purchase of subsidiaries. The cost of an acquisition is
CI Capital Holding Co S.A.E it was established as a joint stock company on April 9th, 2005 under the capital market law no. 95 measured at the fair value of the assets given, equity instruments issued and liabilities incurred or assumed, plus any
of 1992 and its executive regulations. Financial register no. 166798 on April 10th, 2005 and the company have been licensed by costs directly related to the acquisition. The excess of the cost of an acquisition over the Bank share of the fair value of
the Capital Market Authority to carry out its activities under license no. 353 on May 24th, 2006. the identifiable net assets acquired is recorded as goodwill. A gain on acquisition is recognized in profit or loss if there
is an excess of the Bank’s share of the fair value of the identifiable net assets acquired over the cost of the acquisition.
As of December 31, 2013 the Bank directly owns 54,988,500 shares representing 99.98% of CI Capital Holding Company’s capital
and on December 31, 2013 CI Capital Holding Co. Directly owns the following shares in its subsidiaries: The cost method is applied to account for investments in subsidiaries and associates, whereby, investments are re-
corded based on the acquisition cost including any goodwill, deducting any impairment losses, and dividends are
recorded in the income statement in the adoption of the distribution of these profits and evidence of the Bank right
Company name No. of shares Ownership% Indirect Share%
to collect them.
CIBC Co. 579,570 96.60 96.58
CI Assets Management 478,577 95.72 95.70
CI Investment Banking Co. 2,481,578 99.26 99.24
2.3. Segment reporting
Dynamic Brokerage Co. 3,393,500 99.97 99.95 A business segment is a group of assets and operations engaged in providing products or services that are subject to risks
and returns that are different from those of other business segments. A geographical segment is engaged in providing
products or services within a particular economic environment that are subject to risks and returns different from those
2. Summary of accounting policies of segments operating in other economic environments.
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have
been consistently applied to all years presented, unless otherwise stated. 2.4. Foreign currency translation
2.4.1. Functional and presentation currency
2.1. Basis of preparation The financial statements are presented in Egyptian pound, which is the Bank’s functional and presentation currency.
The consolidated financial statements have been prepared in accordance with Egyptian financial reporting standards issued
in 2006 and its amendments and in accordance with the instructions of the Central Bank of Egypt approved by the Board of 2.4.2. Transactions and balances in foreign currencies
Directors on December 16, 2008 consistent with the principles referred to. The Bank maintains its accounting records in Egyptian pound. Transactions in foreign currencies during the period are
translated into the Egyptian pound using the prevailing exchange rates at the date of the transaction.
The consolidated financial statements have been prepared under the historical cost convention, as modified by the revalu-
ation of trading, financial assets and liabilities held at fair value through profit or loss, available for sale and all derivatives Monetary assets and liabilities denominated in foreign currencies are retranslated at the end of reporting period at the
contracts. prevailing exchange rates. Foreign exchange gains and losses resulting from settlement and translation of such transac-
tions and balances are recognized in the income statement and reported under the following line items:
2.1.1. Basis of consolidation • Net trading income from held-for-trading assets and liabilities.
The method of full consolidation is the basis of the preparation of the consolidated financial statement of the Bank, given • Other operating revenues (expenses) from the remaining assets and liabilities.
that the Bank’s acquisition proportion is 99.98 % (full control) in CI Capital Holding.
Changes in the fair value of investments in debt instruments; which represent monetary financial instruments, denomi-
Consolidated financial statements consist of the financial statements of Commercial International Bank and consoli- nated in foreign currencies and classified as available for sale assets are analyzed into valuation differences resulting from
dated financial statements of CI Capital Holding and its subsidiaries. Control is achieved through the Bank’s ability to changes in the amortized cost of the instrument, differences resulting from changes in the applicable exchange rates and
control the financial and operational policies of the companies that the Bank invests in it in order to obtain benefits from differences resulting from changes in the fair value of the instrument.
its activities. The basis of the consolidation is as follows:
• Eliminating all balances and transactions between the Bank and group companies. Valuation differences resulting from changes in the amortized cost are recognized and reported in the income statement
• The cost of acquisition of subsidiary companies is based on the company's share in the fair value of assets acquired and in ‘income from loans and similar revenues’ whereas differences resulting from changes in foreign exchange rates are
obligations outstanding on the acquisition date. recognized and reported in ‘other operating revenues (expenses)’. The remaining differences resulting from changes in fair
• Minority shareholders represent the rights of others in subsidiary companies. value are deferred in equity and accumulated in the ‘revaluation reserve of available-for-sale investments’.
• Proportional consolidation is used in consolidating method for companies under joint control.
Valuation differences resulting from the non-monetary items include gains and losses of the change in fair value of such
equity instruments held at fair value through profit and loss, as for recognition of the differences of valuation resulting
from equity instruments classified as financial investments available for sale within the fair value reserve in equity.

2.5. Financial assets Financial assets are initially recognized at fair value plus transaction costs for all financial assets not carried at fair
The Bank classifies its financial assets in the following categories: value through profit and loss. Financial assets carried at fair value through profit and loss are initially recognized at fair
• Financial assets designated at fair value through profit or loss. value, and transaction costs are expensed in the income statement.
• Loans and receivables.
• Held to maturity investments. Financial assets are derecognized when the rights to receive cash flows from the financial assets have expired or when
• Available for sale financial investments. the Bank transfers substantially all risks and rewards of the ownership. Financial liabilities are derecognized when they
are extinguished, that is, when the obligation is discharged, cancelled or expired.
Management determines the classification of its investments at initial recognition.
Available-for-sale, held–for-trading and financial assets designated at fair value through profit and loss are subsequent-
2.5.1. Financial assets at fair value through profit or loss ly measured at fair value. Loans and receivables and held-to-maturity investments are subsequently measured at am-
This category has two sub-categories: ortized cost.
• Financial assets held for trading.
• Financial assets designated at fair value through profit and loss at inception. Gains and losses arising from changes in the fair value of the ‘financial assets designated at fair value through profit or
loss’ are recognized in the income statement in ‘net income from financial instruments designated at fair value’. Gains
A financial asset is classified as held for trading if it is acquired or incurred principally for the purpose of selling or re- and losses arising from changes in the fair value of available for sale investments are recognized directly in equity, until
purchasing in the short term or if it is part of a portfolio of identified financial instruments that are managed together the financial assets are either sold or become impaired. When available-for-sale financial assets are sold, the cumula-
and for which there is evidence of a recent actual pattern of short term profit making. Derivatives are also categorized tive gain or loss previously recognized in equity is recognized in profit or loss.
as held for trading unless they are designated as hedging instruments.
Interest income is recognized on available for sale debt securities using the effective interest method, calculated over
Financial instruments, other than those held for trading, are classified as financial assets designated at fair value the asset’s expected life. Premiums and discounts arising on the purchase are included in the calculation of effective in-
through profit and loss if they meet one or more of the criteria set out below: terest rates. Dividends are recognized in the income statement when the right to receive payment has been established.
• When the designation eliminates or significantly reduces measurement and recognition inconsistencies that would
arise from measuring financial assets or financial liabilities, on different bases. under this criterion, an accounting The fair values of quoted investments in active markets are based on current bid prices. If there is no active market for
mismatch would arise if the debt securities issued were accounted for at amortized cost, because the related deriva- a financial asset, or no current demand prices available the Bank measures fair value using valuation models. These in-
tives are measured at fair value with changes in the fair value recognized in the income statement. The main classes clude the use of recent arm’s length transactions, discounted cash flow analysis, option pricing models and other valu-
of financial instruments designated by the Bank are loans and advances and long-term debt issues. ation models commonly used by market participants. If the Bank has not been able to estimate the fair value of equity
• Applies to groups of financial assets, financial liabilities or combinations thereof that are managed, and their perfor- instruments classified available for sale, value is measured at cost less any impairment in value.
mance evaluated, on a fair value basis in accordance with a documented risk management or investment strategy,
and where information about the groups of financial instruments is reported to management on that basis. Available for sale investments that would have met the definition of loans and receivables at initial recognition may be
• Relates to financial instruments containing one or more embedded derivatives that significantly modify the cash reclassified out to loans and advances or financial assets held to maturity. In all cases, when the Bank has the intent and
flows resulting from those financial instruments, including certain debt issues and debt securities held. ability to hold these financial assets in the foreseeable future or till maturity. The financial asset is reclassified at its fair
value on the date of reclassification, and any profits or losses that has been recognized previously in equity, is treated
Any financial derivative initially recognized at fair value can't be reclassified during the holding period. Re-classification based on the following:
is not allowed for any financial instrument initially recognized at fair value through profit and loss. • If the financial asset has a fixed maturity, gains or losses are amortized over the remaining life of the investment using the
effective interest rate method. In case of subsequent impairment of the financial asset, the previously recognized unreal-
2.5.2. Loans and advances ized gains or losses in equity are recognized directly in the profits and losses.
Loans and advances are non-derivative financial assets with fixed or determinable payments that are not quoted in an • In the case of financial asset which has infinite life, any previously recognized profit or loss in equity will remain until the
active market, other than: sale of the asset or its disposal, in the case of impairment of the value of the financial asset after the re-classification, any
• Those that the Bank intends to sell immediately or in the short term, which is classified as held for trading, or those that the gain or loss previously recognized in equity is recycled to the profits and losses.
Bank upon initial recognition designates as at fair value through profit or loss. • If the Bank adjusts its estimates of payments or receipts of a financial asset that in return adjusts the carrying amount of
• Those that the Bank upon initial recognition designates as available for sale; or the asset (or group of financial assets) to reflect the actual cash inflows, the carrying value is recalculated based on the
• Those for which the holder may not recover substantially all of its initial investment, other than credit deterioration. present value of estimated future cash flows at the effective yield of the financial instrument and the differences are rec-
ognized in profit and loss.
2.5.3. Held to maturity financial investments • In all cases, if the Bank re-classifies financial asset in accordance with the above criteria and increases its estimate of the
Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturi- proceeds of future cash flow, this increase adjusts the effective interest rate of this asset only without affecting the invest-
ties that the Bank’s management has the positive intention and ability to hold till maturity. If the Bank has to sell other ment book value.
than an insignificant amount of held-to-maturity assets, the entire category would be reclassified as available for sale
unless in necessary cases subject to regulatory approval. 2.6. Offsetting financial instruments
Financial assets and liabilities are offset and the net amount reported in the balance sheet if, and only if, there is a legally
2.5.4. Available for sale financial investments enforceable right to offset the recognized amounts and there is an intention to be settled on a net basis.
Available-for-sale investments are those intended to be held for an indefinite period of time, which may be sold in response
to needs for liquidity or changes in interest rates, exchange rates or equity prices. 2.7. Derivative financial instruments and hedge accounting
Derivatives are recognized initially, and subsequently, at fair value. Fair values of exchange traded derivatives are ob-
The following are applied in respect to all financial assets: tained from quoted market prices. Fair values of over-the-counter derivatives are obtained using valuation techniques,
including discounted cash flow models and option pricing models. Derivatives are classified as assets when their fair value
Debt securities and equity shares intended to be held on a continuing basis, other than those designated at fair value, are is positive and as liabilities when their fair value is negative.
classified as available-for-sale or held-to-maturity. Financial investments are recognized on trade date, when the group
enters into contractual arrangements with counterparties to purchase securities.

Embedded derivatives in other financial instruments, such as conversion option in a convertible bond, are treated as without the marginalized before the rescheduling agreement which will be recognized in interest income after the settle-
separate derivatives when their economic characteristics and risks are not closely related to those of the host contract, ment of the outstanding loan balance.
provided that the host contract is not classified as at fair value through profit and loss. These embedded derivatives are
measured at fair value with changes in fair value recognized in income statement unless the Bank chooses to designate 2.9. Fee and commission income
the hybrid contact as at fair value through net trading income in profit or loss. Fees charged for servicing a loan or facility that is measured at amortized cost, are recognized as revenue as the service
is provided. Fees and commissions on non-performing or impaired loans or receivables cease to be recognized as income
The timing of recognition in profit and loss, of any gains or losses arising from changes in the fair value of derivatives, and are rather recorded off balance sheet. These are recognized as revenue, on a cash basis, only when interest income
depends on whether the derivative is designated as a hedging instrument, and the nature of the item being hedged. The on those loans is recognized in profit and loss, at that time, fees and commissions that represent an integral part of the
Bank designates certain derivatives as: effective interest rate of a financial asset, are treated as an adjustment to the effective interest rate of that financial asset.
• Hedging instruments of the risks associated with fair value changes of recognized assets or liabilities or firm commit-
ments (fair value hedge). Commitment fees and related direct costs for loans and advances where draw down is probable are deferred and recog-
• Hedging of risks relating to future cash flows attributable to a recognized asset or liability or a highly probable forecast nized as an adjustment to the effective interest on the loan once drawn. Commitment fees in relation to facilities where
transaction (cash flow hedge) draw down is not probable are recognized at the maturity of the term of the commitment.
• Hedge accounting is used for derivatives designated in a hedging relationship when the following criteria are met.
Fees are recognized on the debt instruments that are measured at fair value through profit and loss on initial recognition
At the inception of the hedging relationship, the Bank documents the relationship between the hedging instrument and and syndicated loan fees received by the Bank are recognized when the syndication has been completed and the Bank
the hedged item, along with its risk management objectives and its strategy for undertaking various hedge transactions. does not hold any portion of it or holds a part at the same effective interest rate used for the other participants portions.
Furthermore,
Commission and fee arising from negotiating, or participating in the negotiation of a transaction for a third party such as
At the inception of the hedge, and on ongoing basis, the Bank documents whether the hedging instrument is expected to the arrangement of the acquisition of shares or other securities or the purchase or sale of properties are recognized upon
be highly effective in offsetting changes in fair values of the hedged item attributable to the hedged risk. completion of the underlying transaction in the income statement .
2.7.1. Fair value hedge Other management advisory and service fees are recognized based on the applicable service contracts, usually on accrual
Changes in the fair value of derivatives that are designated and qualified as fair value hedges are recognized in profit or basis. Financial planning fees related to investment funds are recognized steadily over the period in which the service is
loss immediately together with any changes in the fair value of the hedged asset or liability that are attributable to the provided. The same principle is applied for wealth management; financial planning and custody services that are provided
hedged risk. The effective portion of changes in the fair value of the interest rate swaps and the changes in the fair value of on the long term are recognized on the accrual basis also.
the hedged item attributable to the hedged risk are recognized in the ‘net interest income’ line item of the income state-
ment. Any ineffectiveness is recognized in profit or loss in ‘net trading income’. Operating revenues in the holding company are:
• Commission income is resulting from purchasing and selling securities to a customer account upon receiving the transac-
When the hedging instrument is no longer qualified for hedge accounting, the adjustment to the carrying amount of a tion confirmation from the Stock Exchange.
hedged item, measured at amortized cost, arising from the hedged risk is amortized to profit or loss from that date using • Mutual funds and investment portfolios management which is calculated as a percentage of the net value of assets under
the effective interest method. management according to the terms and conditions of agreement. These amounts are credited to the assets management
company’s revenue pool on a monthly accrual basis.
2.7.2. Derivatives that do not qualify for hedge accounting
All gains and losses from changes in the fair values of derivatives that do not qualify for hedge accounting are recognized 2.10. Dividend income
immediately in the income statement. These gains and losses are reported in ‘net trading income’, except where deriva- Dividends are recognized in the income statement when the right to collect is established.
tives are managed in conjunction with financial instruments designated at fair value , in which case gains and losses are
reported in ‘net income from financial instruments designated at fair value’. 2.11. Sale and repurchase agreements
Securities may be lent or sold subject to a commitment to repurchase (Repos) are reclassified in the financial statements
2.8. Interest income and expense and deducted from treasury bills balance. Securities borrowed or purchased subject to a commitment to resell them (Re-
Interest income and expense for all financial instruments except for those classified as held-for-trading or designated at fair verse Repos) are reclassified in the financial statements and added to treasury bills balance. The difference between sale
value are recognized in ‘interest income’ and ‘interest expense’ in the income statement using the effective interest method. and repurchase price is treated as interest and accrued over the life of the agreements using the effective interest method..
The effective interest method is a method of calculating the amortized cost of a financial asset or a financial liability and of 2.12. Impairment of financial assets
allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that exactly 2.12.1. Financial assets carried at amortised cost
discounts estimated future cash payments or receipts through the expected life of the financial instrument or, when appro- The Bank assesses at each balance sheet date whether there is objective evidence that a financial asset or group of finan-
priate, a shorter period to the net carrying amount of the financial asset or financial liability. When calculating the effective cial assets is impaired. A financial asset or a group of financial assets is impaired only if there is objective evidence of
interest rate, the Bank estimates cash flows considering all contractual terms of the financial instrument (for example, impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event/s’) and
prepayment options) but does not consider future credit losses. The calculation includes all fees and points paid or received that loss event/s has an impact on the estimated future cash flows of the financial asset or group of financial assets that
between parties to the contract that represents an integral part of the effective interest rate, transaction costs and all other can be reliably estimated.
premiums or discounts.
The criteria that the Bank uses to determine that there is objective evidence of an impairment loss include:
Once loans or debts are classified as nonperforming or impaired, the revenue of interest income will not be recognized and will • Cash flow difficulties experienced by the borrower (for example, equity ratio, net income percentage of sales)
be recorded off balance sheet, and are recognized as income subsequently based on a cash basis according to the following: • Violation of the conditions of the loan agreement such as non-payment.
• When all arrears are collected for consumer loans, personnel mortgages and micro-finance loans. • Initiation of Bankruptcy proceedings.
• •When calculated interest for corporate are capitalized according to the rescheduling agreement conditions until paying • Deterioration of the borrower’s competitive position.
25% from rescheduled payments for a minimum performing period of one year, if the customer continues to perform, the
calculated interest will be recognized in interest income (interest on the performing rescheduling agreement balance)

• The Bank for reasons of economic or legal financial difficulties of the borrower by granting concessions may not agree with whether the assets are impaired. During periods start from first of January 2009, the decrease consider significant when
the Bank granted in normal circumstances. it became 10% from the book value of the financial instrument and the decrease consider to be extended if it continues
• Deterioration in the value of collateral or deterioration of the creditworthiness of the borrower. for period more than 9 months, and if the mentioned evidences become available then any cumulative gains or losses
previously recognized in equity are recognized in the income statement , in respect of available for sale equity securi-
The objective evidence of impairment loss for a group of financial assets is observable data indicating that there is a ties, impairment losses previously recognized in profit or loss are not reversed through the income statement.
measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial recognition
of those assets, although the decrease cannot yet be identified with the individual financial assets in the portfolio, for If, in a subsequent period, the fair value of a debt instrument classified as available for sale increases and the increase
instance an increase in the default rates for a particular Banking product. can be objectively related to an event occurring after the impairment loss was recognized in the income statement, the
impairment loss is reversed through the income statement to the extent of previously recognized impairment charge
The Bank estimates the period between a losses occurring and its identification for each specific portfolio. In general, the from equity to income statement.
periods used vary between three months to twelve months.
2.13. Real estate investments
The Bank first assesses whether objective evidence of impairment exists individually for financial assets that are individu- The real estate investments represent lands and buildings owned by the Bank in order to obtain rental returns or capital
ally significant, and individually or collectively for financial assets that are not individually significant and in this field the gains and therefore do not include real estate assets which the Bank exercised its work through or those that have owned
following are considered: by the Bank as settlement of debts. The accounting treatment is the same used with property, plant and equipment.
• If the Bank determines that no objective evidence of impairment exists for an individually assessed financial asset, wheth-
er significant or not, it includes the asset in a group of financial assets with similar credit risk characteristics and collec- 2.14. Property, plant and equipment
tively assesses them for impairment according to historical default ratios. Land and buildings comprise mainly branches and offices. All property, plant and equipment are stated at historical cost less
• If the Bank determines that an objective evidence of financial asset impairment exist that are individually assessed for depreciation and impairment losses. Historical cost includes expenditure that is directly attributable to the acquisition of the
impairment and for which an impairment loss is or continues to be recognized are not included in a collective assessment items.
of impairment.
Subsequent costs are included in the asset’s carrying amount or as a separate asset, as appropriate, only when it is probable that
The amount of the loss is measured as the difference between the asset’s carrying amount and the present value of esti- future economic benefits will flow to the Bank and the cost of the item can be measured reliably. All other repairs and mainte-
mated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s nance are charged to other operating expenses during the financial period in which they are incurred.
original effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account and
the amount of the loss is recognized in the income statement. If a loan or held to maturity investment has a variable inter- Land is not depreciated. Depreciation of other assets is calculated using the straight-line method to allocate their residual val-
est rate, the discount rate for measuring any impairment loss is the current effective interest rate determined under the ues over estimated useful lives, as follows:
contract when there is objective evidence for asset impairment. As a practical expedient, the Bank may measure impair-
ment on the basis of an instrument’s fair value using an observable market price. Buildings 20 years.
Leasehold improvements 3 years, or over the period of the lease if less
The calculation of the present value of the estimated future cash flows of a collateralized financial asset reflects the cash Furniture and safes 5 years.
flows that may result from foreclosure less costs for obtaining and selling the collateral, whether or not foreclosure is Typewriters, calculators and air-conditions 8 years
probable. Transportations 5 years
Computers and core systems 3/10 years
For the purposes of a collective evaluation of impairment, financial assets are grouped on the basis of similar credit risk Fixtures and fittings 3 years
characteristics (i.e., on the basis of the group’s grading process that considers asset type, industry, geographical location,
collateral type, past-due status and other relevant factors). Those characteristics are relevant to the estimation of future
cash flows for groups of such assets by Being indicative of the debtors’ ability to pay all amounts due according to the The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date. Deprecia-
contractual terms of the assets being evaluated. ble assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount
may not be recovered. An asset’s carrying amount is written down immediately to its recoverable value if the asset’s car-
For the purposes of evaluation of impairment for a group of a financial assets according to historical default ratios future rying amount exceeds its estimated recoverable amount. The recoverable amount is the higher of the asset’s fair value less
cash flows in a group of financial assets that are collectively evaluated for impairment are estimated on the basis of the costs to sell and value in use.
contractual cash flows of the assets in the Bank and historical loss experience for assets with credit risk characteristics
similar to those in the Bank. Historical loss experience is adjusted on the basis of current observable data to reflect the Gains and losses on disposals are determined by comparing the selling proceeds with the asset carrying amount and
effects of current conditions that did not affect the period on which the historical loss experience is based and to remove charged to other operating expenses in the income statement.
the effects of conditions in the historical period that do not currently exist.
2.15. Impairment of non-financial assets
Estimates of changes in future cash flows for groups of assets should reflect and be directionally consistent with changes Assets that have an indefinite useful life are not amortized -except goodwill- and are tested annually for impairment. As-
in related observable data from period to period (for example, changes in unemployment rates, property prices, payment sets that are subject to amortization are reviewed for impairment whenever events or changes in circumstances indicate
status, or other indicative factors of changes in the probability of losses in the Bank and their magnitude. The methodol- that the carrying amount may not be recoverable. An impairment loss is recognized for the amount by which the asset’s
ogy and assumptions used for estimating future cash flows are reviewed regularly by the Bank. carrying amount exceeds its recoverable amount.
2.12.2. Available for sale investments The recoverable amount is the higher of an asset’s fair value less costs to sell or value in use. Assets are tested for impair-
The Bank assesses at each balance sheet date whether there is objective evidence that a financial asset or a group of ment with reference to the lowest level of cash generating unit/s. A previously recognized impairment loss relating to a
financial assets classify under available for sale is impaired. In the case of equity investments classified as available fixed asset may be reversed in part or in full when a change in circumstances leads to a change in the estimates used to
for sale, a significant or prolonged decline in the fair value of the security below its cost is considered in determining determine the fixed asset’s recoverable amount. The carrying amount of the fixed asset will only be increased up to the
amount that it would have been had the original impairment not been recognized.

2.15.1. Goodwill 2.18. Other provisions

Goodwill is capitalized and represents the excess of acquisition cost over the fair value of the Bank’s share in the ac- Provisions for restructuring costs and legal claims are recognized when the Bank has present legal or constructive obliga-
quired entity’s net identifiable assets on the date of acquisition. For the purpose of calculating goodwill, the fair values tions as a result of past events; where it is more likely than not that a transfer of economic benefit will be necessary to settle
of acquired assets, liabilities and contingent liabilities are determined by reference to market values or by discounting the obligation, and it can be reliably estimated.
expected future cash flows. Goodwill is included in the cost of investments in associates and subsidiaries in the Bank’s
separate financial statements. Goodwill is tested for impairment, impairment loss is charged to the income statement. In case of similar obligations, the related cash outflow should be determined in order to settle these obligations as a
group. The provision is recognized even in case of minor probability that cash outflow will occur for an item of these
Goodwill is allocated to the cash generating units for the purpose of impairment testing. The cash generating units rep- obligations.
resented in the Bank main segments.
When a provision is wholly or partially no longer required, it is reversed through profit or loss under other operating
2.15.2. Other intangible assets income (expenses).
Is the intangible assets other than goodwill and computer programs (trademarks, licenses, contracts for benefits, the
benefits of contracting with clients). Provisions for obligations, other than those for credit risk or employee benefits, due within more than 12 months from
the balance sheet date are recognized based on the present value of the best estimate of the consideration required
Other intangible assets that are acquired by the Bank are recognized at cost less accumulated amortization and impair- to settle the present obligation at the balance sheet date. An appropriate pretax discount rate that reflects the time
ment losses. Amortization is charged to the income statement on a straight-line basis over the estimated useful lives of value of money is used to calculate the present value of such provisions. For obligations due within less than twelve
the intangible asset with definite life. Intangible assets with indefinite life are not amortized and tested for impairment. months from the balance sheet date, provisions are calculated based on undiscounted expected cash outflows unless
the time value of money has a significant impact on the amount of provision, then it is measured at the present value.
2.16. Leases
The accounting treatment for the finance lease is complied with law 95/1995, if the contract entitles the lessee to purchase 2.19. Share based payments
the asset at a specified date and predefined value, or the current value of the total lease payments representing at least 90% The Bank applies an equity-settled, share-based compensation plan. The fair value of equity instruments recognized as
of the value of the asset. The other leases contracts are considered operating leases contracts. an expense over the vesting period using appropriate valuation models, taking into account the terms and conditions
upon which the equity instruments were granted. The vesting period is the period during which all the specified vesting
2.16.1. Being lessee conditions of a share-based payment arrangement are to be satisfied. Vesting conditions include service conditions and
Finance lease contract recognizes the lease cost, including the cost of maintenance of the leased assets in the income performance conditions and market performance conditions are taken into account when estimating the fair value of
statement for the period in which they occurred. If the Bank decides to exercise the right to purchase the leased asset the equity instruments at the date of grant. At each balance sheet date the number of options that are expected to be exer-
leased assets are capitalized and included in ‘property, plant and equipment’ and depreciated over the useful life of the cised are estimated. Recognizes estimate changes, if any, in the income statement, and a corresponding adjustment to
expected remaining life of the asset in the same manner as similar assets. equity over the remaining vesting period.
Operating lease payments leases are accounted for on a straight-line basis over the periods of the leases and are included The proceeds received net of any directly attributable transaction costs are credited to share capital (nominal value)
in ‘general and administrative expenses’. and share premium when the options are exercised.
2.16.2. Being lessor 2.20. Income tax

For finance lease, assets are recorded in the property, plant and equipment in the balance sheet and amortized over the Income tax on the profit or loss for the period and deferred tax are recognized in the income statement except for income
expected useful life of this asset in the same manner as similar assets. Lease income is recognized on the basis of rate tax relating to items of equity that are recognized directly in equity.
of return on the lease in addition to an amount corresponding to the cost of depreciation for the period. The difference
between the recognized rental income and the total finance lease clients' accounts is transferred to the in the income Income tax is recognized based on net taxable profit using the tax rates applicable at the date of the balance sheet in ad-
statement until the expiration of the lease to be reconciled with a net book value of the leased asset. Maintenance and dition to tax adjustments for previous years.
insurance expenses are charged to the income statement when incurred to the extent that they are not charged to the
tenant. Deferred taxes arising from temporary time differences between the book value of assets and liabilities are recognized in
accordance with the principles of accounting and value according to the foundations of the tax, this is determining the
In case there is objective evidence that the Bank will not be able to collect the of financial lease obligations, the finance value of deferred tax on the expected manner to realize or settle the values of assets and liabilities, using tax rates appli-
lease payments are reduced to the recoverable amount. cable at the date of the balance sheet.
For assets leased under operating lease it appears in the balance sheet under property, plant and equipment, and de- Deferred tax assets of the Bank recognized when there is likely to be possible to achieve profits subject to tax in the future
preciated over the expected useful life of the asset in the same way as similar assets, and the lease income recorded less to be possible through to use that asset, and is reducing the value of deferred tax assets with part of that will come from
any discounts given to the lessee on a straight-line method over the contract period. tax benefit expected during the following years, that in the case of expected high benefit tax, deferred tax assets will in-
crease within the limits of the above reduced.
2.17. Cash and cash equivalents
For the purposes of the cash flow statement, cash and cash equivalents comprise balances with less than three months’ 2.21. Borrowings
maturity from the date of acquisition, including cash and non-restricted balances with Central Bank, treasury bills and Borrowings are recognized initially at fair value net of transaction costs incurred. Borrowings are subsequently stated at
other eligible bills, loans and advances to banks, amounts due from other banks and short-term government securities. amortized cost also any difference between proceeds net of transaction costs and the redemption value is recognized in
the income statement over the period of the borrowings using the effective interest method.

2.22. Dividends scale, which is shown below, reflects the range of default probabilities defined for each rating class. This means that, in
Dividends on ordinary shares and profit sharing are recognized as a charge of equity upon the general assembly approval. principle, exposures migrate between classes as the assessment of their probability of default changes. The rating tools
Profit sharing includes the employees’ profit share and the Board of Directors’ remuneration as prescribed by the Bank’s are kept under review and upgraded as necessary. The Bank regularly validates the performance of the rating and their
articles of incorporation and the corporate law. predictive power with regard to default events.
2.23. Comparatives Bank’s rating description of the grade

Comparative figures have been adjusted to conform to changes in presentation in the current period where necessary. 1 performing loans
2 regular watching
3. Financial risk management 3 watch list
The Bank’s activities expose it to a variety of financial risks and those activities involve the analysis, evaluation, acceptance and 4 non-performing loans
management of some degree of risk or combination of risks. Taking risk is core to the financial business, and the operational
risks are an inevitable consequence of being in business. The Bank’s aim is therefore to achieve an appropriate balance between Loss given default or loss severity represents the Bank expectation of the extent of loss on a claim should default occur. It is
risk and rewards and minimize potential adverse effects on the Bank’s financial performance. The most important types of fi- expressed as percentage loss per unit of exposure and typically varies by type of counterparty, type and seniority of claim
nancial risks are credit risk, market risk, liquidity risk and other operating risks. Also market risk includes exchange rate risk, and availability of collateral or other credit mitigation.
rate of return risk and other prices risks.
3.1.1.2. Debt instruments and treasury and other bills
The Bank’s risk management policies are designed to identify and analyze these risks, to set appropriate risk limits and con- For debt instruments and bills, external rating such as standard and poor’s rating or their equivalents are used for man-
trols, and to monitor the risks and adherence to limits by means of reliable and up-to-date information systems. The Bank aging of the credit risk exposures, and if this rating is not available, then other ways similar to those used with the credit
regularly reviews its risk management policies and systems to reflect changes in markets, products and emerging best practice. customers are uses. The investments in those securities and bills are viewed as a way to gain a better credit quality map-
Risk management is carried out by risk department under policies approved by the Board of Directors. Bank treasury identifies, ping and maintain a readily available source to meet the funding requirement at the same time.
evaluates and hedges financial risks in close co-operation with the Bank’s operating units.
3.1.2. Risk limit control and mitigation policies
The board provides written principles for overall risk management, as well as written policies covering specific areas, such as The Bank manages, limits and controls concentrations of credit risk wherever they are identified − in particular, to indi-
foreign exchange risk, interest rate risk, credit risk, use of derivative financial instruments and non-derivative financial in- vidual counterparties and banks, and to industries and countries.
struments. In addition, credit risk management is responsible for the independent review of risk management and the control
environment. The Bank structures the levels of credit risk it undertakes by placing limits on the amount of risk accepted in relation to
one borrower, or groups of borrowers, and to geographical and industry segments. Such risks are monitored on a revolving
3.1. Credit risk basis and subject to an annual or more frequent review, when considered necessary. Limits on the level of credit risk by
The Bank takes on exposure to credit risk, which is the risk that counterparty will cause a financial loss for the Bank individual, counterparties, product, and industry sector and by country are approved quarterly by the Board of Directors.
by failing to discharge an obligation. Management therefore carefully manages its exposure to credit risk. Credit ex-
posures arise principally in loans and advances, debt securities and other bills. There is also credit risk in off-balance The exposure to any one borrower including banks and brokers is further restricted by sub-limits covering on- and off-
sheet financial arrangements such as loan commitments. The credit risk management and control are centralized in a balance sheet exposures, and daily delivery risk limits in relation to trading items such as forward foreign exchange con-
credit risk management team in Bank treasury and reported to the Board of Directors and head of each business unit tracts. Actual exposures against limits are monitored daily.
regularly.
Exposure to credit risk is also managed through regular analysis of the ability of borrowers and potential borrowers to
3.1.1. Credit risk measurement meet interest and capital repayment obligations and by changing these lending limits where appropriate.
3.1.1.1. Loans and advances to banks and customers Some other specific control and mitigation measures are outlined below:
In measuring credit risk of loans and facilities to banks and customers at a counterparty level, the Bank reflects three
components: 3.1.2.1. Collateral
• The ‘probability of default’ by the client or counterparty on its contractual obligations The Bank employs a range of policies and practices to mitigate credit risk. The most traditional of these is the taking of
• Current exposures to the counterparty and its likely future development, from which the Bank derive the ‘exposure at security for funds advances, which is common practice. The Bank implements guidelines on the acceptability of specific
default. classes of collateral or credit risk mitigation. The principal collateral types for loans and advances are:
• The likely recovery ratio on the defaulted obligations (the ‘loss given default’). • Mortgages over residential properties.
• Mortgage business assets such as premises, and inventory.
These credit risk measurements, which reflect expected loss (the ‘expected loss model’) are required by the Basel commit- • Mortgage financial instruments such as debt securities and equities.
tee on banking regulations and the supervisory practices (the Basel committee), and are embedded in the Bank’s daily
operational management. The operational measurements can be contrasted with impairment allowances required under Longer-term finance and lending to corporate entities are generally secured; revolving individual credit facilities are
EAS 26, which are based on losses that have been incurred at the balance sheet date (the ‘incurred loss model’) rather than generally unsecured. In addition, in order to minimize the credit loss the Bank will seek additional collateral from the
expected losses (note 3.1). counterparty as soon as impairment indicators are noticed for the relevant individual loans and advances.
The Bank assesses the probability of default of individual counterparties using internal rating tools tailored to the various Collateral held as security for financial assets other than loans and advances is determined by the nature of the instru-
categories of counterparty. They have been developed internally and combine statistical analysis with credit officer judgment. Debt securities, treasury and other governmental securities are generally unsecured, with the exception of asset-
ment and are validated, where appropriate. Clients of the Bank are segmented into four rating classes. The Bank’s rating backed securities and similar instruments, which are secured by portfolios of financial instruments.

3.1.2.2. Derivatives December 31, 2013 December 31, 2012

The Bank maintains strict control limits on net open derivative positions (i.e., the difference between purchase and sale Bank’s rating Loans and Impairment Loans and Impairment
contracts), by both amount and term. At any one time, the amount subject to credit risk is limited to the current fair value advances (%) provision (%) advances (%) provision (%)
of instruments that are favorable to the Bank (i.e., assets with positive fair value), which in relation to derivatives is only a 1-Performing loans 87.65 31.49 90.00 40.85
small fraction of the contract, or notional values used to express the volume of instruments outstanding. This credit risk 2-Regular watching 4.93 5.32 5.89 8.56
exposure is managed as part of the overall lending limits with customers, together with potential exposures from market 3-Watch list 3.44 19.93 0.48 2.01
movements. Collateral or other security is not usually obtained for credit risk exposures on these instruments, except 4-Non-Performing Loans 3.98 43.26 3.63 48.58
where the Bank requires margin deposits from counterparties.
Settlement risk arises in any situation where a payment in cash, securities or equities is made in the expectation of a cor- The internal rating tools assists management to determine whether objective evidence of impairment exists under EAS
responding receipt in cash, securities or equities. Daily settlement limits are established for each counterparty to cover 26, based on the following criteria set by the Bank:
the aggregate of all settlement risk arising from the Bank market transactions on any single day. • Cash flow difficulties experienced by the borrower or debtor
• Breach of loan covenants or conditions
3.1.2.3. Master netting arrangements • Initiation of bankruptcy proceedings
The Bank further restricts its exposure to credit losses by entering into master netting arrangements with counterpar- • Deterioration of the borrower’s competitive position
ties with which it undertakes a significant volume of transactions. Master netting arrangements do not generally result • Bank granted concessions may not be approved under normal circumstances due to economic, legal reasons and financial
in an offset of balance sheet assets and liabilities, as transactions are usually settled on a gross basis. However, the credit difficulties facing the borrower
risk associated with favorable contracts is reduced by a master netting arrangement to the extent that if a default occurs, • Deterioration of the collateral value
all amounts with the counterparty are terminated and settled on a net basis. The Bank overall exposure to credit risk on • Deterioration of the credit situation
derivative instruments subject to master netting arrangements can change substantially within a short period, as it is af-
fected by each transaction subject to the arrangement. The Bank’s policy requires the review of all financial assets that are above materiality thresholds at least annually or more
regularly when circumstances require. Impairment provisions on individually assessed accounts are determined by an
3.1.2.4. Credit related commitments evaluation of the incurred loss at balance-sheet date, and are applied to all significant accounts individually. The assess-
The primary purpose of these instruments is to ensure that funds are available to a customer as required. Guarantees and ment normally encompasses collateral held (including re-confirmation of its enforceability) and the anticipated receipts
standby letters of credit carry the same credit risk as loans. Documentary and commercial letters of credit – which are for that individual account. Collective impairment provisions are provided portfolios of homogenous assets by using the
written undertakings by the Bank on behalf of a customer authorizing a third party to draw drafts on the Bank up to a available historical loss experience, experienced judgment and statistical techniques.
stipulated amount under specific terms and conditions – are collateralized by the underlying shipments of goods to which
they relate and therefore carry less risk than a direct loan. 3.1.4. Pattern of measuring the general banking risk
In addition to the four categories of the Bank’s internal credit ratings indicated in note 3.1.1, management classifies loans
Commitments to extend credit represent unused portions of authorizations to extend credit in the form of loans, guaran- and advances based on more detailed subgroups in accordance with the CBE regulations. Assets exposed to credit risk
tees or letters of credit. With respect to credit risk on commitments to extend credit, the Bank is potentially exposed to in these categories are classified according to detailed rules and terms depending heavily on information relevant to the
loss in an amount equal to the total unused commitments. However, the likely amount of loss is less than the total unused customer, his activity, financial position and his repayment track record. The Bank calculates required provisions for
commitments, as most commitments to extend credit are contingent upon customers maintaining specific credit stan- impairment of assets exposed to credit risk, including commitments relating to credit on the basis of rates determined
dards. The Bank monitors the term to maturity of credit commitments because longer-term commitments generally have by CBE. In case, the provision required for impairment losses as per CBE credit worthiness rules exceeds the required
a greater degree of credit risk than shorter-term commitments. provisions by the application used in balance sheet preparation in accordance with EAS. That excess shall be debited to
retained earnings and carried to the general banking risk reserve in the equity section. Such reserve is always adjusted, on
3.1.3. Impairment and provisioning policies a regular basis, by any increase or decrease so, that reserve shall always be equivalent to the amount of increase between
The internal rating system described in Note 3.1.1 focus on the credit-quality mapping from the lending and invest- the two provisions. Such reserve is not available for distribution.
ment activities perspective. Conversely, for only financial reporting purposes impairment losses are recognized for
that has been incurred at the balance sheet date when there is an objective evidence of impairment. Due to the dif- Below is a statement of institutional worthiness according to internal ratings compared with CBE ratings and rates of
ferent methodologies applied, the amount of incurred impairment losses in balance sheet are usually lower than the provisions needed for assets impairment related to credit risk:
amount determined from the expected loss model that is used for internal operational management and CBE regula-
tion purposes. CBE Rating Categorization Provision% Internal rating Categorization
1 Low risk 0% 1 Performing loans
The impairment provision reported in balance sheet at the end of the period is derived from each of the four internal 2 Average risk 1% 1 Performing loans
credit risk ratings. However, the majority of the impairment provision is usually driven by the last two rating degrees. 3 Satisfactory risk 1% 1 Performing loans
The following table illustrates the proportional distribution of loans and advances reported in the balance sheet for 4 Reasonable risk 2% 1 Performing loans
each of the four internal credit risk ratings of the Bank and their relevant impairment losses: 5 Acceptable risk 2% 1 Performing loans
6 Marginally acceptable risk 3% 2 Regular watching
7 Watch list 5% 3 Watch list
8 Substandard 20% 4 Non performing loans
9 Doubtful 50% 4 Non performing loans
10 Bad debts 100% 4 Non performing loans

3.1.5. Maximum exposure to credit risk before collateral held 3.1.6. Loans and advances
Dec. 31, 2013 Dec. 31, 2012 Loans and advances are summarized as follows:
In balance sheet items exposed to credit risk EGP EGP Dec. 31, 2013 Dec. 31, 2012
Treasury bills and other governmental notes 23,665,428,816 11,193,466,093 EGP EGP
Trading financial assets: Loans and Loans and Loans and Loans and
- Debt instruments 2,096,838,419 1,181,100,426 advances to advances to advances to advances to
Gross loans and advances to banks 153,833,294 1,208,166,369 customers banks customers banks
Less:Impairment provision (21,410,562) (29,298,630) Neither past due nor impaired 40,727,364,380 123,630,395 40,779,399,095 1,176,571,369
Gross loans and advances to customers Past due but not impaired 2,790,527,143 - 785,027,964 -
Individual: Individually impaired 1,773,225,040 30,202,899 1,578,381,311 31,595,000
- Overdraft 1,173,942,998 1,220,222,219 Gross 45,291,116,563 153,833,294 43,142,808,370 1,208,166,369
- Credit cards 765,623,964 660,932,044 Less:
- Personal loans 4,181,386,392 3,616,553,758 Impairment provision 2,842,840,136 21,410,562 1,901,222,402 29,298,630
- Mortgages 383,143,670 463,833,879 Unamortized bills discount 6,634,495 - 22,277,973 -
- Other loans 10,841,736 20,045,324 Unearned interest 708,390,220 - 520,994,222 -
Corporate: Net 41,733,251,712 132,422,732 40,698,313,773 1,178,867,739
- Overdraft 4,910,810,545 4,288,571,348 Impairment provision losses for loans and advances reached EGP 2,864,250,698.
- Direct loans 24,125,578,810 23,196,204,054
- Syndicated loans 9,630,556,651 9,588,649,990 During the period the Bank’s total loans and advances increased by 2.47% .
- Other loans 109,231,797 87,795,754
Unamortized bills discount (6,634,495) (22,277,973) In order to minimize the propable exposure to credit risk, the Bank focuses more on the business with large enterprises,banks
Impairment provision (2,842,840,136) (1,901,222,402) or retail customers with good credit rating or sufficient collateral.
-Debt instruments 26,899,651,189 24,859,146,103
-Investments in associates 192,752,878 165,198,634
Total 94,823,431,284 79,413,552,530
Off balance sheet items exposed to credit risk
Financial guarantees 2,480,059,591 2,276,369,133
Customers acceptances 472,350,554 1,176,928,870
Letter of credit 750,766,099 933,297,936
Letter of guarantee 14,959,322,507 12,787,512,199
Total 18,662,498,751 17,174,108,138
The above table represents the Bank Maximum exposure to credit risk on December 31, 2013, before taking account of any
held collateral.
For assets recognized on balance sheet, the exposures set out above are based on net carrying amounts as reported in the
balance sheet.
As shown above 44.26% of the total maximum exposure is derived from loans and advances to banks and customers while
investments in debt instruments represents 30.58%.
Management is confident in its ability to continue to control and sustain minimal exposure of credit risk resulting from
both its loans and advances portfolio and debt instruments based on the following:
• 92.60% of the loans and advances are concentrated in the top two grades of the internal credit risk rating system.
• 96.04% of loans and advances portfolio are considered to be neither past due nor impaired.
• Loans and advances assessed individualy are valued EGP 1,803,427,939.
• The Bank has implemented more prudent processes when granting loans and advances during the financial year ended
on December 31, 2013.
• 95.01% of the investments in debt Instruments are Egyptian sovereign instruments.

Net loans and advances to customers and banks:
EGP
Grades:
Performing loans 1,094,590,541 736,700,792 3,996,265,873 366,843,424 - 4,302,790,858 19,559,702,025 8,665,942,088 103,049,090 38,825,884,691 121,253,726
Regular watching 51,117,932 14,364,025 44,547,698 - - 69,765,752 1,439,446,597 459,723,167 712,987 2,079,678,158 -
Watch list 10,007,708 3,894,678 24,518,735 - 7,100,394 126,847,106 811,645,615 5,446,049 - 989,460,285 -

Total 1,164,710,580 757,232,790 4,098,725,755 369,359,741 7,633,106 4,576,607,882 22,172,247,982 9,197,493,980 104,264,611 42,448,276,427 132,422,732
EGP

Grades:
Performing loans 1,152,693,431 633,881,668 3,459,502,653 449,183,484 1,107,853 3,828,066,231 19,714,723,182 8,634,047,670 82,087,754 37,955,293,927 1,168,312,112
Regular watching 39,975,851 12,960,108 35,395,626 - 16,959,188 147,548,565 1,762,255,708 431,680,704 79,991 2,446,855,741 -
Watch list 9,922,637 3,940,508 20,441,412 - - 8,557,078 - 135,043,296 - 177,904,931 -
Total 1,209,469,172 652,603,713 3,542,118,204 450,457,019 18,954,393 4,079,020,119 21,954,188,115 9,252,081,386 82,693,846 41,241,585,968 1,178,867,739
Loans and advances past due but not impaired:

Loans and advances less than 90 days past due are not considered impaired, unless there is an objective evidence of impairment.
loans loans
Past due up to 30 days 282,863,638 145,913,282 9,383,181 741,580 438,901,681 1,309,118,603 749,247,887 22,884,352 2,081,250,842
Past due 30 - 60 days 51,211,222 15,126,962 2,852,133 199,332 69,389,649 20,300,304 17,617,160 - 37,917,464
Past due 60-90 days 10,049,551 4,646,221 2,704,540 16,160 17,416,472 79,699,492 65,951,544 - 145,651,036
Total 344,124,411 165,686,465 14,939,854 957,072 525,707,802 1,409,118,399 832,816,591 22,884,352 2,264,819,342
loans loans
Past due up to 30 days 270,505,350 136,831,472 11,448,890 700,995 419,486,707 32,640,253 83,898,165 105,902,043 222,440,462
Past due 30-60 days 40,136,708 13,690,593 2,585,035 91,626 56,503,962 4,432,342 7,374,788 - 11,807,130
Past due 60-90 days 10,117,386 4,794,090 2,195,267 110,400 17,217,143 30,810,328 24,880,581 1,881,651 57,572,559
Total 320,759,444 155,316,155 16,229,192 903,021 493,207,812 67,882,923 116,153,535 107,783,694 291,820,152
Individually impaired loans

Loans and advances individually assessed without taking into consideration cash flows from guarantees are totaled EGP 1,803,427,939.
The breakdown of the gross amount of individually impaired loans and advances by product, along with the fair value of related collateral held by the Bank, are as follows:
Dec. 31, 2013
Dec. 31, 2012
Loans and advances restructured
EGP
Total
23,665,428,816
2,096,838,419
153,833,294
(21,410,562)
1,173,942,998
765,623,964
4,181,386,392
383,143,670
10,841,736
4,910,810,545
24,125,578,810
9,630,556,651
109,231,797
(6,634,495)
(2,842,840,136)
(708,390,220)
103,085,538
26,899,651,189
192,752,878
94,823,431,284
Restructuring activities include reschaduling arrangements, obligatory management programs, modification and deferral of
payments. The application of restructuring policies are based on indicators or criteria of credit performance of the borrower
that is based on the personal judgment of the management, indicate that payment will most likely continue. Restructuring is
commonly applied to term loans, specially customer loans. Renegotiated loans totaled at the end of the year

Dec. 31, 2013 Dec. 31, 2012
Individual
-
-
-
1,173,942,998
765,623,964
4,181,386,392
383,143,670
10,841,736
-
-
-
-
-
(133,468,940)
(39,328,295)
-
-
-
6,342,141,525
Loans and advances to customer
Corporate
Direct loans 2,950,132,000 2,924,873,000
Total 2,950,132,000 2,924,873,000
Government Other activities
-
-
-
-
-
-
-
-
1,934,555,071
10,806,642,350
3,765,024,288
3,256,225
-
(1,182,773,613)
(357,500,457)
-
-
-
14,969,203,864
3.1.7. Debt instruments, treasury bills and other governmental notes
The table below presents an analysis of debt instruments, treasury bills and other governmental notes by rating agency
designation at end of financial period, based on Standard & Poor’s ratings or their equivalent:
EGP
The following table analysis the Group’s main credit exposure at their book value categorized by the Bank customers activities.
Non-trading
Treasury bills and Trading financial
Dec. 31, 2013 financial debt Total
other gov. notes debt instruments
sector
23,665,428,816
2,096,838,419
-
-
-
-
-
-
-
468,096,213
1,095,296,185
34,722,222
-
-
(15,397,347)
-
-
25,495,134,249
-
52,840,118,757
instruments
AAA - - 962,346,780 962,346,780
AA- to AA+ - - 176,768,467 176,768,467
A- to A+ - - 200,559,029 200,559,029
Lower than A- - 135,464,386 851,468,992 986,933,378
Unrated 23,665,428,816 1,961,374,033 24,708,507,921 50,335,310,770
and
retail trade
-
-
-
-
-
-
-
-
-
274,467,379
215,552,531
-
15,000,000
-
(6,237,296)
(14,399)
-
-
-
498,768,215
Total 23,665,428,816 2,096,838,419 26,899,651,189 52,661,918,424
Real estate Wholesale

3.1.8. Concentration of risks of financial assets with credit risk exposure
3.1.8.1. Geographical sectors
Following is a breakdown of the Bank’s main credit exposure at their book values categorized by geographical region at
-
-
-
-
-
-
-
-
1,013,245,488
-
1,046,185,896
-
-
(38,475,946)
-
-
-
-
2,020,955,438
the end of the current period.
The Bank has allocated exposures to regions based on the country of domicile of its counterparties.
Alex, Delta and
Sinai
Treasury bills and other governmental notes 23,665,428,816 - - 23,665,428,816
Manufacturing
-
-
-
-
-
-
-
-
1,301,794,515
11,224,774,953
4,784,624,245
90,975,572
-
(1,454,360,568)
(311,547,069)
-
-
-
15,636,261,648
- Debt instruments 2,096,838,419 - - 2,096,838,419
Gross loans and advances to banks 153,833,294 - - 153,833,294
Less:Impairment provision (21,410,562) - - (21,410,562)
Gross loans and advances to customers
Financial
institutions
-
-
153,833,294
(21,410,562)
-
-
-
-
-
(81,348,121)
783,312,791
-
-
(6,634,495)
(12,126,426)
-
103,085,538
1,404,516,940
192,752,878
2,515,981,837
Individual:
- Overdrafts 788,301,456 260,325,730 125,315,812 1,173,942,998
- Credit cards 577,101,742 158,976,345 29,545,877 765,623,964
- Personal loans 2,809,768,674 1,097,553,129 274,064,589 4,181,386,392
- Mortgages 317,339,513 56,881,818 8,922,339 383,143,670
- Other loans 9,563,433 1,278,303 - 10,841,736
Corporate:
Gross loans and advances to custom-

- Overdrafts 4,037,234,996 634,425,280 239,150,269 4,910,810,545
Gross loans and advances to banks

- Direct loans 18,759,464,871 4,753,247,203 612,866,736 24,125,578,810
Derivative financial instruments

- Syndicated loans 8,869,001,700 761,554,951 - 9,630,556,651
- Investments in subsidiary and

- Other loans 105,176,241 4,055,556 - 109,231,797
Unamortized bills discount

Less:Impairment provision
Unamortized bills discount (6,634,495) - - (6,634,495)
3.1.8.2. Industry sectors

Impairment provision (2,842,840,136) - - (2,842,840,136)
Impairment provision
governmental notes
Unearned interest (553,087,820) (153,568,700) (1,733,700) (708,390,220)
- Debt instruments
- Syndicated loans
-Debt instruments
Unearned interest
Derivative financial instruments 103,085,538 - - 103,085,538
- Personal loans
- Credit cards
- Direct loans
- Other loans
- Other loans
- Overdrafts
- Overdrafts
- Mortgages
Individual:
Dec. 31, 2013
Corporate:
associates
-Debt instruments 26,899,651,189 - - 26,899,651,189
-Investments in associates 192,752,878 - - 192,752,878
Total 85,960,569,747 7,574,729,615 1,288,131,922 94,823,431,284
Total
ers

3.2. Market risk Trading portfolio VaR by risk type

Market risk represnted as fluctuations in fair value or future cash flow, including foreign exchange rates and commodity Dec. 31, 2013 Dec. 31, 201
prices, interest rates, credit spreads and equity prices will reduce the Bank’s income or the value of its portfolios. the Bank Medium High Low Medium High Low
separates exposures to market risk into trading or non-trading portfolios. Foreign exchange risk 89,669 539,916 3,370 40,138 175,325 4,756
Interest rate risk
Market risks are measured, monitored and controlled by the market risk management department. In addition, regular - For trading purposes 11,620,567 16,839,550 6,589,626 4,487,192 9,669,731 2,126,504
reports are submitted to the Asset and Liability Management Committee (ALCO), Board Risk Committee and the heads Equities risk 124,134 203,290 85,632 278,907 368,507 149,646
of each business unit. Funds managed by others risk 606,374 1,124,626 35,182 - - -
Investment fund 305,229 491,484 210,658 287,242 465,524 169,518
Trading portfolios include positions arising from market-making, position taking and others designated as marked-to- Total VaR 11,654,395 16,875,949 6,621,300 4,553,070 9,721,129 2,218,253
market. Non-trading portfolios include positions that primarily arise from the interest rate management of the group’s
retail and commercial banking assets and liabilities, financial investments designated as available for sale and held-to- Non trading portfolio VaR by risk type
maturity. Dec. 31, 2013 Dec. 31, 2012
Medium High Low Medium High Low
3.2.1. Market risk measurement techniques Interest rate risk
As part of the management of market risk, the Bank undertakes various hedging strategies. the Bank also enters into For non trading purposes 63,975,773 84,950,011 48,925,587 29,092,222 72,429,892 919,482
interest rate swaps to match the interest rate risk associated with the fixed-rate long-term debt instrument and loans to Total VaR 63,975,773 84,950,011 48,925,587 29,092,222 72,429,892 919,482
which the fair value option has been applied . The aggregate of the trading and non-trading VaR results does not constitute the Bank’s VaR due to correlations and
consequent diversification effects between risk types and portfolio types.
3.2.1.1. Value at Risk
The Bank applies a "Value at Risk" methodology (VaR) to its trading and non-trading portfolios, to estimate the market 3.2.3. Foreign exchange risk
risk of positions held and the maximum losses expected under normal market conditions, based upon a number of as- The Bank's financial position and cash flows are exposed to fluctuations in foreign currency exchange rates. The Board
sumptions for various changes in market conditions. sets limits on the level of exposure by currency and in aggregate for both overnight and intra-day positions, which are
monitored daily. The table below summarizes the Bank’s exposure to foreign currency exchange rate risk and Bank’s fi-
VaR is a statistically based estimate of the potential loss on the current portfolio from adverse market movements. It nancial instruments at carrying amounts, categorized by currency.
expresses the ‘maximum’ amount the Bank might lose , but only to a certain level of confidence (95%). There is therefore a Equivalent EGP
specified statistical probability (5%) that actual loss could be greater than the VaR estimate. The VaR model assumes a cer- Dec. 31, 2013 EGP USD EUR GBP Other Total
tain ‘holding period’ until positions can be closed ( 1 Day). The Bank is assessing the historical movements in the market Financial assets
prices based on volatilities and correlations data for the past five years. The use of this approach does not prevent losses Cash and balances with Cen-
3,943,554,418 685,783,608 97,955,512 21,155,801 56,524,898 4,804,974,237
outside of these limits in the event of more significant market movements. tral Bank
Due from banks 160,035,421 5,569,959,173 2,823,809,212 386,613,624 63,533,460 9,003,950,890
As VaR constitutes an integral part of the Bank’s market risk control regime, the Market Risk Management set Soft VaR Treasury bills and other gov-
20,729,091,642 3,832,188,780 181,468,677 - - 24,742,749,099
Limits, trading book, which have been approved by the board, and are monitored and reported on a daily basis to the Se- ernmental notes
nior Management. In addition, monthly limits compliance is reported to the ALCO. Trading financial assets 2,191,009,287 86,593,728 - - 8,881,566 2,286,484,581
- 153,833,294 - - - 153,833,294
banks
The Bank has developed the internal model to calculate VaR and is not yet approved by the Central Bank as the regulator Gross loans and advances to
is currently applying and requiring banks to calculate the Market Risk Capital Requirements according to Basel II Stan- 25,863,179,074 18,702,088,432 645,731,167 46,134,574 33,983,316 45,291,116,563
customers
dardized Approach. Derivative financial instru-
35,951,722 65,733,199 1,400,617 - - 103,085,538
ments
3.2.1.2. Stress tests Financial investments
Stress tests provide an indication of the potential size of losses that could arise under extreme market conditions. There- - Available for sale 22,145,853,264 1,232,251,218 - - - 23,378,104,482
fore, bank computes on a daily basis trading Stress VaR, combined with trading Normal VaR to capture the abnormal - Held to maturity 4,197,176,655 - - - - 4,197,176,655
movements in financial markets and to give more comprehensive picture of risk. The results of the stress tests are re- Investments in associates 151,872,008 40,880,870 - - - 192,752,878
viewed by the ALCO on a monthly basis and the board risk committee on a quarterly basis. Total financial assets 79,417,723,491 30,369,312,302 3,750,365,185 453,903,999 162,923,240 114,154,228,217
3.2.2. Value at risk (VaR) Summary Due to banks 319,951,905 1,031,898,608 20,152,926 1,399,569 7,032 1,373,410,040
Total VaR by risk type EGP Due to customers 64,618,227,605 27,965,508,241 3,585,282,145 456,884,824 219,780,593 96,845,683,408
Dec. 31, 2013 Dec. 31, 2012 Derivative financial instru-
31,266,232 81,503,495 2,108,856 - - 114,878,583
Medium High Low Medium High Low ments
Foreign exchange risk 89,669 539,916 3,370 40,138 175,325 4,756 Long term loans 132,153,227 - - - - 132,153,227
Interest rate risk 75,596,340 101,789,562 55,515,213 33,579,414 82,099,623 3,045,986 Total financial liabilities 65,101,598,969 29,078,910,344 3,607,543,927 458,284,393 219,787,625 98,466,125,258
For non trading purposes 63,975,773 84,950,011 48,925,587 29,092,222 72,429,892 919,482 Net on-balance sheet
For trading purposes 11,620,567 16,839,550 6,589,626 4,487,192 9,669,731 2,126,504 14,316,124,522 1,290,401,958 142,821,258 (4,380,394) (56,864,385) 15,688,102,959
financial position
Equities risk 124,134 203,290 85,632 278,907 368,507 149,646
Investment fund 606,374 1,124,626 35,182 - - -
Total VaR 305,229 491,484 210,658 287,242 465,524 169,518
75,622,331 101,827,317 55,529,386 33,555,660 82,161,567 3,139,829

3.2.4. Interest rate risk 3.3. Liquidity risk

The Bank takes on exposure to the effects of fluctuations in the prevailing levels of market interest rates on both its fair Liquidity risk is the risk that the Bank does not have sufficient financial resources to meet its obligations arises from its
value and cash flow risks. Interest margins may increase as a result of such changes but profit may decrease in the event financial liabilities as they fall due or to replace funds when they are withdrawn. The consequence may be the failure to
that unexpected movements arise.The Board sets limits on the gaps of interest rate repricing that may be undertaken, meet obligations to repay depositors and fulfill lending commitments.
which is monitored by bank's Risk Management Department.
3.3.1. Liquidity risk management process
The table below summarizes the Bank’s exposure to interest rate risks. It includes the Bank’s financial instruments at car- The Bank’s liquidity management process, is carried by the assets and Liabilities Management Department and moni-
rying amounts, categorized by the earlier of repricing or contractual maturity dates. tored independently by the Risk Management Department, which includes:
Projecting cash flows by major currency under various stress scenarios and considering the level of liquid assets necessary
Up to1 in relation thereto:
1-5 years Over 5 years Non- Bearing
Interest
Dec. 31, 2013 1-3 Months 3-12 Months Total
Month • The Bank maintains an active presence in global money markets to enable this to happen.
Financial assets • Maintaining a diverse range of funding sources with back-up facilities.
Cash and balances with • Monitoring balance sheet liquidity and advances to core funding ratios against internal and Central Bank of Egypt regula-
- - - - - 4,804,974,237 4,804,974,237
Central Bank
tions.
Due from banks 4,587,696,691 3,966,455,633 286,026,802 - - 163,771,764 9,003,950,890
• Managing the concentration and profile of debt maturities.
3,527,609,980 2,996,487,000 18,218,652,119 - - - 24,742,749,099 • Monitoring and reporting takes the form of cash flow measurement and projections for the next day, week and month re-
governmental notes*
Trading financial assets 184,878,423 - - 1,672,005,178 375,962,584 53,638,396 2,286,484,581 spectively, as these are key periods for liquidity management. The starting point for those assets projections is an analysis
Gross loans and advances of the contractual maturity of the financial liabilities and the expected collection date of the financial assets. Bank's
4,342,350 116,417,222 2,870,824 30,202,898 - - 153,833,294
to banks Risk Management Department also monitors unmatched medium-term
Gross loans and advances
29,728,939,030 6,465,364,854 5,189,602,857 3,111,717,350 795,492,472 - 45,291,116,563
to customers 3.3.2. Funding approach
Derivatives financial
Sources of liquidity are regularly reviewed jointly by the Bank's Assets & Liabilities Management Department and Con-
instruments (including 1,389,566,463 234,619,676 747,844,799 2,185,915,919 332,706,143 - 4,890,653,000
IRS notional amount) sumer Banking to maintain a wide diversification within currencies, geographical area, depositors, products and tenors.
Financial investments
- Available for sale 663,515,064 393,248,050 2,815,541,814 13,567,604,319 5,351,673,079 586,522,156 23,378,104,482 3.3.3. Non-derivative cash flows
- Held to maturity - - 197,841 4,196,978,814 - - 4,197,176,655 The table below presents the undiscounted cash flows payable by the Bank under non-derivative financial liabilities by remain-
Investments in associates - - - - - 192,752,878 192,752,878 ing contractual maturities and the maturities assumption for non contractual products are based on there behavior studies.
Total financial assets 40,086,548,001 14,172,592,435 27,260,737,056 24,764,424,478 6,855,834,278 5,801,659,431 118,941,795,679 Up to One to three Three months One year to Over five Total
Dec. 31, 2013 1 month months to one year five years years EGP
Financial liabilities Financial liabilities
Due to banks 347,374,047 - - - - 1,026,035,993 1,373,410,040 Due to banks 1,373,410,040 - - - - 1,373,410,040
Due to customers 32,188,336,580 14,485,215,174 11,106,121,075 22,458,172,731 87,337,000 16,520,500,848 96,845,683,408 Due to customers 14,262,658,315 14,355,336,031 31,020,534,031 36,171,294,031 1,035,861,000 96,845,683,408
Derivatives financial Long term loans 28,091,227 5,314,000 49,299,000 49,449,000 - 132,153,227
instruments (including 2,315,824,671 1,770,211,105 129,416,652 66,856,880 603,658,202 69,818,235 4,955,785,745 Total liabilities (contractual
IRS notional amount) and non contractual maturity 15,664,159,582 14,360,650,031 31,069,833,031 36,220,743,031 1,035,861,000 98,351,246,675
Long term loans 28,091,227 5,314,000 49,299,000 49,449,000 - - 132,153,227 dates)
Total financial liabilities 34,879,626,525 16,260,740,279 11,284,836,727 22,574,478,611 690,995,202 17,616,355,076 103,307,032,420 Total financial assets (con-
tractual and non contractual 16,226,910,823 11,735,431,147 29,841,046,583 41,734,405,803 14,830,199,429 114,367,993,785
Total interest maturity dates)
5,206,921,476 (2,088,147,844) 15,975,900,329 2,189,945,867 6,164,839,076 (11,814,695,645) 15,634,763,259
re-pricing gap
Up to 1month One to
* After deducting Repos. three Three months One year to Over five Total
Dec. 31, 2012 months to one year five years years EGP
Due to banks 1,714,862,716 - - - - 1,714,862,716
Due to customers 11,421,205,560 9,736,841,059 20,452,119,693 35,809,584,757 1,309,370,420 78,729,121,488
Long term loans - - 59,508,571 20,986,667 - 80,495,238
and non contractual maturity 13,136,068,276 9,736,841,059 20,511,628,264 35,830,571,424 1,309,370,420 80,524,479,442
dates)
Total financial assets (con-
tractual and non contractual 9,874,255,242 12,497,060,088 22,097,635,946 39,608,844,700 9,940,640,568 94,018,436,544
maturity dates)
Assets available to meet all of the liabilities and to cover outstanding loan commitments include cash, due from CBE and
due from banks, treasury bills, other government notes , loans and advances to banks and customers.
In the normal course of business, a proportion of customer loans contractually repayable within one year will be extend-
ed. In addition, debt instrument and treasury bills and other governmental notes have been pledged to secure liabilities.
The Bank would also be able to meet unexpected net cash outflows by selling securities and accessing additional funding
sources such as asset-backed markets.

3.3.4. Derivative cash flows Loans and advances to customers

Derivatives settled on a net basis Loans and advances are net of provisions for impairment. The estimated fair value of loans and advances represents the
The Bank’s derivatives that will be settled on a net basis include: discounted amount of estimated future cash flows expected to be received. Expected cash flows are discounted at current
market rates to determine fair value.
Foreign exchange derivatives: exchange traded options and over-the-counter (OTC) ,exchange traded forwards currency
options. Financial Investments
Investment securities include only interest-bearing assets held to maturity assets classified as available for sale are mea-
Interest rate derivatives: interest rate swaps, forward rate agreements, OTC and exchange traded interest rate options, sured at fair value. Fair value for held-to-maturity assets is based on market prices or broker/dealer price quotations.
other interest rate contracts and exchange traded futures . Where this information is not available, fair value is estimated using quoted market prices for securities with similar
credit, maturity and yield characteristics.
The table below analyses the Bank’s derivative undiscounted financial liabilities that will be settled on a net basis into
maturity groupings based on the remaining period of the balance sheet to the contractual maturity date. The amounts Due to other banks and customers
disclosed in the table are the contractual undiscounted cash flows: The estimated fair value of deposits with no stated maturity, which includes non-interest-bearing deposits, is the amount
EGP repayable on demand. The estimated fair value of fixed interest-bearing deposits and other borrowings not quoted in an
One to Three active market is based on discounted cash flows using interest rates for new debts with similar maturity date.
Up to one One year to Over five
Dec. 31, 2013 three months to Total
month five years years
months one year
Liabilities 3.5 Capital management
Derivatives financial instruments For capital management purposes, the Bank’s capital includes total equity as reported in the balance sheet plus some
Foreign exchange derivatives 28,748,121 4,157,915 12,154,312 - - 45,060,348 other elements that are managed as capital. The Bank manages its capital to ensure that the following objectives are
Interest rate derivatives - - 1,707,852 9,904,184 58,206,199 69,818,235 achieved:
Total 28,748,121 4,157,915 13,862,164 9,904,184 58,206,199 114,878,583 • Compliance with the legally imposed capital requirements in Egypt.
• Protecting the Bank’s ability to continue as a going concern and enabling it to generate yield for shareholders and othe
Off balance sheet items parties dealing with the bank.
Dec. 31, 2013 Up to 1 year 1-5 years Over 5 years Total
Letters of credit, guarantees and Capital adequacy and the use of regulatory capital are monitored on a daily basis by the Bank’s management, employing
10,428,458,630 5,449,818,970 304,161,560 16,182,439,160
other commitments techniques based on the guidelines developed by the Basel Committee as implemented by the banking supervision unit in the
Total 10,428,458,630 5,449,818,970 304,161,560 16,182,439,160 Central Bank of Egypt.
3.4. Fair value of financial assets and liabilities The required data is submitted to the Central Bank of Egypt on a quarterly basis.
3.4.1. Financial instruments not measured at fair value
The table below summarizes the book value and fair value of those financial assets and liabilities not presented on the Central Bank of Egypt requires the following:
Bank’s balance sheet at their fair value. • Maintaining EGP 500 million as a minimum requirement for the issued and paid-in capital.
Book value Fair value • Maintaining a minimum level of capital adequacy ratio of 10%, calculated as the ratio between total value of the capital
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012 elements, and the risk-weighted assets and contingent liabilities of the Bank.
Financial assets
Due from banks 9,003,950,890 8,047,820,388 9,003,950,890 8,047,820,388 Tier one:
Gross loans and advances to banks 153,833,294 1,208,166,369 153,833,294 1,208,166,369 Tier one, comprised of paid-in capital (after deducting the book value of treasury shares), retained earnings and reserves
resulting from the distribution of profits except the banking risk reserve and deducting previously recognized goodwill
customers
Individual 6,514,938,760 5,981,587,224 6,514,938,760 5,981,587,224 and any retained losses.
Corporate 38,776,177,803 37,161,221,146 38,776,177,803 37,161,221,146
Financial investments Tier two:
Held to Maturity 4,197,176,655 4,215,787,960 4,197,176,655 4,215,787,960 Represents the gone concern capital which comprised of general risk provision according to the impairment provision
Total financial assets 58,646,077,402 56,614,583,086 58,646,077,402 56,614,583,086 guidelines issued by the Central Bank of Egypt for to the maximum of 1.25% risk weighted assets and contingent liabili-
Financial liabilities ties, subordinated loans with more than five years to maturity (amortizing 20% of its carrying amount in each year of
Due to banks 1,373,410,040 1,714,862,716 1,373,410,040 1,714,862,716
Due to customers 96,845,683,408 78,729,121,488 96,845,683,408 78,729,121,488 the remaining five years to maturity) and 45% of the increase in fair value than book value for available for sale , held to
Long term loans 132,153,227 80,495,238 132,153,227 80,495,238 maturity, subsidiaries and associates investments.
Total financial liabilities 98,351,246,675 80,524,479,442 98,351,246,675 80,524,479,442
When calculating the numerator of capital adequacy ratio, the rules set limits of total tier 2 to no more than tier 1 capital
Due from banks and also limits the subordinated to no more than 50% of tier 1.
The fair value of floating rate placements and overnight deposits is their carrying amount. The estimated fair value of fixed
interest bearing deposits is based on discounted cash flows using prevailing money-market interest rates for debts with Assets risk weight scale ranging from zero to 100% based on the counterparty risk to reflect the related credit risk scheme,
similar credit risk and similar maturity date. taking into considration the cash collatrals. Similar criteria are used for off balance sheet items after adjusting it to reflect
the nature of contingency and the potential loss of those amounts. The Bank has complied with all local capital adequacy
Loans and advances to banks requirements for the current year.
Loans and advances to banks represented in loans do not considering bank placing. The expected fair value of the loans
and advances represents the discounted value of future cash flows expected to be collected. Cash flows are discounted
using the current market rate to determine fair value.

The tables below summarizes the compositions of teir 1, teir 2 and the capital adequacy ratio . 4.3. Fair value of derivatives
The fair value of financial instruments that are not quoted in active markets are determined by using valuation tech-
According to Basel II : niques. Where valuation techniques (as models) are used to determine fair values, they are validated and periodically
Dec. 31, 2013 Dec. 31, 2012 reviewed by qualified personnel independent of the area that created them. All models are certified before they are used,
In thousands EGP In thousands EGP and models are calibrated to ensure that outputs reflect actual data and comparative market prices. To the extent prac-
Restated tical, models use only observable data; however, areas such as credit risk (both own and counterparty), volatilities and
Tier 1 capital correlations require management to make estimates. Changes in assumptions about these factors could affect reported
Share capital (net of the treasury shares) 9,002,436 5,972,275 fair value of financial instruments.
Reserves 1,001,869 3,909,853
Retained Earnings (Losses) (546,531) (510,946)
Total deductions from tier 1 capital common equity (726,847) (4,701) 4.4. Held-to-Maturity investments
Total qualifying tier 1 capital 8,730,927 9,366,481 The non-derivative financial assets with fixed or determinable payments and fixed maturity are being classified held to
Tier 2 capital maturity. This requires significant judgment. In making this judgment, the Bank evaluates its intention and ability to hold
45% of special reserve 1,123 41,821 such investments to maturity. If the Bank fails to keep these investments to maturity other than for the specific circum-
45% of the Increase in fair value than the book value for available for stances – for example, selling an insignificant amount close to maturity it will be required to reclassify the entire category
sale and held to maturity investments 21,510 147,873
as available for sale. The investments would therefore be measured at fair value not amortized cost.
Impairment provision for loans and regular contingent liabilities 742,938 709,302
Total qualifying tier 2 capital 765,571 898,996
Total capital 1+2 9,496,498 10,265,477
Risk weighted assets and contingent liabilities
Total credit risk 59,514,861 56,891,117 5. Segment analysis
Total market risk 2,429,715 1,994,962 5.1. By business segment
Total operational risk 8,135,709 6,478,218 The Bank is divided into main business segments on a worldwide basis:
Total 70,080,285 65,364,297 • Corporate banking – incorporating direct debit facilities, current accounts, deposits, overdrafts, loan and other credit
*Capital adequacy ratio (%) 13.55% 15.71% facilities, foreign currency and derivative products
*Based on consolidated financial statement figures and in accordance with Centeral Bank of Egypt regulation issued on 24 December 2012. • Investment banking – incorporating financial instruments Trading, structured financing, Corporate leasing,and merger
and acquisitions advice.
• Retail banking – incorporating private banking services, private customer current accounts, savings, deposits, investment
savings products, custody, credit and debit cards, consumer loans and mortgages;
4. Critical accounting estimates and judgments • Others –Include other banking business, such as Assets Management.
The Bank makes estimates and assumptions that affect the reported amounts of assets and liabilities within the next • Transactions between the business segments are on normal commercial terms and conditions.
financial year. EGP
Corporate Investment
Estimates and judgments are continually evaluated and based on historical experience and other factors, including ex- banking banking
pectations of future events that are believed to be reasonable under the circumstances and available information.
Revenue according to busi-
4,433,071,220 698,163,082 291,097,803 1,666,363,119 7,088,695,224
ness segment
4.1. Impairment losses on loans and advances Expenses according to busi-
The Bank reviews its loan portfolios to assess impairment on monthly basis a quarterly basis. In determining whether (1,626,606,779) (316,973,281) (90,547,864) (877,974,630) (2,912,102,554)
ness segment
an impairment loss should be recorded in the income statement, the Bank makes judgments as to whether there is any Profit before tax 2,806,464,441 381,189,801 200,549,939 788,388,489 4,176,592,670
observable data indicating that there is a measurable portfolio. This evidence may include observable data indicating that Tax (802,003,135) (119,972,068) - (248,129,927) (1,170,105,130)
there has been an adverse change in the payment status of borrowers in a Bank, or national or local economic conditions Profit for the year 2,004,461,306 261,217,733 200,549,939 540,258,562 3,006,487,540
that correlate with defaults on assets in the Bank. Management uses estimates based on historical loss experience for Total assets 99,625,963,987 2,601,325,392 1,275,407,237 10,249,298,810 113,751,995,426
assets with credit risk characteristics and objective evidence of impairment similar to those in the portfolio when sched-
uling its future cash flows. The methodology and assumptions used for estimating both the amount and timing of future Corporate Investment
banking banking
cash flows
are reviewed regularly to reduce any differences between loss estimates and actual loss experience. To the extent that the
Revenue according to busi-
net present value of estimated cash flows differs by +/-5% 3,329,477,415 731,332,747 (273,334,474) 1,610,326,906 5,397,802,594
ness segment
Expenses according to busi-
4.2. Impairment of available for-sale equity investments (1,124,760,077) (308,458,766) (25,353,002) (859,123,551) (2,317,695,396)
ness segment
The Bank determines that available-for-sale equity investments are impaired when there has been a significant or pro- Profit before tax 2,204,717,338 422,873,981 (298,687,476) 751,203,355 3,080,107,198
longed decline in the fair value below its cost. This determination of what is significant or prolonged requires judgment. In Tax (556,045,847) (107,289,406) - (190,591,442) (853,926,695)
making this judgment, the Bank evaluates among other factors, the normal volatility in share price. In addition, impair- Profit for the year 1,648,671,491 315,584,575 (298,687,476) 560,611,913 2,226,180,503
ment may be appropriate when there is evidence of a deterioration in the financial health of the investee, industry and Total assets 80,503,587,353 2,626,503,517 1,451,894,947 9,374,557,798 93,956,543,615
sector performance, changes in technology, and operational and financing cash flows.

5.2. By geographical segment 8. Dividend income

EGP Dec. 31, 2013 Dec. 31, 2012
Alex, Delta & EGP EGP
Sinai Trading securities - 578,098
Revenue according to geographical segment 6,082,887,675 907,098,338 98,709,211 7,088,695,224 Available for sale securities 16,915,364 28,015,018
Expenses according to geographical segment (2,169,461,195) (654,444,883) (88,196,476) (2,912,102,554) Associates co. 5,694,250 4,517,707
Profit before tax 3,913,426,480 252,653,455 10,512,735 4,176,592,670 Total 22,609,614 33,110,823
Tax (1,084,005,294) (82,660,394) (3,439,442) (1,170,105,130)
Profit for the year 2,829,421,186 169,993,061 7,073,293 3,006,487,540
Total assets 104,133,954,438 8,163,839,552 1,454,201,436 113,751,995,426
9. Net trading income
Alex, Delta &
Dec. 31, 201 Cairo UpperEgypt Total
Sinai Dec. 31, 2013 Dec. 31, 2012
Revenue according to geographical segment 4,361,404,048 887,705,321 148,693,225 5,397,802,594 EGP EGP
Expenses according to geographical segment (1,834,683,705) (399,008,070) (84,003,621) (2,317,695,396) Profit (losses) from foreign exchange 442,009,259 249,583,425
Profit before tax 2,526,720,343 488,697,251 64,689,604 3,080,107,198 Profit (losses) from revaluations of trading assets and liabilities in foreign
4,293,215 3,010,519
Tax (699,773,113) (136,133,396) (18,020,186) (853,926,695) currencies
Profit for the year 1,826,947,230 352,563,855 46,669,418 2,226,180,503 Profit (Loss) from forward foreign exchange deals revaluation (20,513,102) 6,669,087
Total assets 83,616,308,538 9,048,557,087 1,291,677,989 93,956,543,615 Profit (Loss) from interest rate swaps revaluation (1,097,874) 212,030
Profit (Loss) from currency swap deals revaluation 4,095,705 (2,963,355)
Trading debt instruments 332,508,008 311,074,819
Trading equity instruments 6,097,122 6,988,651
Total 767,392,333 574,575,176
6. Net interest income
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Interest and similar income 10. Administrative expenses
Banks 201,284,007 132,463,454
Clients 3,915,076,745 3,523,926,754 Dec. 31, 2013 Dec. 31, 2012
4,116,360,752 3,656,390,208 EGP EGP
Treasury bills and bonds 5,234,074,523 4,021,144,937 Staff costs
Reverse repos 27,135,663 17,423,270 Wages and salaries 858,673,775 761,672,607
Financial investments in held to maturity and available for sale debt Social insurance 34,795,512 30,542,233
143,080,215 164,324,240
instruments
Other benefits 32,515,510 30,941,993
Other 45,988 29,184
Other administrative expenses 924,959,239 736,244,948
Total 9,520,697,141 7,859,311,839
Total 1,850,944,036 1,559,401,781
Interest and similar expense
Banks 91,504,193 181,169,862
Clients 4,345,497,789 3,449,759,729
4,437,001,982 3,630,929,591
Financial instruments purchased with a commitment to re-sale (Repos) 25,580,494 310,995,070
Other 4,366,685 3,760,975
11. Other operating (expenses) income
Total 4,466,949,161 3,945,685,636
Net interest income 5,053,747,980 3,913,626,203 Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Profits (Losses) from non-trading assets and liabilities revaluation 89,858,233 36,631,170
Profits (losses) from selling property, plant and equipment 740,692 2,387,583
Release (charges) of other provisions (133,065,974) (47,537,825)
Others (119,863,505) (94,788,020)
7. Net income from fee and commission
Total (162,330,554) (103,307,092)
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Fee and commission income
Fee and commissions related to credit 761,430,244 470,471,721
Custody fee 166,688,052 133,589,290
Other fee 507,989,389 429,567,003
Total 1,436,107,685 1,033,628,014
Fee and commission expense
Other fee paid 128,827,179 107,365,742
Total 128,827,179 107,365,742
Net income from fee and commission 1,307,280,506 926,262,272

12. Impairment (charge) release for credit losses 16. Due from banks
Dec. 31, 2013 Dec. 31, 2012 Dec. 31, 2013 Dec. 31, 2012
EGP EGP EGP EGP
Loans and advances to customers (915,581,874) (609,971,077) Current accounts 630,960,653 317,264,173
Total (915,581,874) (609,971,077) Deposits 8,372,990,237 7,730,556,215
Total 9,003,950,890 8,047,820,388
Central banks 3,225,196,041 3,093,850,399
Local banks 757,539,078 590,696,679
Foreign banks 5,021,215,771 4,363,273,310
13. Adjustments to calculate the effective tax rate Total 9,003,950,890 8,047,820,388
Non-interest bearing balances 163,771,764 152,732,954
Dec. 31, 2013 Dec. 31, 2012 Fixed interest bearing balances 8,840,179,126 7,895,087,434
EGP EGP Total 9,003,950,890 8,047,820,388
Current balances 9,003,950,890 8,047,820,388
Profit before tax 4,176,481,713 3,080,917,168 Total 9,003,950,890 8,047,820,388
* Tax settlement for prior years - (65,137,014)
Profit after settlement 4,176,481,713 3,015,780,155
Tax rate 25.00% 24.98%
Income tax based on accounting profit 1,044,120,427 753,445,039
Add / (Deduct) 17. Treasury bills and other governmental notes
Non-deductible expenses 55,869,494 23,146,604
Tax exemptions (71,693,816) (82,115,715) Dec. 31, 2013 Dec. 31, 2012
Effect of provisions 140,691,487 88,495,041 EGP EGP
Depreciation 1,117,537 5,818,873 91 Days maturity 6,534,713,622 3,182,683,419
Income tax 1,170,105,129 788,789,842 182 Days maturity 7,197,085,800 4,022,757,000
Effective tax rate 28.02% 26.16% 364 Days maturity 11,010,949,677 4,458,084,085
Unearned interest (1,077,320,283) (470,058,411)
*Tax claims for the year ended on December.31, 2011
Total 1 23,665,428,816 11,193,466,093
Repos - treasury bills - (3,175,711,661)
Total 2 - (3,175,711,661)
Net 23,665,428,816 8,017,754,432
14. Earning per share
Dec. 31, 2013 Dec. 31, 2012
EGP EGP 18. Trading financial assets
Net profit for the period available for distribution 2,716,110,919 2,379,297,994
Board member’s bonus (40,741,664) (35,689,470) Dec. 31, 2013 Dec. 31, 2012
Staff profit sharing (271,611,092) (237,929,799) EGP EGP
* Profits shareholders’ Stake 2,403,758,163 2,105,678,724 Debt instruments
Number of shares 900,243,569 900,243,569 - Governmental bonds 2,047,967,761 1,138,056,688
Basic earning per share 2.67 2.34 - Other debt instruments 48,870,658 43,043,738
By issuance of ESOP earning per share will be: Total 2,096,838,419 1,181,100,426
Number of shares including ESOP shares 914,378,753 911,239,406 Equity instruments
Diluted earning per share 2.63 2.31 - Companies shares 43,071,616 15,877,741
* Based on dividend of separate financial statements. - Mutual funds 146,574,546 318,347,334
Total 189,646,162 334,225,076
Total financial assets for trading 2,286,484,581 1,515,325,502
15. Cash and balances with Central Bank

Dec. 31, 2013 Dec. 31, 2012 19. Loans and advances to banks
EGP EGP
Cash 1,683,360,064 1,744,700,680 Dec. 31, 2013 Dec. 31, 2012
Obligatory reserve balance with CBE EGP EGP
Current accounts 3,121,614,173 3,649,273,444
Total 4,804,974,237 5,393,974,124 Time and term loans 153,833,294 1,208,166,369
Less: Impairment provision (21,410,562) (29,298,630)
Total 132,422,732 1,178,867,739
Current balances 102,219,834 1,172,317,036
Non-current balances 30,202,898 6,550,703
Total 132,422,732 1,178,867,739

Analysis for impairment provision of loans and advances to banks Corporate

Overdraft Direct loans loans Other loans Total
Dec. 31, 2013 Dec. 31, 2012
EGP EGP Beginning balance 209,551,228 1,242,015,939 336,568,605 5,101,908 1,793,237,680
Bgining balance 29,298,630 37,950,503 Charged (Released) during the year 118,563,373 663,119,750 129,670,518 (134,722) 911,218,919
Charge (release) during the year (9,224,786) (11,450,369) Write off during the year - (6,811,042) (81,425,110) - (88,236,152)
Exchange revaluation difference 1,336,718 2,798,496 Recoveries from written off debts - 13,906,294 31,417,986 - 45,324,280
Ending balance 21,410,562 29,298,630 Exchange revaluation difference 6,088,062 41,099,887 16,830,672 - 64,018,621
Ending balance 334,202,663 1,953,330,828 433,062,671 4,967,186 2,725,563,348
Individual
Personal Real estate
20. Loans and advances to customers Dec. 31, 2012 Overdraft Credit cards loans loans Other loans Total
Beginning balance 20,377,614 42,290,218 76,502,471 11,876,297 1,593,932 152,640,532
Dec. 31, 2013 Dec. 31, 2012 Charged (Released) during the year (9,624,567) (8,977,018) 68,706 1,500,562 (503,001) (17,535,318)
EGP EGP Write off during the year - (29,454,339) (2,135,623) - - (31,589,962)
Individual Recoveries from written off debts - 4,469,470 - - - 4,469,470
- Overdraft 1,173,942,998 1,220,222,219 Ending balance 10,753,047 8,328,331 74,435,554 13,376,859 1,090,931 107,984,722
- Credit cards 765,623,964 660,932,044
- Personal loans 4,181,386,392 3,616,553,758
- Mortgages 383,143,670 463,833,879 Corporate
- Other loans 10,841,736 20,045,324 Syndicated
Dec. 31, 2012 Overdraft Direct loans loans Other loans Total
Total 1 6,514,938,760 5,981,587,224
Corporate Beginning balance 167,655,394 790,797,773 306,628,666 1,686,738 1,266,768,571
- Overdraft 4,910,810,545 4,288,571,348 Charged (Released) during the year 39,209,960 420,954,828 178,455,887 336,089 638,956,764
- Direct loans 24,125,578,810 23,196,204,054 Write off during the year - - (154,721,287) - (154,721,287)
- Syndicated loans 9,630,556,651 9,588,649,990 Recoveries from written off debts - 14,726,449 - - 14,726,449
- Other loans 109,231,797 87,795,754 Exchange revaluation difference 2,685,874 15,536,889 6,205,339 3,079,081 27,507,183
Total 2 38,776,177,803 37,161,221,146 Ending balance 209,551,228 1,242,015,939 336,568,605 5,101,908 1,793,237,680
Total Loans and advances to customers (1+2) 45,291,116,563 43,142,808,370
Less:
Unamortized bills discount (6,634,495) (22,277,973) 21. Derivative financial instruments
Impairment provision (2,842,840,136) (1,901,222,402) 21.1. Derivatives
The Bank uses the following financial derivatives for non hedging purposes.
Net loans and advances to customers 41,733,251,712 40,698,313,773
Distributed to
Current balances 16,679,527,211 16,908,542,925 Forward contracts represents commitments of buying foreign and local currencies including unexecuted spot transac-
Non-current balances 25,053,724,501 23,789,770,848 tions. Future contracts for foreign currencies and/or interest rates represents contractual commitments to receive or
Total 41,733,251,712 40,698,313,773 pay net on the basis of changes in foreign exchange rates or interest rates, and/or buying or selling foreign currencies or
financial instruments in a future date with a fixed contractual price under active financial market.
Analysis for impairment provision of loans and advances to customers Credit risk is considered low, and future interest rate contracts represents future exchange rate contracts negotiated for
case by case, these contracts requires financial settlements of any differences in contractual interest rates and prevailing
Individual market interest rates on future interest rates on future dates based on contractual amount (nominal value) pre agreed
Dec. 31, 2013 Personal Real estate upon.
Overdraft Credit cards Other loans Total
loans loans
Beginning balance 10,753,047 8,328,331 74,435,554 13,376,859 1,090,931 107,984,722 Foreign exchange and/or interest rate swap represents commitments to exchange cash flows, resulting from these con-
Charged (Released) during the year 270,365 2,567,525 8,225,083 407,070 2,117,699 13,587,742 tracts exchange of currencies or interest (fixed rate versus variable rate for example) or both (meaning foreign exchange
Write off during the year (2,755,707) (7,254,445) - - - (10,010,152) and interest rate contracts)/ contractual amounts are not exchanged except for some foreign exchange contracts.
Recoveries from written off debts 964,713 4,749,763 - - - 5,714,476
Ending balance 9,232,418 8,391,174 82,660,637 13,783,929 3,208,630 117,276,788
Credit risk is represented in the expected cost of foreign exchange contracts that takes place if other parties default to ful-
fill their liabilities. This risk is monitored continuously through comparisons of fair value and contractual amount, and to
control the outstanding credit risk, The Bank evaluates other parties using the same methods as in borrowing activities.
Options contracts in foreign currencies and/or interest rates represents contractual agreements for the buyer (issuer) to
seller (holders) as a right not an obligations whether to buy (buy option) or to sell (sell option) at a certain day or within
certain period for a certain amount in foreign currency or interest rate. Options contracts are either traded in the market
or negotiated between The Bank and one of its clients (Off balance sheet). The Bank exposed to credit risk for purchased
options contracts only and in the line of its book cost which represent its fair value.

The contractual value for some derivatives options considered a base to compare the realized financial instruments on the 22. Financial investments
balance sheet, but it didn’t provide indicator on the projected cash flows of the fair value for current instruments, those
amounts doesn’t reflects credit risk or interest rate risk. Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Derivatives in The Banks benefit represent (assets) conversely it represents (liabilities) as a result of the changes in foreign Available for sale
exchange prices or interest rates related to these derivatives. Contractual / expected total amounts of financial deriva- - Listed debt instruments with fair value 22,556,422,828 20,607,710,266
tives can fluctuate from time to time and also the range through which the financial derivatives can be in benefit of The - Listed equity instruments with fair value 86,327,447 84,923,090
- Unlisted instruments 735,354,207 484,794,241
Bank or conversely against its benefit and the total fair value of the financial derivatives in assets and liabilities. hereunder
Total 23,378,104,482 21,177,427,597
are the fair values of the booked financial derivatives.
Held to maturity
- Listed debt instruments 4,169,664,155 4,154,712,549
21.1.1. For trading derivatives - Unlisted instruments 27,512,500 61,075,411
Dec. 31, 2013 Dec. 31, 2012 Total 4,197,176,655 4,215,787,960
Notional Assets Liabilities Notional Assets Liabilities
Total financial investment 27,575,281,137 25,393,215,557
amount amount - Actively traded instruments 25,972,996,185 23,771,302,303
Foreign derivatives - Not actively traded instruments 1,602,284,952 1,621,913,254
Forward foreign exchange Total 27,575,281,137 25,393,215,557
1,250,176,084 13,375,501 18,954,700 1,996,990,255 16,812,998 959,570
contracts Fixed interest debt instruments 25,801,806,120 23,621,268,407
Currency swap 1,990,431,463 22,576,221 12,311,533 1,258,600,443 9,781,221 3,612,239 Floating interest debt instruments 1,097,845,069 1,237,877,696
Options 38,331,489 13,794,115 13,794,115 770,698,823 7,723,601 7,723,601 Total 26,899,651,189 24,859,146,103
Total 1 49,745,837 45,060,348 34,317,820 12,295,410
Interest rate derivatives
Interest rate swaps 389,501,781 6,679,325 3,744,177 859,324,209 12,630,731 8,739,696
Total 2 6,679,325 3,744,177 12,630,731 8,739,696
Commodity 0 - - 12,149,920 134,026 134,026 Available for sale Held to maturity Total
Total 3 - - 134,026 134,026 financial financial EGP
Total assets (liabilities) for investments investments
56,425,162 48,804,525 47,082,577 21,169,132 Beginning balance 15,421,546,277 39,159,519 15,460,705,796
trading derivatives (1+2+3)
Addition 10,169,757,165 4,176,628,441 14,346,385,606
Deduction (selling - redemptions) (5,342,793,206) - (5,342,793,206)
21.1.2. Fair value hedge Exchange revaluation differences for foreign
Interest rate derivatives 60,242,239 - 60,242,239
financial assets
Governmental debit Profit (losses) from fair value difference 895,941,363 - 895,941,363
603,658,200 - 57,476,340 549,753,000 - 97,708,858
instruments hedging Impairment (charges) release (27,266,242) - (27,266,242)
Customers deposits hedging 3,847,747,181 46,660,376 8,597,718 4,293,389,812 90,377,184 221,270 Ending Balance 21,177,427,597 4,215,787,960 25,393,215,557
Total 4 46,660,376 66,074,058 90,377,184 97,930,128
Total financial derivatives Beginning balance 21,177,427,597 4,215,787,960 25,393,215,557
103,085,538 114,878,583 137,459,761 119,099,260
(1+2+3+4) Addition 7,463,491,687 - 7,463,491,687
Deduction (selling - redemptions) (4,519,338,289) (18,611,305) (4,537,949,594)
Exchange revaluation differences for foreign
21.2. Hedging derivatives financial assets
124,230,792 - 124,230,792
21.2.1. Fair value hedge Profit (losses) from fair value difference (834,813,374) - (834,813,374)
The Bank uses interest rate swap contracts to cover part of the risk of potential decrease in fair value of its fixed rate gov- Impairment (charges) release (32,893,931) - (32,893,931)
ernmental debt instruments in foreign currencies. Net derivative value resulting from the related hedging instruments is Ending Balance 23,378,104,482 4,197,176,655 27,575,281,137
EGP 57,476,340 at the December 31, 2013 against EGP 97,708,858 at the December 31, 2012, Resulting in net gain form hedg-
ing instruments at the December 31, 2013 EGP 40,232,518 against net loss EGP 19,194,046 at the December 31, 2012. Losses
arises from the hedged items at the December 31, 2013 reached EGP 48,856,503 against profits arises EGP 14,842,228 at 22.1. Profit (Losses) from financial investments
the December 31, 2012. Dec. 31, 2013 Dec. 31, 2012
EGP EGP
The Bank uses interest rate swap contracts to cover part of the risk of potential increase in fair value of its fixed rate Profit (Loss) from selling available for sale financial instruments 4,362,940 519,013
customers deposits in foreign currencies. Net derivative value resulting from the related hedging instruments is EGP Impairment release (charges) of available for sale equity instruments (32,893,931) (27,859,838)
38,062,657 at the end of December, 2013 against EGP 90,155,914 at the December 31, 2012, Resulting in net losses form Impairment release (charges) of available for sale debt instruments - 593,597
hedging instruments at the December 31, 2013 EGP 52,093,256 against net profit EGP 32,507,675 at the December 31, 2012. Profit (Loss) from selling held to maturity debt investments (141,135) (162,078)
Total (28,672,126) (26,909,306)
Gains arises from the hedged items at the 31 December , 2013 reached EGP 60,223,650 against losses EGP 27,731,731 at the
31 December , 2012.

23. Investments in associates 25. Other assets

Dec. 31, 2013 Dec. 31, 2012
Company’s EGP EGP
Investment
Company’s Company’s liabilities Company’s Company’s Accrued revenues 1,695,498,707 1,632,481,861
Dec. 31, 2013 book value Stake %
country assets (without revenues net profit Prepaid expenses 131,518,888 91,741,953
EGP
equity)
Advances to purchase of fixed assets 134,327,476 96,919,829
Associates Accounts receivable and other assets 910,752,008 644,824,093
Commercial International Life Assets acquired as settlement of debts 20,245,803 8,977,329
Egypt 2,202,120,593 2,124,146,722 302,442,516 5,621,494 53,757,396 45
Insurance
Total 2,892,342,882 2,474,945,065
Corplease Egypt 1,921,220,750 1,723,876,875 378,253,425 16,884,595 88,281,648 43
Haykala for investment Egypt 4,573,801 199,111 581,125 478,935 1,465,478 40
Egypt Factors Egypt 434,219,114 379,404,778 32,679,897 425,843 40,880,870 39
International Co. for Security and 26. Property, plant and equipment
Egypt 126,867,912 104,633,380 120,221,686 5,344,162 8,367,485 40
Services (Falcon)
Total 4,689,002,170 4,332,260,866 834,178,649 28,755,029 192,752,878
Dec. 31, 2013
Furniture
Vehicles Fitting -out Machines and
Land Premises IT and Total
equipment furnishing
Beginning gross assets (1) 60,575,261 407,137,289 855,453,783 54,254,811 347,435,424 290,416,691 127,403,538 2,142,676,797
Company’s
Company’s Company’s Liabilities Company’s Company’s Investment Additions (deductions) during
Dec. 31, 2012 book value Stake % 3,924,261 214,973,061 161,704,212 8,609,546 49,901,395 41,204,706 12,382,955 492,700,136
Country Assets (without Revenues Net Profit the year
EGP Ending gross assets (2) 64,499,522 622,110,350 1,017,157,995 62,864,357 397,336,819 331,621,397 139,786,493 2,635,376,933
equity)
Associates Accu.depreciation at beginning
- 181,000,079 656,413,664 32,187,369 276,816,541 220,840,761 91,962,537 1,459,220,951
Commercial International Life of the year (3)
Egypt 1,768,401,691 1,711,942,438 253,087,786 (969,320) 49,456,444 45 Current year depreciation - 24,795,643 72,485,723 4,033,008 40,116,114 42,810,367 22,738,233 206,979,088
Insurance
Corplease Egypt 1,539,490,355 1,361,597,602 317,924,102 9,974,915 69,710,183 40 Accu.depreciation at end of
- 205,795,722 728,899,387 36,220,377 316,932,655 263,651,128 114,700,770 1,666,200,039
Haykala for Investment Egypt 3,875,454 180,722 270,000 209,835 1,170,896 40 the year (4)
Egypt Factors Egypt 203,984,151 151,643,286 18,514,114 (3,608,534) 38,373,478 39 Ending net assets (2-4) 64,499,522 416,314,628 288,258,608 26,643,980 80,404,164 67,970,269 25,085,723 969,176,894
International Co. for Security and Beginning net assets (1-3) 60,575,261 226,137,210 199,040,119 22,067,442 70,618,883 69,575,930 35,441,001 683,455,846
Egypt 91,085,635 79,197,211 106,514,090 1,219,081 6,487,632 40 Depreciation rates %5 %33.3 %20 %33.3 %20 %20
Services (Falcon)
Total 3,606,837,286 3,304,561,259 696,310,092 6,825,976 165,198,634
Net fixed assets value on the balance sheet date includes EGP 21,769,393 non registered assets while their registrations procedures are in process.
24. Investment property * 27. Due to banks

Dec. 31, 2013 Dec. 31, 2012
EGP EGP Dec. 31, 2013 Dec. 31, 2012
Commercial unit number f 35 in arkadia mall (14 elbahr st. Boulak EGP EGP
432,000 432,000
kornish el nile ) Current accounts 1,038,717,040 369,862,716
338.33 meters on a land and building the property number 16 elmakrizi Deposits 334,693,000 1,345,000,000
- 700,000
st. Heliopolis Total 1,373,410,040 1,714,862,716
Land area with 1468.85 meters elsaidi basin -markaz nabrouh eldakahlia 1,121,965 1,121,965 Central banks 3,853,779 7,546,231
Land and a bulding in elmansoura elnahda street 766.3 meters 3,463,000 3,463,000 Local banks 313,337,889 1,362,363,985
Agricultural area 1 feddan 14t and 17.25 shares near el azazi fakous Foreign banks 1,056,218,372 344,952,500
161,000 161,000
elsharkia Total 1,373,410,040 1,714,862,716
Agriculutral area - markaz shebin eldakahlia 4,517,721 4,517,721 Non-interest bearing balances 1,026,035,993 354,394,897
Total 9,695,686 10,395,686 Fixed interest bearing balances 347,374,047 1,360,467,819
* Including non registered properties by EGP 6,232,686 which were acquired against settlement of loans to customers and legal procedures is tak- Total 1,373,410,040 1,714,862,716
ing to registered these properties or sell them during the legal period. Current balances 1,038,717,040 369,862,716
Non-current balances 334,693,000 1,345,000,000
Total 1,373,410,040 1,714,862,716

28. Due to customers 31. Other provisions

Dec. 31, 2013 Dec. 31, 2012 Exchange Ending
EGP EGP Dec. 31, 2013 revaluation balance
Demand deposits 22,949,345,699 16,928,995,312 difference EGP
Time deposits 30,507,692,856 24,133,038,485 Provision for income tax
14,962,108 3,625,000 - (4,541,827) - 14,045,281
Certificates of deposit 25,259,128,705 24,299,048,221 claims
Saving deposits 16,786,188,314 12,106,727,204 Provision for legal claims 28,619,510 1,321,932 1,851 (753,510) (141,521) 29,048,262
Other deposits 1,343,327,834 1,261,312,266 Provision for Stamp Duty - 31,000,000 - - - 31,000,000
Total 96,845,683,408 78,729,121,488 Provision for contingent 257,900,430 88,074,156 16,745,849 - - 362,720,435
Corporate deposits 48,299,667,997 36,658,501,586 Provision for other claim* 14,006,334 8,936,407 30,556 (5,088,275) - 17,885,022
Individual deposits 48,546,015,411 42,070,619,902 Total 315,488,382 132,957,495 16,778,256 (10,383,612) (141,521) 454,699,000
Total 96,845,683,408 78,729,121,488
Fixed interest bearing balances 72,553,009,875 60,538,813,910 Exchange Ending
Total 96,845,683,408 78,729,121,488 Dec. 31, 2012 revaluation balance
Current balances 70,206,368,513 51,870,912,649 difference EGP
Non-current balances 26,639,314,895 26,858,208,839 Provision for income tax
16,553,685 - - (1,591,577) - 14,962,108
Total 96,845,683,408 78,729,121,488 claims
Provision for legal claims 35,171,960 4,924,686 11,983 (10,958,065) (531,054) 28,619,510
Provision for contingent 210,103,042 40,594,505 7,202,883 - - 257,900,430
Provision for other claim 8,973,223 6,353,586 16,075 (1,336,550) - 14,006,334
Total 270,801,909 51,872,777 7,230,941 (13,886,192) (531,054) 315,488,382
29. Long term loans * Provision for other claim formed on December 31, 2013 amounted to 8,936,407 EGP to face the potential risk of banking operations against
amount 6,353,586 EGP on December 31, 2012 .
Maturing Balance on Balance on
through
Interest rate % Maturity date Dec. 31, 2013 Dec. 31, 2012
next year
EGP EGP EGP 32. Equity
3.5 - 5.5 32.1. Capital
Financial Investment & Sector Coopera- The authorized capital reached EGP 20 billion according to the extraordinary general assembly decision on March 17,
depends on 3-5 years 555,556 555,556 19,095,238
tion (FISC)
maturity date 2010.
3.5 - 5.5
Agricultural Research and Development
depends on 3-5 years 28,310,000 31,380,000 61,400,000 Issued and Paid in Capital reached EGP 9,002,435,690 to be divided on 900,243,569 shares with EGP 10 par value for each
Fund (ARDF)
maturity date share based on:
3 months T/D • Increase issued and Paid in Capital by amount EGP 2,950,721,800 on July 15, 2010 according to Board of Directors decision
Social Fund for Development (SFD) or 9% which 35,486,000 100,217,671 - on May 12 ,2010 by distribution of one share for every outstanding share by capitalizing on the General Reserve and part
is more of the Legal Reserve.
Total 64,351,556 132,153,227 80,495,238 • Increase issued and Paid in Capital by amount EGP 33,119,390 on July 31, 2011 in according to Board of Directors decision
on November 10,2010 by issuance of second tranch for E.S.O.P program.
• Increase issued and Paid in Capital by amount EGP 37,712,420 on April 9, 2012 in according to Board of Directors decision
on December 22,2011 by issuance of third tranch for E.S.O.P program.
30. Other liabilities • Increase issued and Paid in Capital by amount EGP 29,348,380 On April 7,2013 to reach EGP 6,001,623,790 according to
Dec. 31, 2013 Dec. 31, 2012 Board of Directors decision on october 24,2012 by issuance of fourth tranch for E.S.O.P program.
EGP EGP • Increase issued and Paid in Capital by amount EGP 3,000,811,895 on December 5, 2013 according to Board of Directors
Accrued interest payable 564,960,679 430,377,730 decision on May 15 ,2013 by distribution of a one share for every two outstanding shares by capitalizing on the General
Accrued expenses 351,865,685 256,350,678 Reserve.
Accounts payable 481,478,219 478,367,052 • The Extraordinary General Assembly approved in the meeting of June 26, 2006 to activate a motivating and rewarding
Income tax 1,179,708,811 819,361,660 program for the Bank's employees and managers through Employee Share Ownership Plans (ESOP) by issuing a maximum
Other credit balances 78,652,074 74,547,893 of 5% of issued and paid-in capital at par value ,through 5 years starting year 2006 and delegated the Board of Directors to
Total 2,656,665,468 2,059,005,013
establish the rewarding terms and conditions and increase the paid in capital according to the program.
• The Extraordinary General Assembly approved in the meeting of April 13,2011 continue to activate a motivating and re-
warding program for The Bank's employees and managers through Employee Share Ownership Plans (ESOP) by issuing
a maximum of 5% of issued and paid- in capital at par value ,through 5 years starting year 2011 and delegated the Board
of Directors to establish the rewarding terms and conditions and increase the paid in capital according to the program.
• Dividend deducted from shareholders' equity in the Year that the General Assembly approves the dispersment the share-
holders of this dividend, which includes staff profit share and remuneration of the Board of Directors stated in the law.

32.2. Reserves 35. Reserves and retained earnings

According to The Bank status 5% of net profit is to increase legal reserve until it reaches 50% of The Bank's issued and paid
in capital. Dec. 31, 2013 Dec. 31, 2012
EGP EGP
Central Bank of Egypt concurrence for usage of special reserve is required. Legal reserve 490,364,921 380,348,755
General reserve 406,090,568 2,036,955,188
Retained earnings (losses) (546,531,497) (568,853,097)
Special reserve 27,366,759 117,805,566
Reserve for A.F.S investments revaluation difference (720,479,005) 153,364,794
33. Deferred tax Banking risks reserve 1,990,756 103,716,932
Deferred tax assets and liabilities are attributable to the following: Total (341,197,498) 2,223,338,138
Dec. 31, 2013 Dec. 31, 2012
Assets (Liabilities) Assets (Liabilities) 35.1. Banking risks reserve
EGP EGP
Dec. 31, 2013 Dec. 31, 2012
Fixed assets (depreciation) (25,569,586) (19,439,154) EGP EGP
Other provisions (excluded loan loss, contingent liabilities and income Beginning balance 103,716,932 281,689,619
12,531,360 10,998,616
tax provisions)
Transferred from profits (101,726,176) (177,972,687)
Other investments impairment 49,219,205 41,089,042
Ending balance 1,990,756 103,716,932
Total 83,557,219 71,450,183
35.2. Legal reserve
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
34. Share-based payments Beginning balance 380,348,755 231,344,896
According to the extraordinary general assembly meeting on June 26, 2006, The Bank launched new Employees Share Owner- Transfer from special reserve - 61,697,292
shipPlan (ESOP) scheme and issued equity-settled share-based payments. Eligible employees should complete a term of 3 years Transferred from previous year profits 110,016,166 87,306,567
of service in The Bank to have the right in ordinary shares at face value (right to share) that will be issued on the vesting date, Ending balance 490,364,921 380,348,755
otherwise such grants will be forfeited. Equity-settled share-based payments are measured at fair value at the grant date, and
expensed on a straight-line basis over the vesting period (3 years) with corresponding increase in equity based on estimated 35.3. Reserve for A.F.S investments revaluation difference
number of shares that will eventually vest(True up model). The fair value for such equity instruments is measured using of Dec. 31, 2013 Dec. 31, 2012
Black-Scholes pricing model. Beginning balance 153,364,794 (723,343,863)
Unrealized gains (losses) from A.F.S investment revaluation (873,843,799) 876,708,657
Details of the rights to share outstanding during the period are as follows: Ending balance (720,479,005) 153,364,794
Dec. 31, 2013 Dec. 31, 2012
No. of shares No. of shares 35.4. Retained earnings (losses)
Outstanding at the beginning of the year 15,439,582 12,676,036 Dec. 31, 2013 Dec. 31, 2012
Granted during the year * 12,245,031 7,208,355 Beginning balance (568,853,097) (362,379,298)
Forfeited during the year (832,456) (673,567) Dividend previous year (1,001,979) (15,105,920)
Exercised during the year (2,934,838) (3,771,242) Change during the period (146,015) (58,260,105)
Outstanding at the end of the year 23,917,319 15,439,582 Transferred from special reserve - 1,001,979
Transferred to retained earnings (losses) 23,469,594 (134,109,753)
Details of the outstanding tranches are as follows: Ending balance (546,531,497) (568,853,097)
EGP EGP
Maturity date No. of shares
Exercise price Fair value
2014 10.00 14.17 7,929,874
2015 10.00 6.65 10,032,939 36. Cash and cash equivalent
2015 10.00 16.84 5,954,506
Total 23,917,319
Dec. 31, 2013 Dec. 31, 2012
EGP EGP
The fair value of granted shares is calculated using Black-Scholes pricing model with the following: Cash and balances with Central Bank 4,804,974,237 5,393,974,124
7 tranche
th
6 tranche
th Due from banks 9,003,950,890 8,047,820,388
Treasury bills and other governmental notes 23,665,428,816 8,017,754,432
Exercise price 10 10
Obligatory reserve balance with CBE (3,224,658,841) (3,093,283,199)
Current share price 34.57 18.7
Due from banks (time deposits) more than three months (5,148,331,396) (4,637,273,016)
Expected life (years) 3 3
Treasury bills with maturity more than three months (17,212,737,030) (8,063,078,264)
Risk free rate % 14.5% 16%
Total 11,888,626,676 5,665,914,465
Dividend yield% 2.89% 5.35%
Volatility% 40% 38%
Volatility is calculated based on the daily standard deviation of returns for the last three years.
* The equity instruments fair value and number of shares for the fifth, sixth and seventh trenches have been adjusted to reflect the dilution effect
of the Stock dividend that took place in 2013

37. Contingent liabilities and commitments Thabat fund

37.1. Legal claims • CIB bank established an accumulated return mutual fund under license no.613 issued from financial supervisory author-
There are a number of existing cases filed against the bank on December.31,2013 without provision as it's not expected to ity on September 13, 2011. CI Assets Management Co.- Egyptian joint stock co-manages the fund.
make any losses from it. • The number of certificates issued reached 692,432 with redeemed value EGP 91,255,613.
37.2. Capital commitments • The Bank portion got 52,404 certificates with redeemed value EGP 6,906,323.
37.2.1. Financial investments
The capital commitments for the financial investments reached on the date of financial position EGP 42,693,921 as follows:
Investments value Paid Remaining 39. Transactions with related parties
EGP EGP EGP All banking transactions with related parties are conducted in accordance with the normal banking practices and regulations
Available for sale financial investments 101,813,351 59,119,430 42,693,921 applied to all other customers without any discrimination.
37.2.2. Fixed assets and branches constructions
The value of commitments for the purchase of fixed assets contracts and branches constructions that have not been imple- 39.1. Loans, advances, deposits and contingent liabilities
mented till the date of financial statement amounted to EGP 49,361,799. EGP
Loans and advances 798,500,693
37.3. Letters of credit, guarantees and other commitments Deposits 255,620,430
Dec. 31, 2013 Dec. 31, 2012 Contingent liabilities 74,610,853
EGP EGP
Letters of guarantee 14,959,322,507 12,787,512,199 39.2. Other transactions with related parties
Letters of credit (import and export) 750,766,099 933,297,936 Income Expenses
Customers acceptances 472,350,554 1,176,928,870 EGP EGP
Total 16,182,439,160 14,897,739,005 International Co. for Security & Services 1,120,494 39,767,569
Corplease Co. 63,349,222 48,194,625
Commercial International Life Insurance Co. 2,450,265 1,170,156
38. Mutual funds
Osoul fund
• The Bank established an accumulated return mutual fund under license no.331 issued from capital market authority on 40. Intangible assets
February 22, 2005 CI Assets Management Co.- Egyptian joint stock co-manages the fund. EGP
• The number of certificates issued reached 23,984,353 with redeemed value EGP 5,151,359,337. Brand 336,790,272
• The market value per certificate reached EGP 214.78 on December 31, 2013. Licenses 20,000,000
• The Bank portion got 601,064 certificates with redeemed value EGP 129,096,526. Contracts 119,694,389
Customer Relationships 198,187,745
Istethmar fund Total 674,672,406
• CIB bank established the second accumulated return mutual fund under license no.344 issued from capital market Amortization Till December 2012 (674,672,406)
authority on February 26, 2006. CI Assets Management Co.- Egyptian joint stock co-manages the fund. Net Intangible Assets -
• The number of certificates issued reached 2,192,761 with redeemed value EGP 160,619,743.
• The market value per certificate reached EGP 73.25 on December 31, 2013. The economic life for intangible assets were estimated to be ten years which intangible assets amortize over it except in case of
• The Bank portion got 194,744 certificates with redeemed value EGP 14,264,998. impairment loss indication in this case the impairment loss recognizes through profit and loss.
Aman fund (CIB and Faisal Islamic Bank Mutual Fund)

• The Bank and Faisal Islamic Bank established an accumulated return mutual fund under license no.365 issued from 41. Tax status
capital market authority on July 30, 2006. CI Assets Management Co.- Egyptian joint stock co-manages the fund. • The Bank's corporate income tax position has been examined and settled with the tax authority from the start up of opera-
• The number of certificates issued reached 677,076 with redeemed value EGP 32,797,561. tions up to the end of year 1984.
• The market value per certificate reached EGP 48.44 on December 31, 2013. • Corporate income tax for the years from 1985 up to 2000 were paid according to the tax appeal committee decision and
• The Bank portion got 71,943 certificates with redeemed value EGP 3,484,919. the disputes are
• The Bank's corporate income tax position has been examined and settled with the tax authority from Year 2001 up to Year
Hemaya fund 2006.
• CIB bank established an accumulated return mutual fund under license no.585 issued from financial supervisory • The Bank pays salary tax according to concerning domestic regulations and laws, and the disputes are under discussion
Authority on June 23, 2010. CI Assets Management Co.- Egyptian joint stock co-manages the fund. in the court of low
• The number of certificates issued reached 174,507 with redeemed value EGP 22,715,576. • The Bank stamp duty tax calculated according to concerning domestic regulations and laws,and settlement done in time
• The market value per certificate reached EGP 130.17 on December 31, 2013. according to the law, and the disputes are under discussion in the court of law .

42. Main currencies positions

Dec. 31, 2013 Dec. 31, 2012
In thousand EGP In thousand EGP
Egyptian pound (34,719) 12,800
US dollar 6,897 (10,376)
Sterling pound 21,249 1,670
Japanese yen 242 (67)
Swiss franc (297) 179
Euro 2,247 8,598

Commercial International Bank S.A.E
Nile Tower Building

21/23 Charles De Gaulle Street
Giza, Cairo, P.O. Box 2430
Tel: (+20) (0)2 3747 2000
Fax: (+20) (0)2 3570 3632
cibeg.com

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Annual Report 2013

Helping a Nation Realize its

Annual Report 2013 I

II Annual Report 2013 Annual Report 2013 1

A master-planned city, Port Said

Our History What We Do A Snapshot Of Our Businesses

Direct Investment Investment Banking Services

2 Annual Report 2013 Annual Report 2013 3

Key Financial Highlights Key Facts

4 Annual Report 2013 Annual Report 2013 5

One of three key streets leading

A Strategy that Delivers

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8 Annual Report 2013 Annual Report 2013 9

Cairo Railway Station: Built in

Board of Directors’ Report

10 Annual Report 2013 Annual Report 2013 11

12 Annual Report 2013 Annual Report 2013 13

The elegant Continental Hotel on

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18 Annual Report 2013 Annual Report 2013 19

Established in 1859 to serve the

The Corporate Banking Group’s competitive Financial Institutions Group

22 Annual Report 2013 Annual Report 2013 23

Upon its opening in 1869, the

24 Annual Report 2013 Annual Report 2013 25

26 Annual Report 2013 Annual Report 2013 27

28 Annual Report 2013 Annual Report 2013 29

30 Annual Report 2013 Annual Report 2013 31

32 Annual Report 2013 Annual Report 2013 33

image of our segment by attending extensive training on soft

Alternative Distribution Channels

Online Banking: The new online platform, launched in Q1

34 Annual Report 2013 Annual Report 2013 35

36 Annual Report 2013 Annual Report 2013 37

In 2013, the COO Area continued to sponsor and implement

38 Annual Report 2013 Annual Report 2013 39

Premises Projects We introduced a more robust supply chain management

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The Montaza district of Alexandria

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As the most important waterway

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governance group that manages the centralized risk function

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CIB has a comprehensive Liquidity

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Compliance INTERNAL AUDIT

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Originally built in the 1840s, the

CI Capital Holding EGP 68 billion in transactions executed since 2008, the IB

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Egypt Factors Commercial International

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Falcon for General Services and

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Connecting the heart of Cairo to the

Corporate Governance CIB’s Board of Directors is