Commercial International Bank (CIB) Egypt
Annual Report 2016

Plain-text annual report

Banking on tourism is bAnking on Egypt 6 1 0 2 t r o p e R l a u n n A Table of Contents Milestones CIB: An Introduction Our History What We Do A Snapshot of our Business Key Facts Key Financial Highlights Our Strategy Stock Performance Chairman’s Note Board of Directors’ Report 02 06 08 09 10 11 12 14 16 19 22 42 2016 In Review 44 Institutional Banking 54 Global Customer Relations Consumer and Business Banking 56 Digital Banking 63 68 COO Area 72 Finance Group 74 Big Data 75 Human Resources 78 Risk Group 94 Compliance 96 Internal Audit 98 Brand & Corporate Communications Strategic Subsidiaries 100 102 CI Capital Holding 104 Falcon Group Sustainability 106 108 Corporate Governance 116 Management Committee 120 Sustainability Department Community Development 124 126 CIB Foundation 132 Corporate Social Responsibility Financial Statements Standalone Financial Statements Consolidated Financial Statements 134 136 188 All images in this annual report were shot by Zeina Abaza at Inktank Communications from 6 November 2016 to 31 January 2017. Zeina is a graduate of Parsons School of Design. Historians estimate over 100,000 people were involved in the construction of the Pyramids of Giza. The Great Pyramid is made up of more than 2 million stone blocks weighing from two to over fifty tons. CIB • Annual Report 2016 • 1 Timeline of milesTones Timeline of milestones 1975 1993 2000 2008 • First joint venture bank in Egypt was Chase • CIB wins Euromoney’s ‘Best Bank in Egypt’ award • First two Certified Bank Auditors (CBA) National Bank • Becomes the first Egyptian bank to introduce an Institutional Banking Risk Rating Model 1977 • Becomes first private sector bank to create a dedicated division providing 24/7 banking ser- vices to shipping clients, with primary focus on business in the Suez Canal 1983 • Head office moved to the Nile Tower building in Giza 1987 • After 12 years in a joint venture, on 15 June Chase Manhattan divested its stake in the Bank, based on a decision to reduce its minor- ity holdings worldwide • The Bank’s name was effectively changed to Commercial International Bank (CIB) 1989 • CIB was selected by BSP to become its agent in Egypt • CIB remains the only bank that offers this ser- vice to airline passengers 1991 • First Egyptian commercial bank to arrange debt swap transactions • CIB becomes first bank to launch smart card centre in Egypt for six consecutive years until 1998 • Bank concludes Egypt’s largest IPO for a domes- tic bank on 12 September, with oversubscrip- tion rate of 150%, selling 1.5 million shares in a span of 10 days and generating EGP 390 million in proceeds, using no underwriters but rely- ing instead on the Bank’s own marketing and placement capabilities for share sales 1994 • First bank in Egypt to connect with the inter- national SWIFT network 1996 • First Egyptian bank to have a GDR program on London Stock Exchange 1997 • First Egyptian bank to link to SWIFT via CITA • CIB concludes first and largest Euro-syndicat- ed loan (USD 200 million) • Becomes first private sector bank with investment rating (after Luxor incident) (‘BBB -‘ by Fitch IBCA) 1998 • CIB becomes first private sector bank with invest- ment rating (after Luxor incident (‘BBB -‘ by S&P) • First bank to link its database to that of Misr Clearing, Settlement & Deposit Company • First Egyptian bank to form Board of Directors Audit Committee • First Internal Audit Department to be independent • One of the first Egyptian banks to establish a cus- tody department • One of the first Egyptian banks that established a brokerage arm (CIBC) 2001 • First Egyptian bank to register its shares on New York Stock Exchange in the form of Ameri- can Depository Receipts (ADR) Level 1 program • CIB becomes first bank to introduce FX cash services for five currencies on ATM 2004 • Heya becomes the first credit card on the market to acknowledge women’s financial independence 2005 • Only bank in Egypt to be awarded JP Morgan Quality Recognition Award starting 2005 up until 2012 • CIB launches Osoul, its first money market fund in LCY • First bank in Egypt to launch a page on Bloom- berg for local debt securities 2006 • CIB was the first to adopt a pricing policy ac- cording to the client risk rating as a step for- ward to abide by Basel II requirements • CIB was the first bank in Egypt to execute EGP 200 million Repo transaction in local market • First and largest Egyptian bank to provide se- curitisation trustee services 2007 • Only Bank in Egypt chosen by UNIFEM and World Bank to participate in the Gender Equity Model (GEM) • First bank to use Value at Risk (VaR) for trading and banking book for internal risk manage- ment requirements, despite there being no regulatory requirements 2009 • CIB becomes first regional bank to introduce unique concierge and MasterCard emergency services • Only Egyptian bank recognised as ‘Best Bank in Egypt’ by four publications: Euromoney, Global Finance, EMEA Finance, and The Banker in the same year 2010 • First Egyptian bank to establish a GTS Depart- ment • Only bank in Egypt able to retain one of the top two positions in the primary and secondary markets for Treasury Bills and Treasury Bonds • CIB is the first and only local bank in Egypt to begin enforcing Business Continuity Standards • CIB Foundation becomes the first in Egypt to have its annual budget institutionalised as part of its founding institution’s by-laws, as CIB shareholders unanimously agreed to dedicate 1% of Bank’s net annual profit to the Foundation 2011 • CIB-TCM becomes the pioneer of trading in almost 114 new and unconventional currencies 2012 • CIB becomes the first Egyptian bank to of- ficially establish a Sustainable Development Department 2 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 3 Timeline of milesTones in 2016, Cib became the first egyptian bank recognised as an active member in the globally renowned United nations environmental Program - financial initiative. In ancient times, Luxor, originally known as Thebes, was Egypt’s centre of power; today many of its temples and royal tombs remain astonishingly well-preserved. 2013 2015 • First Egyptian bank to receive JP Morgan Elite STP Award • First Egyptian bank to upgrade its ADR to be traded on OTCQX platform US • First Egyptian bank to sign an agreement with Bolero International LTD joining the Bolero Multi-Bank service for Guarantees • CIB is the first bank in Egypt to establish ERM framework and road map, endorsed and monitored by the BoD • Becomes the first to use RAROC • CIB breaks the record for the highest num- ber of blood donors in a corporate office in a single-day campaign in Egypt through the Triple Effect initiative inaugurated by the CIB Foundation • CIB becomes the first bank in Egypt to in- troduce an interactive multimedia platform that offers customers the option of interact- ing with call centre agents over video calls 2014 • First Egyptian bank to sign agreement with Misr for Central Clearing, Depository, and Reg- istry (MCDR) to issue debit cards for investors to collect cash dividends • CIB launches first co-brand credit card, Mile- severywhere, with national carrier EgyptAir • Introduces the first interactive social media platform in the Egyptian banking industry, available 24/7 to handle all customer queries • CIB becomes the first bank in Egypt to sponsor the establishment of intensive care units in Sohag through the Foundation, donating EGP 6 million to outfit the pediatric department at Sohag Uni- versity Hospital with cutting-edge equipment • The first block trading transaction on the EGX takes place when Actis sells its 6.5% stake in CIB to Fairfax • First Egyptian bank to successfully pass external quality assurance on Internal Audit function • CIB launches roadside assistance services for the first time in Egypt • CIB generates highest FX income among pri- vate-sector banks in Egypt (in the past 10 years) • CIB becomes the first bank in Egypt to rec- ognise conduct risk and establish a frame- work for it, despite the lack of regulatory requirements 2016 • CIB launches its mobile banking application, which includes various banking services and offers clients numerous features to conve- niently manage their accounts • CIB becomes the first Egyptian bank recog- nised as an active member in the globally renowned United Nations Environmental Program - Financial Initiative • CIB wins the Socially Responsible Bank of the Year 2016 award from African Banker • Recognised for the first time for several awards, including: - Best Bank in Egypt Supporting Women Owned and Women Run Businesses by the American Chamber of Commerce in Egypt - Two awards in Achievement in Liquidity Risk and Operational Risk for Middle East & Africa by Asian Banker for 2016 - Best Retail Risk Management Initiative by Asian Banker for 2016 - Most Active Issuing Bank in Egypt in 2015 by The European Bank for Reconstruction and Development - Middle East Most Effective Recovery 2016 by BCI 4 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 5 IntroductIon At cIB, we strive to maintain sustainable growth by consistently creating value for all our stakeholders. The Ramses II temple of Abu Simbel was dismantled in 1968 and moved 65 meters northwest to save it from becoming submerged under water after Egypt built the Aswan High Dam; the massive UNESCO-led project cost over USD 40 mn. 6 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 7 inTroducTion Taba is one of Egypt’s most strategic and picturesque coastal towns in South Sinai; from the mountains of Taba the countries of Jordan, Saudi Arabia and Israel are all visible. oUr History WhaT We Do Commercial International Bank (CIB) was founded in 1975 as Chase National Bank, a joint venture between Chase Manhat- tan Bank and the National Bank of Egypt (NBE). In 1987, a shift in its international strategy caused Chase to divest its owner- ship stake, which NBE then acquired, adopting the new name Commercial International Bank. Over time, NBE decreased its participation in CIB, even- tually dropping to 19% in 2006, when a consortium led by Ripplewood Holdings acquired NBE’s remaining stake. In July 2009, Actis, a Pan-African private equity firm specialis- ing in emerging markets, acquired 50% of the Ripplewood Consortium’s stake. Five months later, in December 2009, Ac- tis became the single largest shareholder in CIB with a 9.09% stake after Ripplewood sold its remaining share of 4.7% on the open market. The emergence of Actis as the predominant shareholder marked a successful transition in the Bank’s strategic partnership. In March 2014, Actis undertook a partial realisation of its investment in CIB by selling 2.6% of its stake on the open mar- ket, but maintaining its seat on the board. In May 2014, the private equity firm sold its remaining 6.5% stake to several of Fairfax Financial Holdings’ wholly owned subsidiaries, mak- ing the latter the sole strategic shareholder in CIB. Fairfax is represented on the board by a non-executive member. CIB is Egypt’s leading private sector bank, offering a compre- hensive and wide range of financial products and services to its clients, who include enterprises and institutions of all sizes, high-net-worth (HNW) individuals and retail customers. CIB operates in every segment of the banking sector including corporate, commercial, retail wealth management and SME, all delivered through client-centric teams. The Bank also owns two subsidiaries, including CI Capital Holding (which offers asset management, investment bank- ing, brokerage and research services, and financial leasing after it acquired CIB’s stake in Corplease in December 2015) and Falcon Group. At CIB, we strive to maintain sustainable growth by con- sistently creating value for all our stakeholders. With its dynamic business model and superior technology integrated into its products and services, CIB continues to provide its clients with innovative financial solutions that satisfy all of their financial needs and facilitate their lives. This allows us to maintain our leading position in the market, offer an engaging work environment for our staff and generate out- standing value for shareholders. 8 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 9 inTroducTion a SnaPShoT of oUr Business Corporate banking Widely recognised as the preeminent corporate bank in Egypt, CIB aspires to become one of the best banks in the region, serving industry-leading corporate clients as well as medium-sized businesses. Debt Capital Markets CIB’s global product knowledge, local expertise and capital resources make the Bank an industry leader in project finance, syndicated loans and structured finance in Egypt. CIB’s proj- ect finance and syndicated loan teams facilitate market access for large borrowers, providing them with world-class services at execution times that far exceed the market average. treasury and Capital Market Services CIB delivers world-class services in the areas of cash and liquidity management, capital markets, foreign exchange and derivatives. Digital banking and global transactional Services Digital Banking & GTS manages all corporate and consumer online channels from the business side. The vision of the de- partment is to make CIB part of our customers’ daily activi- ties through an outstanding, simple, trusted, enjoyable and advisory digital financial experience that meets customers’ needs anytime, anywhere on any device. Direct investment As a local player that adheres to widely acclaimed interna- tional standards, CIB actively participates in select direct investment opportunities in Egypt and across the region. Consumer banking The Consumer Banking Division continues to assert itself as a growing and developing business segment within the insti- tution, dedicating exceptional efforts to improving customer satisfaction levels by ensuring the delivery of a consistently positive customer experience every time. We offer a wide ar- ray of consumer banking products that include: • Personal Loans: These focus primarily on the employees of our corporate banking clients, offering them secured overdrafts and trade products. 10 • Annual Report 2016 • CIB • Auto-Loans: The division is well positioned to actively support this growing market in the coming years within a very competitive, dealer-driven environment. • Deposit Accounts: We offer a wide range of accounts that serve all our clients’ deposits and savings needs. These include tailored accounts for minors, youth and senior citizens, as well as certificates of deposit and care accounts. This is in addition to our standard range of current, savings and time-deposit accounts. • Residential Property Finance: Provides loans to finance home purchases, residential construction and refurbish- ment and finishing. • Credit and Debit Cards: We offer a broad range of credit, debit and prepaid cards. • Wealth Management: CIB offers a wide array of invest- ment products and services to the largest number of af- fluent clients in Egypt. • CIB Plus: This division caters to the needs of medium- net-worth individuals, helping them pave their way through to becoming Wealth Segment clients, using simplified products, fast-track services and personalised service offerings through our network of Plus Bankers. • Insurance: CIB’s insurance business provides life and gen- eral insurance programs that generate non-interest revenues in the form of fees for the Consumer Banking Division. business banking The Business Banking segment is responsible for SMEs in CIB’s portfolio, managing nearly 40,000 SMEs and offer- ing them various products and services that best suit their needs and interests. investment banking Services Through CI Capital, CIB offers existing and prospective clients a full suite of investment banking products and services, including investment banking, advisory and ex- ecution, asset management, brokerage and equity research. CI Capital offers both deep and broad market knowledge and expertise, and the firm is consistently ranked among the region’s leading brokerage houses that serve local and international clients. Key FaCts 6,714 employees serve some 948,594 active customers Egp 267.5 billion in total assets 228,248 internet banking subscribers More than 21,276,165 website views over 500 of Egypt’s largest corporations bank with Cib Egypt’s number one bank in terms of: pROFITABIlITY EGP 6.01 billion in net income, more profitable than any other Egyptian private-sector bank REVENUE EGP 11.3 billion in total revenues, higher than any other Egyptian private-sector bank NET WORTH EGP 21.4 billion in net worth, the highest among all Egyptian private-sector banks MARKET CApITAlISATION EGP 84.3 billion, the largest in the Egyptian banking sector DEpOSIT MARKET SHARE* 8.10% market share, the largest among Egyptian private-sector banks * as of October 2016. CIB • Annual Report 2016 • 11 inTroducTion Key finanCial HigHligHts FY 16 Consolidated FY 15 Consolidated FY 14 Consolidated FY 13 Consolidated FY 12 Consolidated FY 11 Consolidated FY 16 FY 15 FY 14 FY 13 FY 12 FY 11 FY 10 FY 09 FY 08 FY 07 The temple of Kom Ombo is actually two temples in one. It’s equally dedicated to the gods of Haroeris and Sobek. It was built on a spot where crocodiles traditionally basked in the sun along the Nile. Common Share Information Per Share Earning Per Share (EPS) * Dividends (DPS) Book Value (BV/No of Share) Share Price (EGP) ** High Low Closing Shares Outstanding (millions) Market Capitalisation (EGP millions) Value Measures Price to Earnings Multiple (P/E) Dividend Yield (based on closing share price) Dividend Payout Ratio Market Value to Book Value Ratio Financial Results (EGP millions) Net Operating Income*** Provision for Credit Losses - Specific Provision for Credit Losses - General Total Provisions Non Interest Expense Net Profits Financial Measures Cost : Income Return on Average Common Equity (ROAE)**** Net Interest Margin (NII/average interest earning assets) Return on Average Assets (ROAA) Regular Workforce Headcount Balance Sheet and Off Balance Sheet Information (EGP millions) Cash Resources and Securities (Non. Governmental) Net Loans and Acceptances Assets Deposits Common Shareholders Equity Average Assets Average Interest Earning Assets Average Common Shareholders Equity Balance Sheet Quality Measures Equity to Risk-Weighted Assets**** Risk-Weighted Assets (EGP billions) Tier 1 Capital Ratio***** Adjusted Capital Adequacy Ratio***** 3.58 0.75 3.73 4.56 0.50 1.00 18.44 14.39 16.31 13.46 18.94 15.03 14.59 23.75 19.25 20.93 4.89 1.00 2.43 1.00 3.00 1.00 2.63 1.50 2.42 1.25 2.67 1.00 3.55 1.20 47.4 28.9 38.1 73.6 30.8 73.1 39.8 21.1 34.6 1153.9 1147.1 908.2 900.2 597.2 593.5 590.1 292.5 292.5 95 93.4 59.7 29.5 27.87 53.61 37.2 91.77 195 47.4 79.49 18.5 33.75 18.7 45.4 27.4 32.6 51.3 32.6 49.2 47.4 54.68 84,290 43,692 44,673 29,330 20,646 11,098 27,973 15,994 10,881 17,895 16.0 10.6 13.9 12.2 14.3 7.7 15.8 20.8 7.6 24.6 0.68% 1.97% 2.44% 3.07% 3.62% 5.35% 2.11% 2.74% 2.69% 1.09% 9.7% 18.5% 29.9% 34.4% 33.9% 33.9% 27.6% 24.6% 18.1% 15.8% 4.38 3.96 2.30 1.93 3.25 3.02 1.83 1.24 2.65 2.42 11,315 893 10,189 1,682 893 2,433 6,009 21.36% 34.24% 1,682 2,025 4,729 19.61% 33.46% 7,741 589 589 1,705 3,741 6,700 916 916 1,608 3,006 22.84% 31.31% 23.54% 29.45% 5,344 610 610 1,653 2,226 30.64% 25.49% 589 916 321 893 1,682 3,934 11,370 10,165 7,717 6,206 5,108 3,837 3,727 3,173 3,200 2,288 193 610 57 250 9 916 1,557 2,433 2,028 1,705 1,450 1,445 1,337 1,188 1,041 636 1,615 5,951 4,641 3,648 2,615 2,203 1,749 2,141 1,784 1,615 1,233 346 49 395 950 1682 321 893 610 321 589 321 6 9 6 40.04% 21.26% 19.69% 22.91% 22.89% 28.01% 35.26% 33.11% 32.31% 29.89% 27.12% 20.86% 34.03% 32.80% 30.25% 24.77% 24.18% 22.23% 30.46% 31.18% 34.98% 34.62% 5.47% 5.74% 5.41% 5.36% 4.74% 3.71% 3.62% 3.81% 3.54% 3.12% 2.71% 6,714 2.95% 6,332 2.94% 5,697 2.93% 5,490 2.51% 5,181 2.03% 2.70% 2.90% 2.87% 2.54% 2.47% 2.20% 3.11% 2.97% 3.10% 2.90% 4,867 6,422 5,983 5,403 5,193 4,867 4,517 4,360 4,162 3,809 3,132 77,523 34,808 19,328 16,413 85,384 267,544 231,741 21,374 223,522 203,053 56,836 179,500 155,234 16,535 161,657 146,033 48,804 143,813 121,975 14,754 128,783 117,031 41,866 113,752 96,846 11,960 103,854 94,749 16,140 41,877 93,957 78,729 10,765 89,731 80,063 18,990 73,035 34,097 19,430 16,646 16,764 19,821 16,854 16,125 14,473 21,573 41,065 86,152 57,211 49,398 41,970 41,877 41,065 35,175 27,443 26,330 20,479 85,506 263,852 179,193 143,647 113,752 94,405 85,628 75,093 64,063 57,128 47,664 71,468 231,965 155,370 122,245 96,940 78,835 71,574 63,480 54,843 48,938 39,515 4,081 8,712 21,276 16,512 14,816 12,115 11,311 80,480 221,523 161,420 128,700 104,079 90,017 80,361 69,578 60,595 52,396 42,543 70,913 203,625 145,835 117,133 94,605 79,834 70,549 61,624 53,431 44,602 36,603 6,946 8,609 8,921 5,631 18,955 15,645 13,357 11,362 9,738 8,640 18,894 15,664 13,465 11,713 10,116 8,765 7,777 6,288 4,856 3,560 13.34% 150 12.90% 15.76% 96 15.01% 15.77% 84 15.70% 15.28% 70 15.23% 14.88% 65 14.33% 14.11% 13.28% 15.74% 15.84% 15.50% 15.69% 14.49% 15.85% 15.34% 13.93% 13.60% 30 14.15% 12.90% 15.01% 15.70% 15.23% 14.33% 14.15% 15.66% 15.28% 13.74% 10.17% 150 55 96 70 84 49 37 41 65 55 13.97% 16.06% 16.77% 16.32% 15.71% 15.40% 13.97% 16.06% 16.77% 16.32% 15.71% 15.40% 16.92% 16.53% 14.99% 14.70% * Based on net profit available to distribution (after deducting staff profit share and board bonus) ** Unadjusted to stock dividends 2,485,501 *** 2016, 2015 and 2014 excluded CI Capital profit (discontinued operations) **** Total equity after profit appropriation ***** After profit appropriation, from 2012 to 2016 as per Basel II regulations 12 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 13 inTroducTion oUTPerforming iS our strategy Through the innumerable changes that both Egypt and CIB have lived through over the years, we have remained com- mitted to a strategy that always prioritises our clients. In implementing that strategy, CIB has focused on delivering sustainable profitability and creating value for our clients, shareholders, and community at large. Our strategy is simple; it revolves around outperforming in all aspects of our business. In that quest for excellence, CIB handpicks its staff members, continuously upgrading and enhancing their skill set through comprehensive train- ing programs, as we believe they are vital to our success formula. Because we offer our employees a host of career prospects and development opportunities, we attract and retain some of Egypt’s strongest banking professionals. This in turn translates into CIB’s remarkable ability to expand the scope of our high-quality products and unrivalled bank- ing services to better suit the constantly evolving needs of our client base. Building a strong brand image that reinforces CIB’s stand- ing as “A Bank To Trust” has never been a one-man job, as this responsibility extends to each and every one of our employees. our Vision To uphold CIB’s distinct reputation as a leading and trusted financial institution in Egypt, respected for its people, strong core values, performance and commitment to inclusive, re- sponsible and sustainable growth. our Mission To create outstanding stakeholder value by providing best- in-class financial solutions to the individuals and enter- prises that drive Egypt’s economy. Through our innovative product offerings, superior customer service, staff develop- ment strategies and commitment to sustainability, we will realise our ambitions and help shape the future of banking in Egypt for years to come. our objective To grow and help others grow. 14 • Annual Report 2016 • CIB our Values A number of core values outline the way in which CIB em- ployees work together to deliver effective results for our cus- tomers and community. integrity • Exemplify the highest standards of personal and profes- sional ethics in all aspects of our business • Be honest and open at all times • Stand up for one’s convictions and accept responsibility for one’s own mistakes • Comply fully with the laws, rules and practices that gov- ern CIB’s business in Egypt and abroad • Say what we do and do what we say client focus • Our clients are at the heart of our activities, and their satisfaction is our ultimate objective • Our success is dependent upon our ability to provide products and services that help our clients achieve their goals • We partner with our clients and work together as a single team with success as our primary objective innovation • CIB has been a pioneer of the financial services industry since its inception as the first joint venture bank in Egypt 40 years ago, and we believe innovation is a core com- petitive advantage and promote it accordingly • We seek to lead Egypt’s financial services industry to the future, with innovation being key to serving the millions of Egyptians who remain unbanked or underserved Hard Work • Our work is governed by discipline and perseverance to achieve outstanding results for both our clients and stakeholders • Our commitment to our clients is guided by our drive for excellence An outstanding track Record Return on Average Equity (ROAE)* Return on Average Assets (ROAA)* * Both after profit appropriation on a standalone basis • We work with our clients to accomplish their current goals and anticipate and plan future goals and objectives Teamwork • We collaborate, listen and share information openly within the CIB family to enhance every staff member’s knowledge base and skill set • Each member of our staff is an ambassador of CIB’s cor- porate brand and image • We value and respect each other’s cultural backgrounds and unique perspectives respect for the individual • We respect all individuals, whether employees, clients, shareholders or community members • We treat each other with dignity and respect and take the time to respond to questions and concerns • We firmly believe each individual should have the space to make suggestions and offer constructive criticism • CIB is a meritocracy, where all employees are privy to equal development opportunities based only on merit and accomplishments decorum • CIB places employee-client and business etiquette in the highest regard and maintains strict policies for govern- ing decorum • The observance of good behavior, speech, actions and dress code is part and parcel of our culture at CIB CIB • Annual Report 2016 • 15 inTroducTion Cib’S stoCk Stock performance in 2016 CIB Index EGX30 Index CIB first offered its shares to the public in 1995 and has since become the biggest stock on the EGX and the gateway to Egypt. Investors and analysts often view CIB as a proxy for the Egyptian economy, with the Bank acting as a mirror for the local banking sector: the near-term recovery is captured in the credit outlook, while the longer-term story of low financial penetration is captured in the expansion of retail banking. CIB was the first Egyptian bank to offer its shares on in- ternational markets with a Global Depository Receipt (GDR) program on the London Stock Exchange in 1996. In 2001, CIB was yet again a first, this time being the first Egyptian bank to register its shares on New York Stock Exchange in the form of American Depository Receipts (ADR) Level 1 program. In 2012, the Bank began trading on OTCQX International Premier, a segment of the OTCQX marketplace reserved for world-leading non-US companies listed on a qualified inter- national exchange and providing their home country disclo- sure to US investors. Equity Analysts Ratings CIB is widely covered by leading research houses both domestically and internationally. In 2016, 15 institutions regularly issued research reports on CIB. As of the end of 2016, 6 analysts held Buy, 5 analysts held Hold and 4 ana- lysts held Sell recommendations on CIB. Analyst Recommendations Buy ...........6 Hold .........5 Sell ...........4 16 • Annual Report 2016 • CIB CIB has the highest weight (around 37.6%) in the EGX 30 in- dex. With a free float ratio of 93% (the highest free float on the EGX 30), CIB is one of Egypt’s most liquid stocks and the most valuable financial institution with a market cap of 84.3 billion as of end-December 2016. CIB’s depository receipt program reached 384,582,396 shares as of year-end 2016. The institutional shareholder structure of CIB by region is 6.85% UK and Ireland, 57.46% North America, 4.35% Europe, 13.13% Gulf, 13.53% Africa and 4.69% rest of the world. CIB continuously works toward increasing value created for stakeholders. The Bank maintains a proactive investor rela- tions program to keep shareholders abreast of developments that could have had an impact on the Bank’s performance. The Investor Relations team and senior management invest significant time in one-on-one meetings, road shows, inves- tor conferences, conference calls and a proactive stream of disclosures while simultaneously ensuring analysts have the information they needed to maintain balanced coverage of the Bank’s shares. During 2016, CIB Investor Relations took part in 12 national and international investor conferences in the UK, US and Gulf with the participation of senior man- agement, in addition to 252 one-on-one meetings with 427 international investment funds. CIB hosted several confer- ence calls throughout the year, bringing its senior manage- ment together with the investor community in 2016, and held presentations on its financial results four times during the year. It also conducted presentations on its operating plan that described its future projections. Regular updates and releases along with the presentations were posted on the Investor Relations website for the conve- nience of the Bank’s investors from around the world, giving them easy access to all the information they need. As a result of the team’s conscious efforts to boost corpo- rate access, in a 2016 Middle East Investor Relations Study carried out by Extel in partnership with the Middle East In- vestor Relations Society (MEIRS), CIB was named the “Lead- ing Corporate for Investor Relations in Egypt,” while the head of Investor Relations also received a nod as the “Best Investor Relations Professional – Egypt”. This is the third year running in which CIB has received at least one award from MEIRS. Symbols and Codes key indicators Egyptian Stock Exchange (EGX) SYMBOL: COMI London Stock Exchange (LSE) SYMBOL: CBKD new York Stock Exchange (nYSE) SYMBOL: CIBEY 1,154 mn Outstanding Shares EGP 10.00 1:1 Par Value GDR Convertibility EGP 84.3 bn Largest Market Cap 37.6% Highest Weight in EGX 30 EGP 4.56 Earnings per Share* * EPS calculation is based on standalone financial statements. CIB • Annual Report 2016 • 17 inTroducTion 18 • Annual Report 2016 • CIB a noTe from our CHairman Dear Shareholders, For more than 18 months, the management team of this institution has been preoccupied with technology. How will it help us reach new customers — and better-serve the long-term corporate and consumer clients who are the back- bone of this institution? How can it make us more efficient, whether in cross-selling products or in helping our clients acquire new businesses, manage payrolls, and remit customs payments? How can we harness it to drive financial inclusion and sharply raise the banking penetration rate in a market that remains exceptionally under-banked, regardless of the metric or methodology underpinning the study? In thinking about technology, it has become vogue to consider not just the opportunity, but the threat: What does artificial intelligence (AI) mean to industries of all forms? Will it replace bankers? Will self-driving cars directed by AI replace whole classes of jobs, from taxi drivers to corporate logistics fleets? Extend the logic and you have a whole new field of economics and punditry about what the “rise of the robots” and declining global populations mean for human- ity in a future in which we will need fewer people and fewer resources to deliver products and services. Our belief in the transformative power of technology is one of the lynch pins of our short- and long-term strategies alike. Our awareness of its limits underpin the visual theme of our 2016 Annual Report: The amazing natural, historical and religious wonders that comprise our tourism industry. This great nation’s tourism industry has been hard-hit by the events that have unfolded since 2011, but the Pyra- mids are still standing, as is the Sphinx. Our white, sandy beaches and crystal-clear waters are still among the most attractive in the globe. The only changes desert adventur- ers will find are those that have been wrought by time and winds. Coptic Cairo is still thriving, as are Old Cairo and the historic Citadel district. Alexandria still throngs with the energy of an ancient seaport. This holds true today, and with good stewardship it will stand true for generations to come. Technology and chang- ing global demographics may erode jobs in traditional manufacturing and resource industries, but technology will never supplant the experience of physically going on a real holiday to a destination. Our nation is presently undergoing an aggressive eco- nomic reform program. Our economic future is increasingly clear: Domestic consumption will be powered by a large, young and fast-growing population — and the twin impera- tives of import substitution and export-led growth will fuel a resurgence in manufacturing. As that unfolds, it is critical that we remember that tourism is, in many ways, not just the ultimate export, but a competitive edge that will turbocharge the growth of countless other industries. Across decades, tourism will prove to be the ultimate counter-cyclical play. From the well-known to the relatively undiscovered, our annual report this year highlights the many destinations and activities that will back economic growth in the decades to come — and which CIB has made a core part of its strategy. CIB • Annual Report 2016 • 19 Marsa Matrouh boasts some of the world’s most stunning beaches and turquoise-blue waters inTroducTion egP 84.3 bn market capitalisation as of year-end It is an industry that will be changed by technology, but not made obsolete by it. It demands upgrades of existing skill sets, and above all, it demands careful planning. It will also demand continued vigilance on the security front and robust investment in education. Our population of nearly 100 million people is not a liability, but a renewable resource whose value will be unlocked by education. The same vision and critical approach that allows us to see around the corner to what’s next for the tourism indus- try informed our approach to 2016, a year that can only be said to have been replete with business surprises — positive and negative alike. Our management team thus remained appropriately conservative in its approach to risk manage- ment. This approach is not new: We have long argued that the higher risk cliff associated with doing business in an emerging market demands a conservative, preemptive and counter-cyclical approach. I am pleased to report that this same approach allowed us to turn in a record bottom-line performance despite the challenges of the year. That said, we are not content to celebrate a single year’s results: Our operating model prizes sustainability, and the bedrock on which our long-standing conviction that every single CIB employee is a risk manager as we look to achieve a judicious balance between growing the bottom line and pre- serving the interests of our shareholders over the long term. Going forward, we are increasingly optimistic about the macro picture, but cognizant that short-term volatility will be the order of the day. If the shock to the system in 2016 was the welcome float of the Egyptian pound, change will come in 2017 from both the adjustment to this new reality and from the ongoing drive to reform the subsidy system. It is clear that having 80% of the value of the subsidy program dispro- portionately benefit the 20% of the society that needs it least was the wrong formula. This year, every business — from the single-person micro-businesses to the largest corporations — will have to re-examine how they do business, from expenses to pricing. As they do so, they will uncover weaknesses — and brilliant new opportunities. That’s why our 2017 focus will be on transformation: From our business banking segment to our largest corporate cli- ents, we will be laser-focused on helping our small business clients become medium-sized enterprises, turning mid-sized businesses into large corporations, and helping large cor- porations unlock new value through organic and inorganic growth alike. The transformation of businesses from one stage to the next will be at the heart of building a sustainable, growing economy. As we do, one thing will remain constant on the expense side here at CIB: The best investment of shareholder money that we can make is to invest in our people to ensure our own sustainability for generations to come. Hisham Ezz Al-Arab Chairman and Managing Director 20 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 21 inTroducTion board of direCTorS rePort egP 6.01 bn consolidated net income in FY2016, up 27.09% y-o-y Although 2016 was not short of challenges, CIB again dem- onstrated its strength and resilience by delivering strong financial performance in the face of subdued economic activity while honouring the Bank’s commitment to its employees, customers and shareholders to be the leading financial institution in Egypt. Among many noteworthy achievements of the past year, the Bank reported record net profit and revenues, produced healthy loan and deposit growth, maintained a solid capital foundation and worked to further enhance our excellent customer service. Our ability to produce such accomplishments reflects CIB’s distinctive business model and emphasises the Bank’s agility to adapt to the changing macro and regulatory environments while operating within a solid strategic framework focused on sustainable growth. Parting from that, we proudly present to you our Board of Di- rectors Report detailing how CIB managed to work through the unusual circumstances and come out even stronger yet again. Egypt: Short-Term Challenges … long-Term Opportunities 2016 was globally foreseen as a year of opportunities aris- ing on the back of resumed corporate activity and restored investor confidence, but year-to-date events have proven otherwise both on the local as well as the regional arenas. The Egyptian economy had to deal with a burdensome agenda of a high budget deficit, foreign currency shortages, rising inflation, an ailing tourism sector and low remittanc- es, FDIs or Suez Canal revenues. More economic headwinds included structural adjustment and a government reform program of unprecedented proportion — in conjunction with the IMF loan and other multilateral/bilateral funding sourc- es — that included gruelling fiscal consolidation measures and the historical floatation of the Egyptian pound (EGP), in an attempt to put the country’s economic house in order and pave the way for economic stability. To delve deeper into the economic activity over FY2016, one must look at the macro picture both prior to and after one major turning point: the liberalisation of the EGP. 22 • Annual Report 2016 • CIB prior to the Floatation The Egyptian economy faced major challenges marked by the high budget deficit of 11.8% of GDP, the severe foreign currency (FCY) shortages, where net international reserves were in the range of USD 16-17 billion throughout 2016 and reached USD 19.5 billion in September along with high and rising inflation rates exceeding 15% in August, a situation that led to the revision of Egypt’s GDP growth forecasts down to 3.3% from 4.4%. The inadequacy of the foreign currency supply along with an overvalued EGP hampered Egypt’s competitiveness — lowering the volume of exports by 26% in 1Q FY2016. The spread of terrorism in the Middle East as a spill over from the conflict in Syria and instability in Iraq has hit Egypt’s already ailing tourism sector, and the crash of the Russian plane over the Sinai Peninsula brought it to an al- most complete halt. Other foreign currency revenues dried up as well. FDIs remained in a wait-and-see mode, driven by the haziness in the foreign exchange market and the anticipation of the devaluation/free float of the EGP. In addition, the persistent Chinese economic slowdown continued to take its toll on Suez Canal revenues. Externally, the sluggish recovery of the Eurozone weighed on Egypt’s growth, while lower oil prices and a slowdown in Gulf countries negatively impacted Egyptians’ remittances and dwindled grants, aid and foreign currency deposits from GCC states that now must pursue structural reforms and cut down government spending to meet the new oil realities. The Central Bank of Egypt (CBE) devalued the EGP by almost 13% in March 2016. The local currency was devalued to EGP 8.78 to the USD in an attempt to ease the foreign cur- rency shortage by bringing the official rate closer to that of the parallel market and attract FDI. In an effort to curb rising inflation, the Monetary Policy Committee (MPC) introduced a series of successive interest rate hikes: 50 bps in December 2015, 150 bps in March 2016 and 100 bps in June, raising the corridor rates to 11.75% and 12.75% for deposits and lending, respectively. The successive interest rate hikes had little impact over inflation rates given the continuous rises on the core and headline readings, and further restrained growth by raising the cost of borrowing for companies. Furthermore, such hikes did not support the government’s ambitions in reducing its widening deficit. 2016 witnessed the resumption of talks with the IMF for a USD 12 billion Extended Fund Facility (EFF) to support a government reform program aimed to improve the function- ing of the foreign exchange markets, bring down the budget deficit and government debt and create jobs, especially for women and youth. Some of the steps that were taken by the government supporting its commitment to reforms include further rationalisation of energy subsidies and implementing a value-added-tax (VAT) at 13% (increasing to 14% in 2017), which Parliament passed in August. After the Floatation In early November, the central bank announced that it was moving with immediate effect to a liberalised exchange rate regime to quell any distortions in the domestic foreign currency market and to allow market demand and supply dynamics to work effectively to create an environment of reliable and sustainable provision of foreign currency. At the time of writing, the currency stands at around 18.27/ USD, which represents a drop of 100% against the USD since before the floatation. Economists’ consensus is that the EGP will witness further volatility over the next couple of years, but the big adjustment has already happened. Besides the complete exchange rate liberalisation, the CBE also increased the overnight lending and deposit rates by 300 bps, bringing the deposit rate to 14.75% and lending rate to 15.75%. Also, immediately following the devaluation, the government upwardly adjusted administrative fuel prices by approximately 30-40% as phase 1 of a multi-year program to eliminate energy subsidies. The costs of these reforms and the floatation translated to a 23.3% headline inflation and 25.86% core inflation as of December. With the disbursement of the first tranche of the IMF loan, the conclusion of the People’s Bank of China/CBE USD 2.7 billion swap agreement, and the upcoming launch of Egypt’s USD 2-3 billion Eurobonds, the CBE is set to rebuild a strong reserve shield rather than support a specific exchange rate. Hence, net international reserves reached USD 24.3 billion at the end of December 2016. Amid these changes, the Egyptian Stock market in 2016 was the world’s best-performing market in 2016, according to the Egyptian Exchange’s year-end report. The move to a lib- eralised exchange rate regime triggered one of the strongest bull equity market rallies in Egypt’s history, portfolio inflows into equities and fixed income rebounded sharply after al- most six years of absence and foreign strategic investors have started to actively eye investment opportunities. The EGX 30 index rose 74% in 2016, and the year saw one of the highest volume of foreigners’ net-buying in the market and attracted 883 new funds and institutions. During these extraordinary times, one fact remained un- changed, that is a safe, strong and resilient banking industry is absolutely critical to a country’s success. The Egyptian banking sector has been the lifeblood that kept the economy going throughout the past six years. Egyptian banks man- aged through the cycles, continued to support the economy and came out, to a great extent, unharmed. Banks remain well funded because of their strong deposit base. Liquidity remains ample, with the loan-to-deposit ratio at 44.5% (one of the lowest in emerging economies) and substantial excess reserves. Stress tests performed by the CBE suggest that pos- sible losses could be absorbed by banks’ profits and capital buffers. Reiterating the fact that the fundamentals are solid and the sector is well poised to absorb the pent-up corporate demand and is steadfast in its ability to take advantage of the vast opportunities that still lie within the Egyptian market. Outlook Moving Forward As Egypt goes through a clear shift in monetary and fiscal poli- cies aimed at easing pressure on the EGP and controlling mount- ing inflation and public spending, 2017 is a year where growth is expected to slow. But with the government’s solid steps towards reforms along with an IMF deal now in place, growth should pick up from 2018 as inflation eases, monetary policy begins to be loosened and the Zohr gas field comes on stream. CIB • Annual Report 2016 • 23 inTroducTion Cib is and has always been at the forefront of change in the egyptian banking industry, and we continue to grow our core and strategic capabilities to sustain our competitiveness. The fall in the EGP’s value will naturally involve some short- term challenges for the economy. In particular, import costs will rise, which, combined with measures to tighten fiscal policy such as the implementation of VAT and fresh subsidy cuts, will push inflation up in the coming months. Moving forward, Egypt should be able to take advantage of the boost in competitiveness from a weaker EGP, which will help narrow the current account deficit, and there are already signs that foreign investors are returning to the country. In collaboration with the IMF, further economic reform is likely, which will act as an additional pull for foreign investors. All of this should support stronger medium-term growth. With- in this context, Egypt is approaching the last mile of a bumpy 25-year economic reform process with full-fledged political commitment and comprehensive international support. Heading into 2017, the following elements are needed to ensure smooth sailing through the current challenges: • A proactive government that efficiently creates a better business climate, presses ahead with its reform agenda, and continues its focus on fiscal adjustment, legislative reform, improving the international standing and en- hancing social protection. • A patient private sector that realises the costs of reforms— and that demanding protection, special exemptions or a reversal of course will hinder economic activity. • Policy stability that clearly defines the forthcoming In- vestment Act. • Hard work and persistence that helps overcome current and potential bottlenecks. Highlights of 2016 CIB is and has always been at the forefront of change in the Egyptian banking industry, and we continue to grow our core and strategic capabilities to sustain our competitiveness. Our sophisticated interest rate and liquidity risk manage- ment frameworks prepare us for a range of market scenarios and ongoing regulatory changes. Our focus on technology, revolving around developing innovative solutions, capitalis- ing on big data and investing in cyber defences, underscores the Bank’s commitment to leadership and excellence, aiming to be the most effective provider of financial services across all categories. We continue to invest in our most important asset, our people. We look forward to serving the needs of the 24 • Annual Report 2016 • CIB next as well as the current generation of customers, clients and employees. We remain committed to advancing and protecting the Bank’s position as a world-class financial in- stitution in a culture rooted in both ingenuity and integrity. 2016 was no different, we continued to do what we have always done: manage the Bank and invest for the long run in line with our growth strategy, that is to achieve sustainable and profitable growth based on customer centricity, opera- tional efficiency and organisational development. The following list of CIB’s competitive advantages and set of factors and paved the way for the success of our strategy and translated many of our goals into concrete reality. Dynamic balance Sheet Management CIB succeeded over the years to maintain a forward-looking strategy to sustain any external shocks based on sound balance sheet management, a solid capitalisation level and exceptional liquidity, which is well in excess of both local and international regulations. Despite continuous uncertain market conditions in 2016, the Bank continues to maintain its solid reputation as a market leader, serving clients efficiently and delivering strong results as evident in the following: • Proactive Liquidity and Interest Rate Risk Management In 2016, we continued to advance our approach to liquid- ity and interest rate risk management, cornerstones of safety and soundness. Throughout the year, we ensured that the Bank had sufficient liquidity resources to continue business as usual under both a short-term and prolonged market and company-specific stress. Our internal framework is more conservative than the related Basel II liquidity measures. Compliance with our framework in 2016 has resulted in CIB exceeding regulatory minimums as well as Basel III liquidity guidelines, in both local and foreign currency. The LCY CBE liquidity ratio remained well above the regu- lator’s 20% requirement, recording 60.77% as of December 2016, and the FCY CBE liquidity ratio reached 47.80%, above the threshold of 25%. NSFR was 234% for local cur- rency and 140% for foreign currency and LCR was 1770% for local currency and 435% for foreign currency. Furthermore, CIB maintained a healthy LDR ratio of 42%. The Bank successfully attracted 7% of all new deposits in the system in 2016, which is a testament to A UN study found Moez Street in old Cairo to have the largest concentration of medieval architectural treasures in the Islamic world. CIB • Annual Report 2016 • 25 inTroducTion the trust the market has in CIB. Having attracted such deposit inflows without significant increases to our cost of funding reiterates the Bank’s mission of creat- ing a sustainable liability base supported by stable, cost-effective customer deposits. The Bank focused on enhancing the CIB franchise and building relatively sticky low-cost current account and savings account (CASA) deposits, which comprised 43% of total custom- er deposits as of 31 December 2016. The growth in CASA deposits helps to drive down overall cost of funds, pro- viding a strategic advantage for the Bank. In 2016, CIB used an effective risk-management process that maintained interest rate risk within prudent levels and ensured the Bank remained on safe and stable ground. Measures included lowering the balance sheet duration as a precautionary measure to minimise the impact of interest rate movements on the Bank’s capital adequacy levels. CIB also took the lead in the reclassification of the Bank’s sovereign portfolio in a way to ensure that it maintains a proper balance sheet structure, boosting the return to share- holders in light of an increasing interest rate environ- ment, while maintaining its liquidity ratios comfort- ably above regulatory requirements. As a result, and despite prevailing economic conditions, we are better prepared to manage whatever scenario plays out. • Best-in-Sector Asset Quality Led by Prudent and Well- Disciplined Risk Management CIB has always believed that having an effective and disciplined risk management framework is crucial to proactively recognise potential adverse events and es- tablish appropriate risk responses that in turn reduce costs and prevent losses associated with unexpected and volatile market conditions. We continually evalu- ate our risk strategy, appetite and analysis in response to current and anticipated economic conditions, con- ducting vigorous stress tests, efficient risk reporting and analysis, and digitisation of certain monitoring systems and processes. Parting from that conviction and led by a dynamic risk-management strategy to counter potential chal- lenges and market factors, CIB took provisions of EGP 893 million for the full year. Moreover, asset quality con- tinued to remain resilient, as reflected in an NPL ratio of 6.70% (5.7% normalised for the EGP devaluation) of the gross loan portfolio, covered 149% by the Bank’s EGP 9.82 billion loan loss provision balance. Increasingly Strong Capital Ratio In a market where capital is the name of the game, CIB has established a strong capital base that not only allows the Bank to excel and outperform despite slow eco- nomic growth, market volatility and heightened macro- economic challenges, but also distinguishes CIB with • an advantageous market position despite having many players in the banking sector. The management and Board continue to pursue all avail- able alternatives to ensure a sustainable, comfortable capital base that is less vulnerable to external factors. In 2016, CIB maintained its strong and resilient capi- tal base, as reflected in a comfortable capital adequacy level of 10.47% before profit appropriation and 13.97% after profit appropriation well above CBE requirements and Basel guidelines. • Consistently Good Returns on Equity • All our businesses are close to best in class, as reflected in consistently strong return on equity. CIB’s commit- ment to sustainability was evident in its ability to record an ROAE of 34.24% (after profit appropriation based on the suggested profit appropriation schedule). Efficient Cost Controls Personnel and administrative expenses increased by 20% in 2016. As we press on with building our businesses for the future, we will continue to invest for the long- term growth and sustainability of the Bank, namely in technology, training and various investments geared toward automating and improving efficiency and opera- tions. Nonetheless, the cost-to-income ratio will remain within the 30%-35% range set by the Board of Directors. investing in talent and technology Talent and technology continue to be at the centre of our success, both today and in the future. We continuously invest in our human capital to have the best caliber on the ground who are ready to work with clients wherever they need our solutions and expertise. And we are committed to arm those employees with technology tools that enable them to serve clients efficiently and effectively. big Data With the growing wealth of data and customer interactions, so does the need to utilise Big data to identify opportunities, spot trends and analyse patterns and transform them into information, products and insights that can be used exten- sively to improve our Bank. To best utilise our data assets and spur innovation we have built our own in-house big data and are now the first bank in the region to have an advanced analytics and data man- agement team and will soon become the first to harness the power of big data for the benefit of our customers. In its quest of moving from a descriptive analytics model to predictive analytics, CIB has been investing aggressively in its IT and human capital to develop an exceptional infrastructure that can support its Big Data platforms. Such investments included data storage and computation platforms to increase structured data capacity and improve reporting performance as well as self-service Business Intelligence and real-time in- 26 • Annual Report 2016 • CIB formation delivery systems to manage petabytes of data for advanced analytics and new regulatory requirements. We strongly believe these developments will prove transfor- mational not just for CIB, but for our customers, clients and communities. All of which will significantly benefit from big data technologies and improved data-management practices across our businesses. Future-proofing the Cib Franchise Over the years, we have been very disciplined in our approach to growth, including resisting calls to skimp on investments for the future to meet short-term targets, but that is not our approach for building the business for the long term. This responsible approach, a strong franchise and stable financial footing have left us well-positioned for the current economic challenges. No one is able to predict what comes next, but we strive to ensure the Bank has the capacity to adapt to the future — no matter what it looks like. To this end, CIB devoted significant attention in 2016 to studying our current business mix to respond strategically to evolving regulatory requirements as well as to find ways to be more productive with our resources and maximise shareholder value. To meet the evolving needs of our customers as well as the financial system more broadly, we are committed to continu- ally developing new solutions while maintaining a robust and secure infrastructure. However, we do not innovate for innovation’s sake. Banking is, and always will be, about people and relationships. Therefore, our focus will remain on serving the real needs of our customers and clients: seamless interactions, personal advice and human experiences. We will continue to build for the future and be there for our clients in good times and bad. Whatever the future brings, we will face it from a position of strength and stability. 2016 Financial position CIB reported another exceptional set of results, with con- solidated net income up 27.09% y-o-y at EGP 6.01 billion for FY2016. Standalone net income reached EGP 5.95 billion, 28.22% over 2015. Standalone revenues grew 11.05% over the previous year to EGP 11.32 billion. The Bank recorded net interest income of EGP 10.02 billion, an increase of 23.44% y-o-y. Non-interest income recorded EGP 1.3 billion for the full year. Net fees and commissions income stood at EGP 1.55 billion. All financial indicators emphasised the Bank’s strong financial performance in 2016. CIB maintained its efficiency during the year, with cost-to-income ratio at 21.4% compared to 19.6% in 2015. The Bank continued its upward trend in ROAE, which recorded 34.24% on a consolidated basis (post- appropriation), up from 33.46% in 2015. Consolidated ROAA recorded 2.71% for 2016. The bank recorded a net interest margin of 5.47% as of year-end 2016. The Bank’s loan portfolio stood at EGP 97.5 billion at year’s end, growing 56% or EGP 35.3 billion y-o-y. Excluding the impact of the devaluation, the gross loan portfolio grew 5% or EGP 3.39 billion during 2016. This increase comes in ac- cordance with the Bank’s strategic objectives in maintaining asset quality and enhancing profitability. The Bank’s market share of total loans amounted to 6.98% in October 2016. CIB aggressively pursued deposit growth in 2016, adding EGP 77 billion to its base, which grew to EGP 231.7 billion, an increase of 49% over 2015. Excluding the devaluation impact, deposits grew 12% or EGP 18.61 billion. CIB’s share of the deposits market reached 8.10% in October 2016. The Bank ended the year with a buoyant balance sheet and capital base, which is reflected in its comfortable capital ad- equacy level of 10.74% and an adjusted CAR (including profits attributable to shareholders) of 13.97%, well exceeding CBE stipulated ratios and enhancing the Bank’s ability to face uncertain economic circumstances, should any arise. CIB continued achieving strong growth in net interest income, fees and commissions and the balance sheet. Rela- tive to its peer group, CIB maintained its leading position in terms of profitability and balance sheet size. Overall, CIB’s strong financial performance in 2016 exceeded P&L targets. Appropriation of Income The Board of Directors proposed the distribution of a divi- dend per share of EGP 0.50. In addition, CIB is increasing its legal reserve by EGP 297 million to EGP 1,333 million and its general reserve by EGP 4,301 million to EGP 8,855 mil- lion, thus reinforcing the Bank’s solid financial position, as evidenced by a capital adequacy ratio of 10.74% and an ad- justed CAR (including profits attributable to shareholders) of 13.97%. The proposed dividend distribution comes in line with the Bank’s strategy of maintaining a healthy capital structure to address more stringent regulations, mitigate associated risks as well as facilitate and support the Bank’s future growth plans. 2016 Activities CIB’s diverse mix of revenue streams enabled the Bank to weather a challenging operating environment this year, and our business model allowed CIB to stay committed to its growth strategy while building for tomorrow’s success. Once again, CIB management and employees delivered on all counts and, in doing so, the Bank achieved its best results to date and extended its leadership position in areas of strategic impor- tance. We continue reaffirm our leading position in the indus- try as the best private sector bank in Egypt, with a number of impressive recognitions on all sides of our business: institutional banking Activities Parting from our conviction that “Winning organisations are more responsive to their customers, more agile than their CIB • Annual Report 2016 • 27 inTroducTion The ib group continued to be the primary contributor to Cib’s bottom-line profitability, generating almost 66% of the bank’s profits. egP 5.95 bn standalone net income in FY2016, an increase of 28.22% y-o-y competitors and more flexible in how they go to market,” the IB group adopted a new strategy during 2016 and embarked decisively on implementing it. The new strategy is aimed at reorganising the Group’s business divisions to better align them with the clients’ needs. The new model is built to en- hance efficiency and maximise profitability, thus building a better and stronger franchise. Throughout 2016, the Group sustained its preferred and most trusted business partner position through meeting cor- porate clients’ expectations and needs in a most timely and precise manner, offering best-in-class financial structures and advisory services to its clients with its competent team, customer-oriented approach and innovative product portfo- lio and distribution channels. The IB Group continued to be the primary contributor to CIB’s bottom-line profitability, generating almost 66% of the Bank’s profits. Institutional Banking’s net income before tax increased by 18% over last year to reach EGP 5.3 billion in 2016, mainly on higher net interest income, foreign exchange gains and strong trade services performance and controlled expense growth. On another note, the Bank’s strong disciplined and proac- tive risk framework has been essential in withstanding the uncertain economic environment in Egypt. Despite chal- lenges, the risk group continued to align and collaborate with business on product development and risk strategies to drive growth without compromising the quality of the portfolio. Consumer and business banking Activities The Consumer and Business Banking Divisions had a very strong year in 2016, building on the Group’s strategy of de- livering an outstanding customer experience and developing stronger relationships with our clients. The distinctiveness of CIB’s offerings lies in following “tailored and personal messaging” strategies rather than broad-based “one-size-fits-all” approaches, which is the best way to engage with customers. The Group focused on enhancing customer ser- vice and attracting new customers, consequently enabling CIB to achieve growth in its consumer assets book despite challenging conditions in 2016, and with no significant deterioration in credit quality, thus maintaining its competitive edge in the market. In doing so, Consumer and Business Banking net income rose 46% over last year to reach EGP 2 billion in 2016, con- tributing 34% to CIB’s gross profitability. Consumer Banking 28 • Annual Report 2016 • CIB gathered EGP 25.1 billion and USD 505 million in deposits. This growth is an outstanding achievement in a highly com- petitive market of 39 banks and has helped CIB increase its market share of overall deposits in the Egyptian banking system, recording 8.09% as of December 2016. Moreover, throughout 2016, we continued to renovate and add to the Bank’s extensive branch network, which stood at 168 branches and 748 ATMs as of December 2016. At CIB, we strongly believe that by understanding custom- ers well beyond a demographic profile, we can better antici- pate what they need, and given the fast-paced advancement of technology and its growing integration into the lives of customers, it has become indispensable to redefine con- sumer banking dynamics. The transformational progress of mobile phones and mobile technology significantly changed consumer behaviour and expectations. Internet and mobile banking thus are no longer alternatives, but have become a necessity, especially for younger generations. In keeping with the new banking trends, developing inno- vative digital services is a core focus of CIB. Tailoring truly customer-centric digital products and delivering all the ser- vices digitally, versus through traditional channels, is what differentiates a bank from its peers in the digital era we are in. This is where we see enormous revenue potential and why we have heavily invested in our digital platforms to transform our products and services to keep up with the quick pace of tech- nology development and the demands of a younger generation of customers, who comprise 80% of the Egyptian population. In November 2016, CIB launched its mobile banking applica- tion, which provides different banking services and offers many features for clients to manage their accounts conveniently. Another digital product release in 2016 is CIB Smart Wallet, which revolutionises traditional payment methods and grants an advanced, secured, faster and smarter experience. The Wal- let facilitates the customer’s daily payment process, including the payment of utility, phone bills, money transfers, mobile top-up, card-less cash in/out from the ATM, shopping online through a virtual card or from stores via a QR code, and much more. This new application integrates different technologies such as smartphones with banking services to expand the scope of financial services to reach a broader segment of cus- tomers. Additionally, CIB offers a variety of customised prod- ucts to unbanked individuals and provides them with easily accessible digital solutions. With access to Smart Wallet and Turbo Cash, any person can transfer money to another in real time, 24/7, without a bank account, through simple steps using an ATM. In every case, the goal of these applications is to en- sure a convenient, seamless and efficient banking experience. CIB is also partnering with non-financial organisations to di- versify its digital offering to a wider customer base. These com- bined efforts are yet another way to stimulate financial inclusion by reaching unbanked citizens. Such a significant step not only introduces a new, vast segment of telecom customers into our banking system, but more importantly increases banking pen- etration. It also demonstrates how a strategic alliance between two large entities from both the banking and telecommunica- tion sectors can generate positive returns for our economy. operations and it In 2016, the COO Area was largely focused on the successful acquisition of Citibank’s retail business, which was based on the collective and comprehensive efforts exerted across Opera- tions & IT to complete the complex integration process. CIB was the only bank among 11 Citibank acquisition deals world- wide to commit to a six-month transitional service agreement (TSA) period, making CIB the only bank to successfully com- plete the migration process in less than 12 months. Much energy was channelled in 2016 into several IT initia- tives, with continued efforts to build up our infrastructure capacity, enhance our production stability, improve our services monitoring and technology refresh for underlying infrastructure to create a more agile IT organisation that has the ability to support our services and provide a seam- less and improved customer experience. The COO Area also focused on automation, increasing pro- ductivity and optimising/streamlining its processes. This in- cluded several re-engineering efforts to enhance turnaround times and encourage staff to innovate and bring up new ideas through a “Think Tank” initiative. Several key strategic projects were also launched during the year, such as the Customer Relationship Management Phase 1, improving internet banking with more secured authentication mechanisms and upgrades to our Core Banking Platform. To fur- ther study customer behaviour and make more effective credit decisions, we initiated a Scoring and Decision Engine project for both credit cards and personal loan applications to track consumer risk behaviour and ensure minimal risk to bank operations. This will allow us to build a unique risk model for each customer. Despite the challenges faced during the year in terms of foreign exchange rates and foreign currency regulations set by the CBE, the COO Area has made every effort to ensure any extraordinary controls and regulations are seamlessly embedded in our processes without impacting our business expansion plans. In line with CIB’s efforts to expand its reach, nine branches were instated this year. We also re-branded and renovated ex- Citibank branches to match CIB’s brand image. As for ATM’s, CIB continued to expand its network with an additional 86 ATMs added, bringing total ATMs to 748 across the country by the end of 2016. Our footprint in Smart Village was also further expanded this year with the inauguration of the third Head Office, an award-winning building certified with the Egyptian Green Pyramids Certificate of Sustainability, emphasising CIB’s commitment to sustainable development. The COO Area’s dynamic performance is and will always be built on our high caliber staff and their expertise. We reflect this philosophy through our structured hiring plan, tailored training, leadership development and setting talent manage- ment plans, and 2016 was no different. The aim is to build strong second lines with ideal qualifications for those tasked with our future development and leadership. Going forward, we are embarking on a digitisation journey, which we believe is set to be the main player in shaping all future banking growth. The digital proposition will empower self-assisted sales and ongoing customer loyalty. Striving to support innovation led to a new partnership between the American University in Cairo (AUC) and CIB to launch AUC Venture Lab FinTech Accelerator to introduce new innova- tive products and solutions and groom and assist FinTechs to break into the finance sector. business Continuity Management & information Security The significant evolution of cyber security and its associated risks has necessitated an emphasis on ensuring a proper Se- curity Management Program is in place to effectively manage security risks and guarantee the right governance is in place. Major efforts were funnelled into the cyber security/informa- CIB • Annual Report 2016 • 29 inTroducTion tion security domain to ensure the Bank is fortified with the ability and scope to handle cyber security threats. As part of our 2016 roadmap, initiatives undertaken this year include the following: • Establishing CIB’s Security Operations Centre, which will significantly boost its capability for monitoring and addressing a wide range of security threats in a proactive manner and build competent and capable Operational Security Services. • A Fraud Management Solution was put in place to moni- tor monetary and non-monetary events on the consumer and corporate internet banking platforms, utilising cus- tomer behaviour mapping to minimise operational risks. • The One-Time Password solution was implemented for critical internet banking services in accordance with the Bank’s strategy to ensure compliance with CBE internet banking regulations and improve security measures that protect customer transactions. • A comprehensive security governance, risk and compli- ance framework was established along with the neces- sary policies that ensure adequate security governance across the Bank. • Concrete steps were taken toward developing the re- quirements for Business Continuity Management (BCM) software to automate the full BCM life cycle. Effort went into guaranteeing the continuous testing of our recov- ery capabilities to ensure service availability for our customers. The Bank remains committed to investing in improving its BCM, bringing aboard a team of dedicated professionals in charge of the function. In keeping with our efforts, CIB was awarded the Most Effec- tive Recovery of the Year Award at the Business Continuity Institute Middle East Awards in 2016, marking the second Business Continuity Award for the Bank and our 10th nomi- nation for similar awards regionally and globally. CIB was also named finalist this year for the International Award in Business Continuity by the UK’s CIR Magazine. The recogni- tion emphasises CIB’s unique positioning in the BCM indus- try across the financial sector in Egypt. Subsidiaries CIB’s businesses provide integrated and diversified products and services through its affiliation with CI Capital and its other subsidiaries, which hold numerous opportunities for CIB and will accelerate our ability to increase product pene- tration with the aim of generating incremental value through cross-selling. CI Capital generated consolidated net income of EGP 113 million, 85% over 2015. Brokerage net income recorded EGP 55.7 million, with a market share of 9.5% of total trad- ing as of year-end 2016. CI Capital’s brokerage platform is complemented by an industry-leading research platform 30 • Annual Report 2016 • CIB covering more than 75 companies across 11 sectors in seven markets, with a top-tier analyst team ranked sixth in MENA Research by the 2015 Extel Survey — second in the MENA region and first in Egypt. CI Capital’s Investment Banking arm is the #1 ranked advisor in Egypt, with c. EGP 106 billion in transactions since inception and over EGP 72 billion executed since the beginning of 2013. CI Asset Management had the best performing Egyptian equity funds of 2016. The Asset Management division man- ages fixed income, money market and equity products, with AUM in excess of EGP 9.9 billion. The division managed to position itself as a top-quartile asset manager in all types of funds and portfolios. In 2016, the division was awarded the “Best Asset Manager in Egypt” by Global Investors for the seventh consecutive year. Continued Focus on Commercial Banking Activities In line with the Bank’s strategy to gradually exit from its subsidiaries and affiliated investments, to enable CIB to focus exclusively on its core banking activities and enhance its leading position in the market, 2016 saw a continuation of that strategy where: • CIB sold its full stake (40%) in Egypt Factors to the Com- pany’s main shareholder FIM Bank in November 2016. • In December 2016, the Bank signed sale and purchase agreements with a group of non-related Egyptian and Gulf investors for the sale of 71.94% of CI Capital Hold- ing’s (“CI Capital”) share capital, for a total transaction value amounting to EGP 683.4 million, with a total company value of EGP 950 million. The transaction is expected to be finalised once all necessary regulatory approvals are obtained. Awards and Recognition CIB’s superior performance and distinction continued to receive recognition by many reputable organisations both on the regional and international levels. In 2016, the Bank received a total of 20 prestigious international awards, five of which were received for the first time, including: • Best Bank in Egypt Supporting Women-Owned and Women-Run Businesses awarded by the American Chamber of Commerce in Egypt (AmCham) • Best Private Bank in Egypt awarded by Global Finance • Middle East Most Effective Recovery awarded by The Business Continuity Institute • Achievement in Operational and Liquidity Risk Man- agement Awards for 2016 by The Asian Banker • FTSE4Good Emerging Index Status and ESG Rating: Based on an assessment of CIB’s ESG practices and perfor- mance over April 2015-February 2016, the Bank became a constituent of the FTSE4Good Emerging Index 2016 Ancient Egyptian architects constructed the axis of Abu Simbel so that on October 22 and February 22, the sun would illuminate the sculptures on the back wall, except for the statue of Underworld god Ptah. CIB • Annual Report 2016 • 31 inTroducTion The list of 2016 awards also includes: • Best Trade Finance Provider in Egypt - Global Finance • Best Treasury and Cash Management Providers in Egypt - Global Finance • Best Bank in Egypt - Global Finance • Best Foreign Exchange Providers in Egypt - Global Finance • Best Sub-custodian Bank in Egypt - Global Finance • Best Employee Engagement Initiative in the Middle East - Asian Banker • Best Retail Risk Management Initiative in the Middle East - Asian Banker • Best Bank in Egypt - Excellence Award - Euromoney • Most Active Issuing Bank in Egypt in 2015 - The Euro- pean Bank for Reconstruction and Development • Best Cash Management Services in North Africa - EMEA Finance • Best FX Services in North Africa - EMEA Finance • Best Bank in Egypt - EMEA Finance • Bank of the Year in Egypt - The Banker 2017 Business Outlook While we expect continued challenges in the economic environment in 2017, we are confident that the changes under way across the Bank, including those focused on improving productivity and enhancing mobile and digital technology capability and offerings, will underpin con- tinuing strong performance. Our diverse business mix and franchise model — centred around sustainable growth —readies CIB to meet today’s ongoing challenges and wel- comes the opportunities at hand. We approach 2017 with cautious optimism, tempered by sound governance and discipline. We look forward to build- ing on our proven business model, expanding our relation- ships with current and new customers and maintaining our conservative approach towards liquidity, capital, expense and risk management. We are confident that we will keep driving positive results, continue to expand our market share and deliver exceptional customer experience. Moving forward, we are focused on adapting and inno- vating. We see technology as an essential core competency and a key differentiator to drive future growth in all our business segments. New technologies provide us with op- portunities to extend our leadership position in service and convenience. We will continue to invest in technology and tools that will allow CIB customers to engage across every channel — at branches, the call centre, automated bank machines and our phone, online and mobile platforms. Behind all of this is our people. Their understanding of the banking business — what we do and how we do it — com- bined with their passion and commitment to live up to our brand is why CIB will continue to grow and deliver results. They are why CIB is and always will continue to be “A Bank to Trust.” 32 • Annual Report 2016 • CIB Commitment to Sustainability CIB knows its responsibilities to all its stakeholders, listens to them carefully and grows based on a transparent, clear and responsible approach. While moving forward, CIB aims to create not just economic value, but also a permanent value to the lives of all its stakeholders, with a philosophy of, “Grow and help others grow.” The Bank has always strived to strike a sound balance be- tween the strategic goal of increased profitability and serving broader socioeconomic and environmental interests — the backbone of any sustainable success and distinction. The main aspects that shape our focus on sustainable banking are: • Environmental Sustainability: Minimising the envi- ronmental and social impacts of the Bank’s activities, products and services. • Corporate Social Responsibility: Playing an active role in establishing high standards for social development, with creating value for society being the main goal. • Corporate Governance: Commitment to corporate gov- ernance best practices, ethics and corporate values. Environmental sustainability As the pursuit of sustainability becomes a key focus of lead- ing financial institutions, CIB is embracing sustainability by integrating the ideology in its policies, practices, culture and mindset as well as its vision and mission statements. CIB’s thinking, course of action and its promising green journey of transformation and change are closely aligned with the 2030 Global Sustainable Development Agenda, its 16 Sustainable Development Goals (SDGs) and as- sociated 169 targets and with Egypt’s 2030 Agenda. The underlying focus is to advance a sustainable and climate- resilient future. CIB is not only employing different clean energy systems at its premises but also conforms to green construction standards to benefit the environment and accommodate staff members and customers. Despite the fact that most banks and their associated busi- nesses are paper dependant, CIB succeeded in tremendously decreasing its volume of paper requisition and consumption. Furthermore, CIB is a pioneer in implementing a waste- segregation process and exchanging waste for cash via sales to the appropriate recycling outlets. CIB also approved the activation of ride-sharing application Carpooling to encourage its staff members to streamline their fuel expenses, build team camaraderie and encourage fewer cars, and therefore fewer emissions, on the road. The Bank also accommodates the special needs’ community through digital banking channels, the introduction of ATM machines for the visually impaired and conducting training for branch staff on communication with individuals with disabilities. Communicating, sharing our practices and partnering with international entities around the world, CIB was the first and only bank in Egypt to join the United Nations Environ- ment Programme Finance Initiative (UNEP FI) through signing the UNEP FI Statement of Commitment on Sustain- able Development. Furthermore, CIB engaged in Dow Jones 2016’s sustainability assessment exercise, ranking 79 out of 131 globally recognised financial entities. CIB was the only Egyptian bank in the MENA region to participate in this as- sessment and is committed to improve its ranking in 2017. CIB is committed to enthusiastically dive into the most pressing sustainable priorities, building on the SDGs and Paris Climate Agreement signed by Egypt in mid-2016. It is a crystal-clear reality that sustainability is a key focus of healthy and reputable financial institutions. Therefore, CIB pledges to continue its work towards a green economy through partner- ing with the government, civil society and others. One of several new paths being charted by CIB is that a growing number of startups and entrepreneurs are working on impressive alternative energy solutions and innovations in green finance. CIB is confident in Egypt’s youth, seeing them as the architects of the future with the wisdom and natural inclination for change. Corporate Social Responsibility At CIB, we take our social responsibility towards the com- munity where we live and operate very seriously. Our CSR programs provide our business with the vital components to operate both responsibly and ethically. Being a socially responsible corporate has always come atop our priorities, as is evident from the numerous community programs we have been involved in throughout the year. community development Over the last 12 months, CIB maintained its steadfast com- mitment to community development through diverse cat- egories of CSR projects in the fields of art, culture and sport. Some of the activities we conducted during 2016 include: Student Cultural Trip to Cairo Opera House: In associa- tion with “Friends of The Opera” association, CIB organised a cultural trip for 400 students from different public schools to attend Sergei Prokofiev’s composition “Peter and the Wolf” performed by the Cairo Symphony Orchestra at the Cairo Opera House. The trip aimed to promote and nurture musical appreciation in the children. KidZania: Throughout its partnership with KidZania, which began in 2013, CIB has been organising trips to the edutainment city for underprivileged children. Over the past 12 months, CIB organised four trips for 100 children with special needs, serious health conditions and those from underprivileged backgrounds to KidZania, under the supervision of the CIB Foundation. At KidZania, children perform simulated jobs and are paid for their work as firefighters, doctors, police officers, journalists and the like. CIB’s partnership with KidZania has also been a chance to raise banking awareness in the youth. The Bank has a mini-branch on the premises that allows children to perform different bank operations like writing cheques, issuing debit cards and depositing or withdrawing KidZos, the official cur- rency of KidZania, from ATMs around the venue. Autism: Children with autism and other disabilities have al- ways been given the highest priority on CIB’s CSR agenda. This has been reflected in our long-term partnership with the AD- VANCE Society for Persons with Autism and Other Disabilities and the Bank’s continuous contributions to its activities. In 2016, CIB continued to sponsor the society’s annual ceremony, which showcased rhythmic musical compositions performed by students. The concert serves as a platform from which awareness can be raised about the creative and expressive skills of children with disabilities, supporting their integration into society. Moreover, the Bank sponsored 2016’s World Au- tism Awareness Day (WAAD) in Egypt, held annually in April worldwide, which witnessed the participation of more than 75 organisations specialised in the provision of services to those with learning disabilities and autism across the country. Zawya: Through CIB’s partnership with Zawya, an art- house cinema founded by Misr International Films (MIF), the Bank sponsored the screening of animated film “Hotel Transylvania 2” with live audio description for more than 150 visually-impaired children from the schools of Taha Hussein, Mostafa Assaker and Alnour Wal Amal, in addition to the Fagr El Tanweer Association and Al-Markaz Al-Namoozagy for the Blind. El Sawy Culture Wheel: In 2016, the Bank capitalised on 2015’s successful awareness campaign entitled “Financial Planning for Safer Future” and launched a second round of free seminars under the theme “Financial Inclusion.” CIB also continued its sponsorship of special screenings of docu- mentary films, cultural nights, concerts and art exhibitions organised by El Sawy Culture Wheel. Beena Initiative: CIB is the main partner and funder of “Beena”, a protocol signed with the Social Solidarity Minis- try to encourage the active participation of youth in society, and to support and monitor the development of social care services. The initiative succeeded in attracting thousands of volunteers across Egypt, who implemented an effective mechanism for developing and monitoring the quality of services provided to different social care centres, such as orphanages, elderly homes and special-needs houses, a seg- ment of society that is in dire need of adequate care and higher-quality services. Sponsoring Art: Supporting art remains the core of CIB’s CSR agenda. We work to ensure the diversification of our channels to reach out to distinctive art talents across Egypt and into as many categories as possible. CIB’s numerous and varied art-centric sponsorships and activities led to the sig- nificant enrichment of the Bank’s private art collection. CIB • Annual Report 2016 • 33 inTroducTion Supporting Students of Fine Arts Faculties: The Bank continued to pave the way for more art students to realise their talents and receive adequate recognition for their art. This year, CIB extended its reach across Egyptian universities by adding the newly inaugurated Fine Arts Faculty at Al-Mansoura University to its agenda, sponsor- ing the first ever art exhibition held at the premises for senior students and fresh graduates. CIB’s reach included the acquisition of participants’ distinctive pieces, adding them to our private art collection to incentivise the young talents. Similarly, the Bank sponsored for the second con- secutive year the art exhibitions of the faculties of Fine Arts at Alexandria, Minya and South Valley universities, targeting the same age range of young artists. Art Exhibitions: This year, CIB developed its already ex- pansive strategy of supporting art exhibitions by extending support to individual exhibitions by young artists. The Bank acquired the finest pieces displayed at each exhibition to enrich its private art collection. Cairo Symposium: Maintaining its exclusive position as the only bank in Egypt sponsoring every category of fine arts, CIB sponsored the second edition of the Cairo Sym- posium for Carving Iron Scrap, which was held in April 2016 at Mohamed Mahmoud Khalil Museum. The Bank has been sponsoring this magnificent art event since its launch in 2013 and acquired distinctive pieces added to CIB’s private art collection. Art Salons: For the sixth consecutive year, CIB sponsored the annual Egyptian Youth Salon in collaboration with the Fine Arts Division at the Egyptian Culture Ministry support trending artists under the age of 35. CIB also sponsored for the second consecutive year the Upper Egypt Salon, which was held in Luxor in November 2016, in collaboration with South Valley University’s Faculty of Fine Arts. This not only extended the Bank’s geographical reach to untapped areas of Upper Egypt, but gave artists of various age brackets the opportunity to display their creative works. Sponsoring the Egyptian Squash Federation: For more than five years, CIB has been sponsoring the Egyptian Squash Federation as part of the Bank’s belief that sports are an integral facet of shaping the minds and health of Egyptian youth. The Bank continued its support this year of young, talented athletes who represent the country in regional and international arenas. In 2016, the Bank further expanded this support to include less-fortunate children by launching the “Squash for Everyone” Initia- tive in partnership with Egyptian Squash National Teams Director & Technical Advisor Amr Shabana. The initiative, supported by CIB Foundation and held in association with the Egyptian Red Crescent and Logain Foundation, aims to give underprivileged children and those with special needs access to sports facilities and to let them explore and develop their athletic capabilities. 34 • Annual Report 2016 • CIB Al Ahram Squash Open: CIB was proudly the exclusive bank for the tournament, which aimed at reviving the Al Ahram Squash Open that was suspended for the last 10 years. Partnering with Omar Samra: This year, CIB introduced the new “Your Space” initiative in the context of its partner- ship with Egyptian entrepreneur Omar Samra, which aims to develop the scientific talents of Egyptian youth. This initiative represents an innovative experience to promote the culture of space sciences among students at schools and universities. The objective is to stimulate the development of engineering, sciences, technology and mathematics curricu- lums and motivate students’ interests to explore the sciences of space, making it their future professional choice. In this regard, different special contests, such as designing a space- ship or a city for humans on another planet or on the moon, were organised for students to compete and excel. ciB foundation 2016 was another strong year for the CIB Foundation. The organisation reaffirmed its position as a leading supporter of quality health services for children by growing and expand- ing across the country and especially in Upper Egypt. In acknowledgment of the sustainable impact it instills in the community, the CIB Foundation was recognised for its work in the arena of corporate social responsibility from African Banker, winning the award for “Socially Responsible Bank of the Year in May 2016.” Among the numerous projects that the CIB Foundation supports was providing Children’s Cancer Hospital 57357 with a PET CT scanner at a cost of EGP 13.17 million. The highly specialised equipment will allow doctors and surgeons to less-invasively identify and plan for the re- moval of cancerous cells. This piece of equipment will also reduce the level of radiation patients are exposed to. In partnership with Gozour Foundation for Development, the CIB Foundation supported the funding of 264 eye exam caravans in public elementary schools in several governorates across Egypt, which included Qena, Sohag, Aswan, Luxor. Through the “6/6 Eye Exam Caravan” program, the Foundation provides 158,400 disadvantaged students with free eye exams and necessary care and consultation by the end of the project. Moreover, it has supported the complete renovation and outfitting of the Abu El Rish El Mounira Children’s Hospital’s intensive care unit under the supervision and management of Friends of Abu El Rish Children’s Hospitals Organization. The project would help to save the lives of nearly 2,000 chil- dren annually. Additionally, the Foundation has equipped a paediatric catheter lab at the Ain Shams University Hospital, under the supervision and management of the Yahiya Arafa Foundation, allowing the hospital to separate adult and paediatric patients, conduct 100 procedures per month and reduce the waiting list by 90%. The Foundation also supported the Department of Ra- diology at the National Cancer Institute with a paediatric Computed Tomographic (CT) scan machine. The dedicated piece of equipment will allow the department to increase the number of urgent cases it can take in daily, decrease mortal- ity and morbidity rates as early diagnosis rates climb and eliminate the paediatric waiting list. In addition, the Foundation has covered the costs of 50 paediatric open-heart surgeries at the Magdi Yacoub Heart Foundation Center and approximately 10 paediatric burn patient surgeries at the Ahl Masr Foundation. The Foundation also continues to bear the maintenance costs of all the projects it has carried out since its inception to ensure the continuity and sustainability of the desired health services quality. Corporate Governance CIB believes that effective corporate governance practices are essential to achieving and maintaining public trust and confi- dence in the banking system, which are critical to the proper functioning of the banking sector and economy as a whole. Stemming from that belief, the Bank has had long-standing com- mitment to promoting sound corporate governance practices across the organisation and has consistently and proactively worked on enhancing our corporate governance frameworks and actively amending any corporate governance shortcomings that may arise. Accordingly, CIB continually adjusts to conform to relevant regulatory requirements and duly considers interna- tional best practices in corporate governance. The core principles of our corporate governance policies, which we view as key for managing the Bank effectively and achieving its strategic operational plans, goals and objectives for sustainable banking, are centred around the following notions: • Responsibility and meritocracy — the clear division and delegation of authority; • Accountability in the relationships between manage- ment and the Board, and between the Board and the shareholders and other stakeholders; • Disclosure and transparency to enable stakeholders to assess the Bank’s financial performance and position; and • Fairness in the treatment of all stakeholders. CIB’s overall corporate governance framework assures the alignment of the interests of shareholders and managers as well as monitoring the management of the business through the dissemination of information and transparent reporting. In this context, the Bank’s governance framework is directed by a number of internal policies and regulations that cover a wide range of business and fiduciary aspects including risk management, compliance, audit, remuneration, evaluation, succession planning, ethics and conduct, budgeting and capital management. Clear and segregated reporting lines in different areas of the Bank along with a continuous chain of supervision and communication channels for the Board’s guidance and strategy are a vital component of the Bank’s governance structure to highlight any potential conflict of interest. With regard to the respective roles of the Board and Senior Management, the Board approves the Bank’s strategic goals, as well as oversees the management of the Bank, while the day-to-day operation of the Bank is the responsi- bility of Senior Management. The Managing Director along with the excellent and competent CIB Chief Executives and Management Team bring decades of experience and thought leadership that guide CIB’s direction and execution of the strategies set by the Board in addition to overseeing the day-to-day tasks of managing the Bank. While direct- ing this effort, the Managing Director is also responsible for ensuring adequate and effective governance of the Bank through managing the independent control functions: risk, compliance and legal. The CIB Chief executives report to the Board directly. The Board and its specialised committees, both executive and non-executive, constitute key elements of the gover- nance framework and are governed by well-defined charters. The Board’s non-executive committees — consisting of the Audit Committee, Corporate Governance and Compensation Committee, Risk Committee, Operations and IT Committee and Sustainability Advisory Board, along with the executive committees comprising of the Management Committee, High Lending and Investment Committee and Affiliate Com- mittee — are tasked with assisting the Board in accomplish- ing their responsibilities and obligations with respect to their decision-making roles. CIB’s Board consists of eight members, one executive and seven non-executive, one of whom represents Fairfax’s inter- est in CIB, with three of the non-executive members being in- dependent. The Board collectively possesses a wide range of industry expertise and knowledge that adequately enables it to set balanced strategic direction and to offer management a clear implementation route for aspired goals. CIB’s Board met seven times over the course of 2016, during which, with the assistance of its committees, it effectively ful- filled its main responsibility of exerting the requisite oversight over the Bank and ensured that CIB’s activities are run in a man- ner that meets the highest ethical and fiduciary standards, thus enhancing the long-term value for the shareholders, through: • Approving the Bank’s business and risk strategy as well as major policy decisions. • Supervising the affairs of the Bank and overseeing the execution of its strategy by the officers and employees under the direction of the CEO. • Assuring the long–term interests of the shareholders are advanced responsibly as well as guaranteeing the disclo- sure of reliable and timely information to shareholders. • Evaluating, compensating and ensuring that there is proper succession for key management roles. CIB • Annual Report 2016 • 35 Ras Mohamed is a protectorate that some locals believe was given its name because in side view, the contour of its cliff is said to resemble the face of a bearded man. inTroducTion Ci Capital generated consolidated net income of egP 113 million during the year, 85% over 2015. The Staff Issues Committee was initiated in 2011 as a com- munication channel for employees to express their queries, complaints and any work-related issues to an unbiased body. The committee’s role extends from dealing and solving cus- tomer complaints to setting recommendations to enhance the work environment and processes as well as ensuring an engaging workplace. In 2016, 51 cases were presented to the Staff Issues Com- mittee. These cases included performance disagreements, violation to the code of conduct, working environment issues, misuse of authority, termination of contracts and request for extending unpaid leave. The issues raised to the committee have been thoroughly investigated and analysed where fair and sound decisions have been taken and all cases have since been resolved. • Developing and monitoring the Bank’s internal audit and risk management policies and strategies. The Board sets the risk policies and the risk appetite and constantly monitors the Bank’s risk profile against said appetite through the CIB Risk Department. Furthermore, the Board of Directors continued to work on enhancing the comprehensiveness of the Bank’s corporate governance framework especially in connection with risk and compliance matters. In an effort to reinforce its risk- based approach, the Board is moving towards an Enterprise Risk Management (ERM) Framework. CIB’s enterprise risk monitoring and reporting are critical components that sup- port Senior Management and the Board’s ability to effectively perform their risk management and oversight responsibilities. The ERM concept thus provides the Bank with the necessary controls, communication and risk-informed decision-making to achieve the right balance between risk and reward. CIB has taken concrete steps to ensure accountability and institutionalise its corporate governance guidelines in compliance with the applicable laws and regulations of the regulators. During the central bank’s regular audit missions, CIB’s management ensures that the auditors are provided with all the necessary documents to fully perform their audits. CIB’s Internal Audit team closely follows up with the Bank’s management to take all corrective measures with regards to the central bank’s audit comments. Furthermore, given the utmost attention to maintaining the highest levels of gover- nance and adherence to the disclosure requirements of the stock exchanges where the Bank is listed, CIB’s Investor Rela- tions team is committed to consistently sharing high-quality information with all stakeholders regarding the Bank’s ac- tivities, with emphasis on transparency. Finally, and with the objective of continuously improving Compliance measures as a key element of the Bank’s control framework, several channels for staff issues/code of conduct and petitions have been introduced and announced to employees. 36 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 37 inTroducTion In Closing: Measuring CIB’s performance in 2016 Through our performance measures, we communicate our priorities and benchmark CIB’s performance versus its peers as we strive to be “A Bank to Trust.” The following table high- lights our performance against these measures. 2016 performance Measures Results 2016 performance Measures Results finAnciAl • Maximise shareholders’ equity and deliver above-peer- average total shareholder return • Grow earnings per share (EPS) • Deliver above-peer-average return on risk-weighted assets Business oPerATions • Grow revenue faster than expenses • Identify market gaps and attain first-mover’s advantage by laying the groundwork ahead of our peers to allow us the ability to benefit from rising opportunities as they present themselves cusTomer 1. Improve customer experience 2. Invest in core businesses to enhance customer experience emPloYee • Improve employee engagement score y-o-y • Enhance the employee experience by: 1. Listening to our employees 2. Providing a healthy, safe and flexible work environment 3. Providing competitive pay, benefits and performance- based compensation 4. Investing in training and development • ROAE of 33.1% vs a peer average of 31.6% (as of 3Q2016) • 28% EPS growth communiTY • Donate 1.5% of the Bank’s net annual profit through the • Refer to the CSR section for more details on CIB’s social involvement and community development initiatives CIB Foundation • Make positive contributions by: 1. Supporting employees’ community involvement and fund raising efforts 2. Supporting advances in our areas of focus, which in- clude education, arts, culture, health and protecting and preserving the environment sAfeGuArdinG THe inTeresTs of sHAreHolders CIB maintains a proactive investor relations program to keep shareholders abreast of developments that could have had an impact on the Bank’s performance. The Investor Rela- tions team and Senior Management invest significant time in one-on-one meetings, road shows, investor conferences, conference calls and a proactive stream of disclosures while simultaneously ensuring analysts had the information they needed to maintain balanced coverage of the Bank’s shares • As a result of the IR team’s conscious efforts in asserting corporate access, in a 2016 Middle East Investor Rela- tions Study, carried out by Extel in partnership with the Middle East Investor Relations Society, CIB was named the “Leading Corporate for Investor Relations in Egypt,” while the head of Investor Relations also received a nod as the “Best Investor Relations Professional – Egypt”. This is the third year running in which CIB has received at least one award from MEIRS. egP 11.3 bn consolidated revenues during the year, gaining 11% y-o-y • Cost to income recorded 21.4 % • Consumer Banking net income rose 46% y-o-y to EGP 2 billion and gathered EGP 25.1 billion and USD 505 million in deposits, aided by the launch of tailored new products for the household segment designed to add value • Institutional Banking’s net income before tax increased 18% over last year to EGP 5.3 billion, mainly on higher net interest income, foreign exchange gains, strong trade services performance and controlled expense growth • Much effort was exerted in enhancing the organisa- tion’s cyber security standing, with a clear strategy and comprehensive plan put in place to improve our security capability and continuously provide a safe banking envi- ronment for our customers • The Employee Relations Team launched the third Em- ployee Effectiveness Survey during the year. Some 4,627 employees participated, meaning a considerably high participation rate of 88%, with the survey revealing 57% engagement and 47% enablement. The results also revealed key organisational strengths: mainly pride in working at CIB, believing CIB has high performance expectations and understanding the link between every job and the organisation’s goals. The survey revealed important development opportunities, such as perfor- mance management, respect and recognition and work structure and processes. Plans to work on these oppor- tunities are being developed with the relevant business heads to address the issues in 2017. The results have been communicated to senior management and, accordingly, translated into an action plan 38 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 39 inTroducTion Appendix: Key Financial Highlights i. balance Sheet (in Egp billions): a. ciB standalone Total assets Contingent Liabilities and Commitments Loans and Advances to Banks and Customers Investments Treasury Bills and Other Governmental Notes Due to Customers Other Provisions Total equity b. consolidated ciB and ci-cH Total assets Contingent Liabilities and Commitments Loans and Advances to Banks and Customers Investments Treasury Bills and Other Governmental Notes Due to Customers Other Provisions Total equity ii. income Statement (in Egp million) a. ciB standalone Interest and Similar Income Interest and Similar Expense Net Income from Fee and Commission Net Profit After Tax b. consolidated ciB and ci-cH Interest and Similar Income Interest and Similar Expense Net Income from Fee and Commission Net Profit from Continued Operations Net Profit from Discontinued Operations Net Profit After Tax and Minority Interest 40 • Annual Report 2016 • CIB balance as of 31/12/2016 balance as of 31/12/2015 % Change 263.9 68.6 86.2 62.5 39.2 232.0 1.5 21.3 179.2 31.0 57.2 62.0 22.1 155.4 0.9 16.5 47.27% 121.29% 50.70% 0.80% 77.38% 49.29% 66.66% 29.09% balance as of 31/12/2016 balance as of 31/12/2015 % Change 267.5 68.6 85.4 62.1 39.2 231.7 1.5 21.5 179.5 31.0 56.8 61.6 22.1 155.2 0.9 16.6 Jan. 1, 2016 to Dec. 31, 2016 Jan. 1, 2015 to Dec. 31, 2015 19,144 -9.127 1,548 5,951 14,765 -6,650 1,586 4,641 Jan. 1, 2016 to Dec. 31, 2016 Jan. 1, 2015 to Dec. 31, 2015 19,144 -9.127 1,548 5,896 127 6,009 14,765 -6,650 1.586 4,669 61 4,729 49.03% 121.29% 50.35% 0.81% 77.38% 49.29% 66.66% 29.52% % Change 29.66% 37.25% -2.39% 28.22% % Change 29.66% 37.25% -2.39% 26.28% 108.20% 27.06% Saint Catherine’s Monastery is believed to enshrine the burning bush through which God was first revealed to Moses. CIB • Annual Report 2016 • 41 2016 In rEvIEw 2016 was not without its challenges, but it was yet another opportunity for cIB to demonstrate its ability to remain ahead of the game and “A Bank to trust.” Declared a UNESCO World Heritage Area, Saint Catherine’s ecosystem is home to many endemic and rare species, including the world’s smallest butterfly — the Sinai baton blue butterfly. 42 • Annual Report 2016 • CIB 42 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 43 CIB • Annual Report 2016 • 43 2016 in revieW institutional Banking Corporate Banking Group (CBG) Recognised across the Egyptian market for its strong credit culture, CBG is CIB’s financing arm, providing world-class financial structures and superior advisory services to clients. The group caters to the financing needs of large companies and has broadened its scope to serve medium- size companies as well, recognising the importance of the latter’s role in the economy. CBG’s foremost goal is to advance the nation’s economic development. It is committed to closely monitor the perfor- mance of projects and economic entities that CIB finances to ensure their viability. The group believes economic viability on the micro level is certain to contribute to and promote macroeconomic welfare. The Group’s mission is to enhance its position as the top corporate bank in Egypt while maximising value for its shareholders, employees and the community at large. We strive to create the best possible banking experience for our clients through developing new innovative products. Competitive Advantages • Strong corporate business model. • Highly experienced staff supported by continuous train- ing to keep up with the latest industry developments and technical know-how. • Strong customer base with a healthy and diversified portfolio that is well positioned in primary growth in- dustries, including but not limited to: oil and gas, power, petrochemicals, infrastructure, food and agribusiness, tourism, shipping and ports and real estate. • Ability to provide a wide and innovative array of financ- ing schemes. • Broad coverage including companies with sales revenues above EGP 100 million, thus establishing a foothold in this untapped segment to create future growth potential. 2016 Achievements Despite the challenging economic and market conditions during 2016, the Group was able to grow its loan portfolio 64% y-o-y through the following: 44 • Annual Report 2016 • CIB • The revaluation of our foreign currency book following the EGP floatation. • Participating in two syndicated loans to finance new energy generation capacities of 16,265 MW in Egypt. • Participating in a trilateral syndicated agreement with the Egyptian Electricity Holding Company and Egyptian General Petroleum Corporation to discount dues be- tween the parties. • Leading the market with a share of 37.7% in financing Egypt’s 4G licenses while improving CIB’s share of wal- let to 41% in issuing the required performance letters of credit for the mobile operators. • Playing part in Egypt’s mega projects such as the Suez Ca- nal Tunnel Development Project (Ismailia and Port Said). • Financing major acquisition deals within the health- care sector. • Launching the new Discounting Without Recourse Prod- uct, preliminary introduced to pharmaceutical manu- facturers in its first phase. Marketing for the product is ongoing, aiming to gain more exposure in 2017. • Scoring an overall Net Promoter Score of 27 and a Cus- tomer Satisfaction Score of 7.7. 2017 Strategy CBG’s goals in 2017 reflect the Bank’s overall objectives and mission to create higher stakeholder value while playing a pivotal role in driving the country’s economy out of our re- sponsibility as the best bank in Egypt. Creating higher value for all stakeholders can only be achieved through the development of new innovative prod- ucts, creating the best possible client experience and focus- ing on our asset quality and growing our business. On the asset quality front, the Group is focusing on restruc- turing problematic accounts and developing specifically tai- lored credit facilities to distressed/unconventional industries. To achieve growth in business, the team is looking at four main products in 2017, in additional to our existing ones. These are: 1. Discounting of Trader Receivables 2. Securitisation 56% y-o-y growth in loan portfolio to EGP 97.5 billion by year-end 2016 3. Escrow Arrangements 4. Supplier Finance Scheme The group intends to continue supporting other areas within the Bank through marketing CIB’s electronic payment gate- way to potential customers. The goal is to increase penetra- tion rates and create a memorable customer experience, refer small- and medium-size subcontractors and suppliers dealing with our clients to the Business Banking Group and promote discounting and forfeiting transactions to CIB’s prime corpo- rate clients on select import and export transactions. Financial Institutions Group (FIG) FIG covers global relationships with credit institutions and serves as the entry point and first contact for credit institu- tions with CIB. FIG manages CIB’s business with local and foreign banking and non-banking financial institutions through three specialised divisions: 1) Correspondent Bank- ing, 2) Non-Banking Financial Institutions and 3) Finance Programs and Donor Funds. Correspondent Banking Division (CBD) CBD lies at the core of FIG, acting as the focal point of con- tact for local and international banks working with CIB. CBD accounts for almost 91% of FIG business, most of which is in the form of contingent trade finance exposure. The division is highly active in supporting and coordinating the relationship with various correspondent banks and provides an array of products and services including trade finance, direct lending, international payments and tailored/structured solutions. A number of factors underpin the division’s core competencies: • Experienced regional relationship officers. • Specialised product managers. • A diverse network of almost 200 global correspondent banks. • Strong ties with multilateral financial institutions. • Access to prime corporate and business banking clients . • Proven track record in delivering tailored credit and trade finance services. geographical coverage The division manages its correspondent credit relationships through dedicated and experienced relationship officers who are structured regionally as follows: • Americas and Europe Team • Asia-Pacific Team • MENA, Africa and Russia Team product Management Complementing the activities of the division is a Trade & Cash Products Team specialised in structuring products and ser- vices that meet the unique needs of banks and clients, such as: • Without recourse financing or discounting of trade in- struments (forfeiting) • Letters of credit refinancing • Risk participations • Bilateral loans and funding arrangements • Nostro and Vostro account management • Commercial and interbank payments and cash letter collection services 2016 Achievements • Grew outstanding contingent trade finance portfolio mainly on the back of successfully attracting letters of guarantee for mega and infrastructure projects in Egypt. • Expanded CIB’s correspondent banking relationships in Asia and Africa. • Continued to expand in Eastern Europe as a new mar- ket, focusing on relationships in Poland and the Czech Republic. • Continued our initiative of signing trade-facilitation agreements with multilateral financial institutions to support Egyptian trade transactions and expand our coverage of Africa to better cater to the trade finance needs of Egyptian exporters. CIB • Annual Report 2016 • 45 2016 in revieW despite the challenging economic and market conditions during 2016, the Corporate banking group was able to grow its loan portfolio 64% y-o-y. 2017 Strategy • Position CIB as the bank of choice for correspondent banks through applying a customer-centric approach by acting not only as a correspondent bank to our counter- parts but also as their local advisor. • Capitalise on our service quality and efficient processing to further grow the trade finance business (contingent and direct). • Further diversify correspondent network by focusing on relationships with Asia and Africa. • Continue to apply a “relationship-management model” to capture more value from our client and correspondent relationships over time. • Innovate revenue-generating trade and cash products. • Maintain our focus on supporting the Egyptian economy. Non-Banking Financial Institutions Division (NBFI) NBFI is a credit-lending division under FIG. It provides credit facilities, liability products and services to all types of non-bank financial institutions. Targeted clients include companies engaged in leasing, insurance, securities broker- age, car finance, factoring and credit insurance, along with investment companies and microfinance organisations. 2016 Achievements • Grew total loan portfolio c. 56% and total deposits 101%. • Attracted new-to-bank accounts and grew credit facili- ties extended to existing clients. • Participated in landmark securitisation transactions. • Established new limits for existing companies and identified new NGO accounts to accommodate the microfinance business. • Continued to maintain moderate levels of portfolio risk and managed an effective collection of loan portfolio payments. 2017 Strategy • Grow loan portfolio and increase share of wallet for exist- ing prime credit customers in leasing and microfinance. • Approach new clients in mortgage finance, leasing and microfinance. • Focus on bond investments related to securitisation transactions. • Market the Bank’s digital products for all existing and targeted NBFIs. 46 • Annual Report 2016 • CIB • Grow the loan and investment portfolio with quality players in the leasing, mortgage and brokerage (clearing and settlements accounts) sectors in terms of volume and number of accounts. • Aggressively market and cross sell CIB liability products. Finance programs and International Donor Funds (Fp&IDF) FP&IDF is uniquely specialised in managing sustainable development funds and credit lines provided by governmen- tal entities and international agencies that positively affect our community and environment. In collaboration with the Ministry of Agriculture and Land Reclamation, FP&IDF encouraged private sector involvement in the agribusiness, while the division is also engaged in various environmental and pollution-abatement projects that aim to assist compa- nies in making their operations more eco friendly. FP&IDF also manages CIB’s direct microfinance portfolio through a microfinance services company and has recently extended its focus to include wholesale microfinance. The division’s main functions include: Agency Function CIB acts as APEX (Agent Bank) for several funds, grants and credit lines, providing an array of tailored operational servic- es including structuring and providing pre-loan assessment and post-loan monitoring. participating Function CIB acts as a participating bank in several developmental programs that finance agricultural and environmental proj- ects with concessional terms. Microfinance The division has managed CIB’s direct microfinance portfolio since 2007. Most recently, the indirect model was launched through lending microfinance institutions (MFIs) in collabora- tion with non-bank financing institutions. In 2016, the division introduced a cash collection solution through the addition of a new function to CIB Smart Wallet that enabled microfinance institutions to collect payments from customers. Carved out of just one ridge of limestone 73 meters long and 20 meters high, the Sphinx of Giza is considered the greatest monumental sculpture in the ancient world. CIB • Annual Report 2016 • 47 2016 in revieW egP 82.8 bn in deals expected to materialise in FY2017 Said to have housed Greek oracle Jupiter Amun, Siwa’s Temple of the Oracle is thought to be the first place Alexander the Great visited in Egypt. technical Assistance and Consulting Services FP&IDF offers an array of integrated and competitive consul- tancy services targeting development programs. 2016 Achievements • FP&IDF maintained CIB’s position as the leading agent bank in the market. • Concessional loans amounting to EGP 672.1 million were disbursed through the Agricultural Development Program. • Grew fund programs under management to EGP 1.6 billion. • Awarded two new agency contracts. • Launched the Support to Agriculture Small- and Medi- um-Enterprises Project (SASME Project), amounting to the equivalent of EUR 30 million in EGP terms. • Launched the Promotion of Rural Income through the Market Enhancement Project (PRIME Project), amount- ing to USD 35 million in EGP terms. • A joint declaration was signed with AFD to consider two credit facilities to CIB for EUR 80 million, with EUR 60 mil- lion as a soft loan granted by AFD and dedicated to promote renewable energy and energy efficiency, combined with a EUR 350, 000 grant for a technical assistance program. • Introduced a cash collection solution through the addition of a new function to CIB Smart Wallet that enabled microfi- nance institutions to collect payments from customers. 2017 Strategy • Sustain CIB’s leadership in agency and participating bank functions by growing the portfolio of funds un- der management. • Grow CIB’s microfinance portfolio in collaboration with non-bank institutions. • Market the cash collection/disbursement solution through CIB Smart Wallet to our existing customers as well as other MFIs. • Continue to enhance CIB’s capacity for microfinance lending through establishing new agreements with guarantee insti- tutions and providing technical assistance opportunities. Debt Capital Markets (DCM) DCM has an unparalleled track record, with experience in underwriting, structuring and arranging large-scale project finance facilities, syndicated loans, bond issues and securiti- 48 • Annual Report 2016 • CIB sation transactions, all of which are supported by a dedicated agency desk. The division achieves its objectives by leveraging CIB’s substantive underwriting capabilities and established relationships with international financial institutions and export credit agencies, as well as its placement capabilities in the local market with banks, insurance companies, the money market and fixed income funds. Furthermore, the division provides large-scale borrowers with better market access and greater ease and speed of execution. 2016 Achievements DCM has focused its marketing efforts in conjunction with CBG & GCR (leveraging on CIB’s underwriting ca- pability), with a focus on local currency denominated financing particularly in the infrastructure, energy, ports, petrochemicals sectors and PPP projects, as well as real estate and telecommunication. We have been successful in achieving the following: : • DCM has deals for a total debt size of EGP 31.4 billion with CIB’s share amounting to EGP 6 billion and EGP 0.6 billion in new and restructured transactions in 2016, CIB is in the final stages of closing an EGP 2.3 billion syndicated facility for the Suez Canal Tunnel Development Project. • In light of the government’s plan to expand and develop the Suez Canal region to become a global hub, CIB is in the final stage of closing an EGP 3.2 billion syndicated facility for a tunnels project in the Ismailia governorate. DCM has also closed deals in FY2016 worth a total issue size of EGP 3.4 billion in the bunkering and power sec- tors, namely with Sonker Bunkering Company and the Egyptian Electricity Holding Company. • Continued growth in the real estate, education, building materials, petrochemical, transportation, power and in- frastructure sectors has provided financing opportuni- ties, with ongoing negotiations for deals worth EGP 82.8 billion expected to materialise in FY2017. • DCM has also closed deals in FY2016 for a total debt size of EGP 15 billion in the bunkering and power sectors. DCM continues to lead in the securitisation sector, hav- ing closed deals worth EGP 2.6 billion in 2016. DCM is also mandated as a Joint Lead Arranger with NBE for Arab Con- tractors securitization for EGP 500 million and Abdul Latif Jameel Securitization for EGP 200 million. In addition, deals in the pipeline amount to EGP 700 million for originators in the fields of auto finance and leasing among others. 2017 Strategy • Continue playing a vital role in economic development by mobilising funds for large-ticket project financing deals and syndication transactions. • Position the Bank to raise the required debt to fund Egypt’s substantial infrastructure and power invest- ments (with a special focus on renewable and green en- ergy), whether implemented by public sector companies, via IPP or PPP programs. • Introduce new financial tools to lead the development of capital markets in Egypt. • Continue to support clients’ needs for diversified funding sources through innovation in asset-backed securities. Treasury & Capital Markets (TCM) TCM is the Bank’s primary pricing arm for all its foreign exchange (FX) and interest rate products. TCM is a primary profit centre for CIB, offering a wide range of products to various types of businesses that we have diversified across regions, capabilities and distribution channels. Among its responsibilities are FX, Money Market and Fixed Income trading activities, primary and secondary government debt trading, management of interest rate gaps with its respec- tive hedging, pricing of local and foreign currency deposits and pricing of preferential deposits. Foreign exchange products are used by our customers for hedging purposes. Also, our products are used through third counterparty trading, where CIB allows its clients to purchase almost any non-tradable currency that they require, including, for example, the Brazil- ian riyal, Singaporean dollar, Thai baht, Chinese yuan, Korean won, and South African rand. The currency is simultaneously transferred to its country of origin to make payments abroad. Other products covered are direct forwards and simple/ plain vanilla options, in addition to a wide array of option structures such as premium embedded options, participat- ing forwards, zero-cost cylinders, boosted call/put spread, interest rate swaps and interest rate caps/floors/structured products. The division’s Primary Dealers team provides CIB • Annual Report 2016 • 49 2016 in revieW Ras Sedr was originally developed as a base town for one of Egypt’s largest oil refineries, but its beautiful coasts transformed it into a prime resort area. clients with transparent advice on their investments in trea- sury bills and treasury bonds as well as corporate bonds, on both primary and secondary markets, with very competitive prices on the secondary market offers. The team has been one of the most influential players in the local debt market. The Treasury Division’s team provides the Bank’s clients with an incomparable quality of service around-the-clock. Service Model TCM uses a hybrid customer-centric service model. It contains some features of the direct customer-centric model, such as understanding your customer by actively engaging and compre- hending the customer analytics/information, enhancing the cus- tomer experience and breaking down silos. It is also composed of market understanding by pricing TCM products related to market norms in a way that effectively addresses customer needs. target Markets TCM works in collaboration with all customer relationship sectors, such as Corporate Banking, Business Banking, Strategic Relations, Enterprise Customer and Financial In- stitutions such as insurance companies and funds. It targets clients with long and strong relationships with CIB and those with large volumes of foreign currency, fixed income, money market and hedging businesses. It also focuses on customers with expertise and adequate understanding of our products to advise them and enhance their treasury business volumes. 2016 Achievements • Despite the severe shortages in FX during the year, TCM has been able to secure some FX from its repeat client base, with a total reaching the equivalent of USD 1.25 billion in 2016. • In 2Q2016, Global Finance Magazine recognised CIB TCM as one of Global Finance’s World’s Best Foreign Exchange Providers in 2016. • TCM maintained its leading position as the highest net trading income segment among Egyptian private banks in 2016, with a total value of EGP 1.315 billion. • The Ministry of Finance ranked CIB’s Fixed Income Desk the second best performing bank on the primary market for treasury bills and bonds and second best on the sec- ondary market for treasury bonds. 2017 Strategy Increase TCM’s market share of the foreign exchange business, especially for foreign currency purchased against the EGP, and boost the deposit base captured across all customer segments and share of fixed income and money market generated. Asset & liability Management (AlM) The strategic priority for ALM is the management of the Bank’s assets and liabilities in terms of interest rates, liquid- ity and concentration risk and maximising the Bank’s net interest income by managing the excess liquidity portfolio in all currencies and introducing a variety of diversified prod- ucts to satisfy both retail and corporate clients’ needs such as mutual funds and CDs. Moreover, ALM is responsible for managing the Bank’s Nostro accounts and is also committed to effectively attracting DDA and Savings Accounts through proper pricing and coordination with other lines of business. ALM’s main objectives are to provide adequate liquid- ity, maintain mandatory ratios and manage liquidity risk within approved gapping limits. It also focuses on the Bank’s overall interest rate risk in terms of re-pricing gaps and duration, which includes the restructuring and hedg- ing of the balance sheet. 2016 Achievements • Successfully managed the Bank’s liquidity and contributed towards increasing the Bank’s LCY net interest margin compared to the same period of the previous year. • CIB remained a safe haven even after the liberalisation of the exchange rate by moving its capital away from riskier investments. • Maintained liquidity during the free float by keeping liquidity ratios solid at higher than regulatory ratios. Surpassing our liquidity goal was mainly attributed to our efforts to attract deposits and increasing deposit rates to attract clientele and higher volumes. • Continued to maintain liquidity with solid net loans/depos- its, strong asset quality and a comfortable coverage ratio. 2017 Strategy ALM anticipates growth in the private sector business driven by a gradual pickup in several sectors and a boost in investor confidence. As such, ALM will continue positioning the Bank to comfortably support all its clients’ needs while enhancing shareholder value. The Bank has a strong appetite for growth in both deposits and loans to cater to customer needs and in- crease bottom-line profits. Direct Investment Group (DIG) DIG is CIB’s investment arm, introducing equity finance as an additional service to existing and potential clients. DIG’s main focus is to identify, evaluate, acquire, monitor, admin- ister and exit minority equity investments in privately owned companies that possess commercial value for CIB. Invested funds are sourced from CIB’s own balance sheet, whereby the investment process is governed by a clear and strict set of parameters and guidelines. Our primary objectives encompass generating attractive, risk- adjusted financial returns for our institution through dividend income and capital appreciation, as well as enabling CIB to offer a broad spectrum of funding alternatives to support client growth. We commit to excellence by adopting the industry’s best practices, creating a “win-win” situation for all stakeholders. This commitment is supported by our unique value proposi- tion and team of specialised experts. 2016 Achievements 2016 was a rather exciting year for DIG in light of the changing market dynamics and investment landscape. As always, DIG remained positive on Egypt’s long-term economic prosperity and confident about the country’s ability to overcome short- term challenges. DIG viewed the current market instability and scarcity of sizable quality investments as an opportunity to scan the market, aiming to pursue a wider coverage of the investment spectrum and add new business lines. The lack of international investment inflows and the chal- lenges facing importers resulted in the rise of mid-sized local players to fill the newly created supply gap. This encouraged 50 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 51 Marsa Alam is home to some of the most pristine marine life in Egypt, with sea turtles and dugongs being a common site at Abu Dabab Beach. 2016 in revieW egP 1.3 bn non-interest income for the full year DIG to explore mid-size investment tickets in industries showing resilience to market challenges and great potential to deliver above-average, risk-adjusted reruns. A consider- able pipeline of mid-sized deals supported adding such in- vestments as one of our new focus areas. Moreover, DIG was active in exploring the venture capital space, being one of the new pillars to drive value for CIB and fuel economic growth at large. As an initial step to further unleash the venture capital potential for CIB, DIG was heavily engaged in the preparation and conclusion of CIB’s sponsorship of FIN- Tech, a specialised financial technology acceleration track, in association with AUC’s V-Lab. Additional investment activities are currently being prepared for CIB to further benefit from the venture capital space with a risk-conscious approach. Exits: Despite prevailing market conditions, DIG suc- ceeded in concluding the full exit from two of CIB’s affiliated investments, namely Corplease and Egypt Factors, which falls in line with CIB’s open architecture strategy. Portfolio Management: DIG continued its on-going sup- port to its portfolio companies at all levels to provide re- quired assistance for companies to weather market volatility. Such efforts have preserved the quality of DIG’s investment portfolio throughout the year. The Pipeline: DIG’s dedicated marketing and deal- sourcing team managed to maintain a healthy deal pipe- line despite the prevailing investment climate. As a result, DIG assessed the viability of multiple investment oppor- tunities, mainly in defensive sectors such as education, healthcare, food and logistics. 2017 Strategy DIG is embarking on a portfolio expansionary strategy aim- ing at doubling assets under management by 2020. Accord- ingly, DIG will continue its efforts to add lucrative invest- ments with profound fundamentals, high growth potential and value proposition for CIB. Strategic Relations Group (SRG) SRG as a function was created with the sole purpose of focusing on and catering to the unique needs of the Bank’s top non-commercial organisations of sovereign origins and affiliations. SRG’s portfolio is made of up global donors, aid and development agencies supported by their sovereign diplo- matic missions, international regulatory agencies, major tier-one educational constituencies and key charity foun- dations. Their deposits contribute considerable amounts to CIB’s stable funding base. SRG is a small group of professionals dedicated to bridg- ing the gap between CIB’s streamlined services and the distinct expectations of its clients. Its edge is in working closely with each client individually, designing innovative, tailor-made services to suit the various business and opera- tional needs of clients. Its success is based on long-standing partnerships with clients, dating as far back as the 1980s, despite fierce competition. SRG is committed to continue strengthening these partnerships to maintain customer loyalty while preserv- ing the delicate balance between client satisfaction and account profitability. 52 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 53 2016 in revieW global CUSTomer relations Over the past few decades, cross-border business has expe- rienced unparalleled growth due to advances in communi- cation and IT, privatisation and deregulation in emerging economies and the emergence of the global consumer. As the era of globalisation continues to manifest itself through the emergence of global companies, the importance of Global Customer Relationship Management has become increasingly significant. In December 2009, CIB established the Global Customer Relations Department (GCR), with a team of credit certified calibers with strong interpersonal and marketing skills. The GCR model has proven globally to be an effective method in accelerating business outcomes through superior customer support/service. The model may be relatively new in Egypt, but it has been adopted globally over the past 25 years. Primarily, the GCR’s vision was for CIB to become a one- stop shop as a financial solutions provider rather than a product provider. With this vision in mind, our mission was to maximise customer satisfaction and revenue generation, through making the most of customer value across the global customer portfolio within the Bank. In February 2016, the board decided to adopt key institu- tions’ best practices of applying a model where the GCR as- sumes the function of customer acquisition/maintenance, supported by product officers. Under the new model, the GCR function is responsible for the client and product profit- ability, share of wallet (SOW) and product penetration rates, among other things. Client profitability is composed of vari- ous products including GTS, treasury and corporate credit. 2016 Achievements • SCZone: After successful and unwavering efforts, an MOU with the SCZone was signed, marking CIB’s lead- ership in the market as the first bank to undertake this initiative. The MOU entails the cooperation of both enti- ties in the execution of the SCZone’s development plan through providing our distinguished commercial, retail, automation, corporate banking and advisory services as well as all other financial services provided by the Bank. The MOU of significant importance to CIB, letting us 54 • Annual Report 2016 • CIB provide our advisory and technical consultancy services to the SCZone on projects presented for investments in the Economic Zone along with the needed financing for these projects either bilaterally or through arranging the necessary syndications. • Renewable Energy: Immense efforts were exerted in the field of renewable energy during the year, making CIB the sole mandated bank for many major deals, translated in the issuance of LGs amounting to EGP 211 million. • Digital Solutions: In keeping with GCR’s continuous effort to promote newly launched digital services, CIB Smart Wallet was launched with success, with clients signing 112 Smart Wallet applications. Some 18,130 ACH system transactions were implemented. CPS (Corporate Payment) transactions for CIB amounted to 50% of to- tal e-finance volume. Transactions for one GCR client amounted to EGP 226 million, representing 16.3% of CIB and 8% of total e-finance transactions. • Vodafone Cash: CIB signed an agreement with Vodafone to support Vodafone Cash by migrating approximately 1.8 million wallet users to the MasterCard platform. The service reflects CIB’s strategy of promoting financial inclusion in Egypt and attracting various segments of customers under the umbrella of banking services by providing a range of innovative electronic solutions that meet customers’ needs. Total mobile line subscribers stand at more than 90 million while the total number of bank clients do not exceed 10 million. This means the agreement between CIB and Vodafone, the leading mobile operator in Egypt, will help expand the base of mobile banking services customers and enhance Egypt’s general banking awareness. Offering banking services through electronic channels such as Vodafone Cash is one of the most significant and important steps in at- tracting Egypt’s substantial informal economy. • 4G Financing: Capitalising on its close ties to the indus- try, CIB financed mobile operators to acquire ground- breaking 4G licenses in the form of contingent and direct facilities, for EGP 490 million and EGP 2.8 billion respectively, with a 41% SOW. • Portfolio: Increased the loan portfolio to EGP 40.8 billion in 2016. Increased the deposit portfolio to EGP 13.54 billion in 2016 Strategy going Forward Given GCR’s newly expanded role and the healthy economic signals that have begun to emerge since October 2016, going forward GCR’s strategy will focus on: • Maximise CIB’s profitability through three major channels: - Explore new business opportunities via market screen- ing for newly sound customers. - Increase SOW, penetration rate, profitability, asset quality and RAROC of all customers. - Grow the retail banking business through marketing retail products and services to existing and new clients. • Strategic collaboration with all CI family, with a specific focus on CI Capital along with the GTS team to provide fully rounded solutions to clients. • Focus on FDIs, especially from the Gulf region after the EGP float. • Major attention will be given to mega projects located in the Suez Canal Zone in addition to the energy (conven- tional/renewable), EEA, infrastructure, transportation, logistics and ports sectors in line with the government’s announced directives and expansion policies. • Exert more effort to recover problematic/underperforming accounts to safeguard the quality of CIB’s asset portfolio. Edfu Temple is one of the best-preserved shrines in Egypt; the temple is dedicated to the falcon god Horus, and the history of its construction is inscribed on its outer face. CIB • Annual Report 2016 • 55 2016 in revieW ConSUmer and bUSineSS Banking Cards payment Acceptance CIB is the clear market leader in credit and debit card pay- ment acceptance, processing over 30% of total market vol- ume, valued at EGP 28 billion. Wealth Segment The Wealth segment focused in 2016 on customer centricity while also preserving our core brand values: personalised so- lutions, priority services, trust and recognition. Through this, the division has managed to rake in a total deposit portfolio of EGP 85.3 billion, representing 47,000 customers, in serving this crucial segment CIB plus CIB Plus continued to focus during the year on priority services and on providing exceptional-quality services and personalised facilities that meet the needs of medi- um-worth individuals through a qualified team of highly trained Plus Bankers. 2016 Financial Highlights To better serve our customers and increase our geographic presence, Plus sales force was increased 20% compared to 2015, leading to: • Customer count growing 28% y-o-y since December 2015. • Total deposits increasing a significant 51% y-o-y since December 2015. • Total asset portfolio climbing 31% y-o-y since Decem- 2016 Financial Highlights ber 2015. • To better serve our customers and increase our geo- graphic presence, the Wealth sales force was increased 45% y-o-y, leading to a significant 36% y-o-y increase in the number of customers. • Total deposits hit EGP 85.3 billion – a 72% y-o-y increase since December 2015. • Assets recorded EGP 8.9 billion, up 60% y-o-y. key 2016 Highlights A new layer of management was added to the segment in 2016, under which Wealth Managers now report directly to a Wealth District Head. This opened up more avenues to lead, liaise with and coach Wealth Managers and helped recalibrate the strategy and pillars of the Wealth segment during the year. In keeping with our efforts to not only gain but retain our Wealth customers and strengthen brand loyalty, the Wealth segment continued to provide key financial servic- es, personal privilege packages and handpicked lifestyle offerings to our clients. Just some of the benefits offered in 2016 were tickets to the Majida El Roumi Sound and Light Concert (May 2016), El Classico match in Barcelona (April 2016) and the Dire Straits Experience Concert in Soma Bay (January 2016). 56 • Annual Report 2016 • CIB key 2016 Highlights During the year, training our Plus Bankers has been a key focus. The bankers were enrolled in the AUC Academy to help them fine-tune their skills, boost their market knowledge and hone their customer-management abilities. We also focused more on our clients through offering tailored privileges and loyalty packages that meet this seg- ment’s needs while simultaneously promoting CIB products to bolster penetration rates. liabilities The success of CIB Consumer Banking is demonstrated by the exceptional growth in customer deposits, which reached EGP 99 billion in local currency and USD 4 billion in foreign currency by December 2016 – an impressive 26% y-o-y in- crease of EGP 20 billion and 11% y-o-y increase of USD 416 million compared to year-end 2015. CIB’s deposit market share reached 8.1% as of October 2016 (latest published CBE data), maintaining CIB’s leading posi- tion among private sector banks in the country. The growth is an outstanding achievement in a highly competitive market of 39 banks and has helped CIB increase its market share of overall deposits in the Egyptian banking system. The success of Cib Consumer banking is demonstrated by the exceptional growth in customer deposits, which reached egP 99 billion and USd 4 billion by december 2016, an impressive 12% y-o-y increase. Consumer Banking’s strategy has focused on the household segment, which was clearly reflected in the household mar- ket share increase of 48 basis points to 7.51% as of October 2016 up from 7.02% as of December 2015. Insurance Business The CIB Insurance Business provides life and general insurance programs that generate non-interest revenues in the form of fees for CIB Consumer Banking. CIB now is considered the largest distributor of individual life insurance policies in Egypt, with around 56% of the new business market share in 2016. In 2000, CIB began promoting life insurance programs such as protection and savings packages. These programs were introduced to address a variety of consumer needs through Commercial Insurance Life Company (CIL). The department began offering general insurance in 2011 and capitalised on its strong links to the Egyptian market and the top insurance providers to find the best solutions for our customers. key 2016 Highlights In December 2015, CIB completed the sale of CIL to AXA. As part of the sale transaction, CIB signed a bancassurance agreement with AXA giving it the benefits of a 10-year, exclu- sive life, savings and health distribution. Several new life insurance programs were also introduced in 2014/15, with upgraded benefits to better satisfy customer needs in a variety of segments. In 2016, AXA introduced for the first time in the Egyptian market the Health Insurance Product, exclusively through CIB Distribution Channels, allowing CIB to be the first bank to market such a signifi- cant product to its customers. The launch capitalised on AXA’s vast medical network in Egypt, which includes more than 1,800 medical providers to suit all client segments, and caters to the increased demand for adequate health solutions in the Egyptian market. Strategic goals • Increase revenue contribution to Consumer Banking to 10% by 2017. • Increase market penetration by expanding CIB’s cus- tomer base. • Lead the market by introducing a wide range of products from the best insurance providers. 2016 Achievements: Life insurance • Life insurance fee income increased 45% in 2016 com- pared to 2015. The life insurance business was worth EGP 427 million in 2016 compared to EGP 282 million in 2015, a significant growth of 51%. • Continued to provide a wide array of insurance plans to meet the needs of all consumers. 2016 Achievements: general insurance & bundled products • Increased Credit Shield fee income by 42% compared to 2015. • Increased Family Protection Plan fee income by 27% compared to 2015. • Developed the Business Banking Master Policy, provid- ing CIB Business Banking’s unsecured customers with property insurance coverage for approved assets. Going forward, CIB will develop different bundled insurance services with consumer products and segments. Marketing & Communication The growth of the Consumer Banking portfolio can be directly attributed to the launch of several new successful marketing activities/campaigns that adopted a personalized targeting approach, leading to more effective customer engagement and enhanced loyalty. CIB • Annual Report 2016 • 57 2016 in revieW The Consumer assets division recorded a total revenue of egP 956 billion as of december 2016, contributing 19.4% to total Consumer banking revenue. Our key objective is to sustain this level of growth in 2017 and to outpace the market through a more segment-driven strategy that drives our product propositions, acquisitions and service models, and portfolio and life cycle management. This will translate into providing our clients with need-based propositions at the point of need. Consumer Asset products are designed to be customer- centric to facilitate a demand-pull approach and gradually move away from a product-push approach. 2016 saw several new card product launches and re-launches to ensure effec- tive product differentiation and that we successfully meet our clients’ varied needs. key 2016 Highlights • Ongoing card realignment and setting a clear product hierarchy with value differentiation. • Launching two new card products: White and Titanium Credit Cards. • The successful migration of Citibank’s card portfolio, including an effective product-mapping strategy that ensured a smooth migration to the equivalent product at CIB while providing more value at a lower price point than at Citibank. • Visa Business credit and debit cards were launched to serve our business banking customers. These cards will serve as a very convenient way for both the cor- poration and the employee to manage and calculate business-related expenses and digitise their pay- ments. Special deals and offers targeting the segment facilitate their daily business such as courier, trans- portation and travel services. In addition, there will be extra value-added features such as EPP and cash on call, which will provide the card holders with more purchasing power to grow their business. • Improving customer convenience through IPP with the launch of merchant-initiated IPP, covering 150 mer- chants across a variety of sectors. Due to the shifting dynamics of the Egyptian market during the year, keeping up with key market research trends was more important than ever in 2016 in guiding future market- ing activities. This was effected through measuring custom- ers’ interests and behaviour by conducting both qualitative and quantitative research. Marketing activities/campaigns launched during the year were designed to support our Consumer Banking strategy, which aims at a more personalised, targeted ap- proach when it comes to customer interactions. The goal was to shift from a product-centric approach to a custom- er-centric one in terms of appealing to a target group’s age, demographics and interests. In more specific terms, the team focused on digital marketing due to the undeniably pervasive nature of technology in every- day lives. Incorporating digital campaigns into our marketing strategy in 2016 was essential to ensuring maximum exposure and reach for CIB products and services. Our digital marketing approach focused on two main channels: • Search Engine Marketing: users proactively searching for the product/service. • Digital Display Marketing: users visiting websites that relate to their needs and interests but not proactively looking for the product/service. Various marketing initiatives also took place on CIB’s of- ficial Facebook page, which boosted the number of fans on the page to 490,000 (organic fans), up 30% in the third and fourth quarters of the year compared to the first and second. The CIB website also saw a tremendous 40% increase in the number of hits this year to the consumer banking pages. Consumer Assets The Consumer Asset Portfolio has exhibited significant growth of EGP 4.6 billion in 2016 despite the myriad of chal- lenges posed due to changing market dynamics, currency de- valuation and regulatory requirements. The portfolio hit EGP 14.8 billion as of December 2016. CIB has been more nimble in addressing the adverse impact experienced in the market due to the restrictions on lending and shortage of foreign currency. The Consumer Assets Division recorded a total revenue of EGP 956 billion as of December 2016, contributing 19.4% to total Consumer Banking revenue. 58 • Annual Report 2016 • CIB The White Canyon in Sinai gets its name from the high limestone content of the rocks, which gives the peaks and valleys a magnificent milky-white appearance. CIB • Annual Report 2016 • 59 2016 in revieW egP 77 bn added to CIB’s deposit base in 2016, up 49% y-o-y Loans The Personal Loan product grew aggressively in 2016 through a range of initiatives throughout the year: • Migrating Citibank’s loan portfolio using multiple pro- grams developed to cater to different customer segments at Citibank while at the same time providing additional benefits for migrated loans such as longer terms and competitive interest rates. • The Wedding Finance Loan, which offers flexible financ- ing schemes paid directly to hotel wedding venues. The package includes additional benefits from Egypt’s most prestigious hotels as well as discounted offers from other wedding-related merchants that are already part of the suite of merchants in CIB’s arsenal. • The Mortgage product suite mainly focused on the af- fordable housing segment this year, which is slated for growth through our mounting relationship with the Mortgage Finance Fund. • Overdraft Proposition improved payment convenience through the availability of secured and unsecured pro- grams to best meet the needs of every client segment. Acquisitions CIB’s acquisition strategy was designed to ensure clear align- ment between sales channels and corresponding segments, which enhanced client interactions and ensured a smooth pro- cess by clearly allocating client segments to the correct channels. During the year, total credit card acquisitions increased 45% y-o-y to 100,000 in 2016. Total Personal Loans acquisi- tion volumes increased 41% y-o-y to EGP 5.5 billion in 2016 compared to EGP 3.9 billion in 2015. Going forward, we expect CRM Phase I deployment will contribute to a higher number of acquisitions through lead generation and opportunity management. CIB will continue to leverage CRM capabilities in 2017 after the initial deployment. portfolio Management Due to shifting market dynamics throughout the year, CIB adopted a rigorous portfolio management strategy built to tailor services to various sub-segments based on established criterions for each product. The card portfolio strategy is designed for the 17 sub-segments in the portfolio. The sub- 60 • Annual Report 2016 • CIB segments have been planned based on the transactional behaviour of card customers, and there are specifically de- signed initiatives across each segment to maximise the op- portunities available. For the loan division, a similar segmented approach was adopted, with the criteria based on months on book and the balance of the loan. Business Banking Business Banking is one of the oldest and largest bank units dedicated to serving small- and medium-sized enterprises (SMEs) in Egypt. The unit has the only complete SME-focused bundle in the market, offering a broad range of financing, cash management, trade, payment acceptance and advisory services to nearly 40,000 SMEs throughout the country. Our credit and debit card payment acceptance business is the clear market leader, processing nearly a third of total market volume in 2016. In addition to offering specialised products such as supply chain and fleet financing, Business Banking fully supports the Central Bank’s initiative to expand SME financing as a key pil- lar of Egypt’s economic growth strategy. Central to this is our more targeted offering to key client segments and industries. Business Banking’s experienced team of specialised SME Relationship Managers provides tailored solutions and advice, partnering with business managers to take their enterprises to the next level. In 2016, a new team of expert Client Advisors was formed to cater specifically to the needs of large depositors. Clients enjoy the convenience of our market-leading digital channels that automate their financial transactions and in- quiries, providing convenient remote access to CIB’s services and products outside our branches. Our online platform now accounts for over 40% of trade business volumes. The Djoser Step Pyramid at Saqqara is the first pyramid built in Egypt and the first large-scale cut-stone structure in the world. CIB • Annual Report 2016 • 61 2016 in revieW key Achievements in 2016 Business & Product development • Products and Services Tailored to Small Businesses Our new loan programmes offer small business clients pre-approved credit lines with minimal documentation and rapid turnaround, while the “Super Business” account bundles a range of exclusive benefits and services offering easy, 24/7 account access and cash management. To further bolster our offering, a new sales team was formed in 2016 to address the specific needs of the small business market. • Business Debit & Credit Cards Business Banking launched Egypt’s first SME credit and debit cards offering a range of unique benefits, including easy account monitoring and control, instalment plan op- tions and exclusive merchant discounts strategic Partnerships, Training & events • SME Business Certificate Programme The SME Business Certificate is a specially developed in- house training programme providing a range of on-the-job, soft skills and training courses to prepare our officers to become successful Business Banking Relationship Manag- ers. We are proud to have graduated over 40 Relationship Managers in 2016 from the programme. • IFC Corporate Governance Workshop Partnered with the IFC to deliver training on corporate gov- ernance to our Business Banking clients. • AUC & Goldman Sachs Women Entrepreneurs Programme Partnering with the American University in Cairo and Goldman Sachs to support the “10,000 Women Entrepre- neurs” programme. 2016 Financial Highlights • Deposits grew a record EGP 17.5 billion (49%), generat- ing nearly a quarter of CIB’s total deposit growth. • Business Banking’s loan portfolio reached EGP 2 billion, driven by 43% growth in unsecured loans. • Net profit grew 22% to over EGP 800 million, nearly 14% of CIB’s total profits. Deposit growth (Egp mn) 53.2 35.7 28.7 24% 49% 2014 2015 2016 net profit (Egp mn) 812.8 665.5 616.7 8% 22% 2014 2015 2016 digiTal Banking CIB Digital Banking’s drive is to pursue digital simplic- ity. In essence, it is developing digital and data capabilities that radically simplify our businesses and processes while dramatically improving the customer experience through greater efficiency, quality and speed. Over the past three years, we’ve invested in building di- versified, resilient, secure digital capabilities. In 2016, we transformed all legacy systems to drive agility and time to market and to develop competitive differentiation. Our aim to improve digital simplicity has driven all the division’s ef- forts during the year and will continue to be at the core of our initiatives in 2017 and years to come. 2017 onward will see us building a robust digital frontier to deliver even more efficient, effective digital products and services for customers across diversified lines of businesses. We plan to expand our digital capabilities to provide enhanced services, deeper analytical capability and personalise the treatment of every client segment. Most importantly, we aim to put the customer at the heart of our digital strategy. Over the next three years, our Digital Banking team will focus on delivering the best customer experience by strengthening our multi-channel business model and targeting untapped segments, be they businesses or individuals. AtM network CIB currently has the largest ATM network among private banks in Egypt, with a fleet of over 748 machines providing various types of functions including cash withdrawal, cash deposits, credit card settlement, bill payment, mobile top- up, money transfer, Mobile Wallet cash-in/out and cheque deposits. Our full-fledged ATMs located at convenient sites (56% of the network installed outside CIB branches) cover a wide geographical area and provide expedient alternative to banking at a branch. 2016 Achievements • Further enhanced our ATM services to assist companies, adding cheque and cash deposits via the Companies De- posit Card service. • The ATM network continues to serve branch migration efforts, with 84% of individual cash deposits into ac- counts and 92% of cash deposits into credit cards mi- grating to the ATM network in 2016. forward strategy Going forward, we will continue our efforts to drive customer migration from branches and enhance the customer experi- ence through adding new functionalities at competitive prices to our ATM network. phone banking & Call Centre The CIB Call Centre handles an average of 3.5 million calls annually, serving both CIB and non-CIB customers. The centre allows consumer banking clients to manage money transfers, inquire about cards and accounts and activate cards and manage PIN selection easily anytime, anywhere. 2016 Achievements • Introducing IVR Self Service helped to offload 53% of the incoming inquiry calls received by the call centre in 2016 and doubling the number of enrolments to an average of 6,000 per month compared to 3,000 per month in 2015. • CIB became the first bank to introduce a Bill Payment & Recharge service to our IVR, leveraging on One-Time Password (OTP) token capabilities. IVR Bill Payment & Re- charge gave CIB customers a new touch point and created a new revenue stream with growth potential. forward strategy We plan to continue to offload call centre requests by mi- grating even more eligible calls to IVR Self Service, aiming to reach a 70% migration ratio, to optimise the call centre’s operational cost and boost agents’ productivity. By the end of 2017, we plan to introduce IVR Self Service for Corporate Banking clients as well. 62 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 63 2016 in revieW 150 ATms added in 2016 for a total network of 759 across the country in 2016, Cib achieved a 10.3% y-o-y increase in the number of transactions performed via trade online and increased the number of subscribers to 951 clients. online banking As tablets and smart phones become the preferred channel for consumer banking, CIB Online Banking has started to capitalise on the shift by offering a range of services to all CIB clients, strongly presenting itself as the go-to channel to perform day-to-day banking activities. 2016 Achievements • Enhanced internet banking services for CBE Compliance transactions through OTP tokens (both software and hardware tokens). • Added two new functionalities to enhance credit card users’ customer experience by enabling credit cards for registrations and allowing credit card payments to other CIB credit cards. • 4Q2016 marked the soft launch of our Mobile Banking Application for CIB staff, representing a value-adding extension to the online banking portal. The application is expected to increase the number of subscribers signifi- cantly as it matures. forward strategy 2017 will see the CIB Online Banking focus on digital service penetration and automation rates. Cib Smart Wallet CIB Smart Wallet is one of the newer offerings under CIB Dig- ital Banking. Launched in January 2016 CIB, this innovative payment experience gives both the banked and unbanked community a convenient, secure and cost effective way to make purchases through mobile devices. With just a few taps, customers can pay bills, recharge their mobile credit, send money to any other CIB Smart Wallet holder, cash-in/ cash-out from CIB’s ATM network and deposit/withdraw money from their CIB Smart Wallet from any Fawry retailer. 2016 Achievements • Launched microfinance loan instalments (presentment and collection) via CIB Smart Wallet, making us the first institution in Egypt to launch a service of this nature to this 64 • Annual Report 2016 • CIB untapped segment. The move allowed us to grow our cus- tomer base and improve our reach all while catering to the needs of the microfinance market in a cost-efficient way. • Continued to rank number one in terms of activity in the local market. • Facilitated the offsite acquisition for CIB Smart Wallet through piloting with 100 agent outlets. forward strategy Going forward, CIB Smart Wallet will customise value propositions for each segment to widen its customer base and continue to develop new features and services for un- tapped segments. Cash Management CIB Cash Management provides standardised and tailored cash-management products and solutions that improve the management of incoming and outgoing payments, streamline reconciliation and information management and enhance working capital efficiency. The product offering includes sev- eral innovative payment and payable products, collection and receivable products and standard and tailored information reporting delivered through a variety of channels. 2016 Achievements • CIB customers performed 632,090 payable transactions and 1,482,683 receivable transactions in 2016 via our intelligent, secure Cash Management portal. • Cash Management’s total registered clients reached 5, 000 during the year due to our 24/7 accessibility at convenient sites. • CIB ranked first in terms of volume in EG-ACH Direct Credit Sending and Receiving, with a 33% and 20% mar- ket share, respectively. • CIB ranks first in terms of Direct Debit Sending with a 99% market share and second in terms of Direct Debit Receiving with a 17% market share. • Added Business and Enterprise Banking to our roster of Cash Management, which has greatly improved cus- tomer experience. • The transfer migration rate reached 80% as of December 2016. After beginning to migrate internal transfers in only 2Q2016, we already hit a rate of 18% as of December 2016. • CIB received the Best Cash Management Award from EMEA and was named the World’s Best Treasury and Cash Management Providers 2016 by Egypt Global Finance. forward strategy In 2017 and beyond, we plan to continue our focus on customer migration from branches to Cash Management portals to allow customers to transact more conveniently 24/7. We also plan to continually enhance our existing roster of services to boost our customers’ experience and achieve major cost savings. trade Services CIB Trade Services offer both the tools and expertise that allow our diverse base of clients to realise their business goals. CIB’s trade solutions (CIB Trade Online and Bolero system) are designed to enable clients to effectively manage risk and optimise cash flows. 2016 Achievements • In 2016, CIB achieved a 10.3% y-o-y increase in the number of transactions performed via trade online and increased the number of subscribers to 951 clients. • The percentage of transactions performed via the 61 Trade Hubs and the online channel reached 100% of bank-wide transactions. • Our Corporate Payment Service, which enabled CIB clients to pay their taxes and custom fees online, hit 225 customers by the end of 2016 and captured a 47.5% market share, al- lowing CIB to achieve a number-one market ranking. forward strategy In 2017, the division plans to launch Supply Chain Finance, a new suite of products automating financial supply chain management. The service brings buyers and sellers together on a single platform to enhance collaboration and invoice submission and facilitate the release of early payments. Sup- ply Chain Finance not only taps into a new business, and therefore revenue stream, but bolsters customer loyalty. The service will let the Bank approve invoices from sup- pliers at a discount before receiving full payment from the buyer at maturity. Buyers benefit from working capital efficiencies while suppliers can request invoice financing directly through the platform based on the credit quality of their buyers to better manage working capital and re- duce sales outstanding. global Securities Services Despite the volatility of the market in 2016, our Global Secu- rities Services (GSS) successfully maintained our leadership position in terms of market share and value of assets under custody, with market share during the year growing to 28% compared to 21% at the end of 2015 and total assets under management reading EGP 250 billion compared to EGP 210 billion last year. 2016 Achievements • Enhanced GSS platform technologies by developing the current working system. This enabled us to process 357,000 transaction as of the end of December 2016 while continuing to provide high levels of service to our 24,400 active client base. • CIB joined the Africa & Middle East Depositories Asso- ciation as an associate member, being the first Egyptian bank to hold a membership in 2016. • Awarded the best sub-custodian bank in Egypt from Global Finance Magazine for the eighth consecutive year. • Assigned by the depository bank Bank of New York Mellon as a sole sub-custodian for Domty’s new Egyptian GDR program with a total market value of EGP 247 million. • Acquired three new transactions with a total value of EGP 1.3 billion, maintaining our position as the leading trustee agent in the market with 13 out of 14 securitisa- tion SPVs for a total value of EGP 8.5 billion. • Maintained our leading position as the local sub-custo- dian for all Egyptian GDR programs, handling 14 current programs with a portfolio of EGP 62 billion. CIB • Annual Report 2016 • 65 The Blue Hole in Dahab is a 94-meter deep submarine sinkhole known as the “World’s Most Dangerous Dive Site” due to its depth. 2016 in revieW 1.5 mn receivable transactions performed through CIB’s Cash Management portal in 2016 forward strategy In 2017 we plan to activate the sub-account services for international securities through opening segregated sub- accounts for brokerage companies under CIB’s main account held at international clearing depositories, which will ensure that we utilise all available revenue streams. Digital governance Due to the dynamic nature of digital solutions, CIB put together a Digital Governance Division under the umbrella of our Digital Banking Department. Officially launched in February 2016, the Digital Governance Division supports a growing number of required approvals (internal and exter- nal) while managing the relationship with government and public sector entities to identify potential business leads. Digital Channels Governance serves the following key objec- tives subject and not limited to: • Obtain all required logistics, official and legislative re- quirements and approvals from internal stakeholders (Legal, Compliance, AML, Operational Risk, IT Security, and Taxation) to support the smooth and effective finali- sation of any new or amended product/service. • Maintain solid relationships with internal bank stake- holders and external regulators. • Study the gap analysis between previous CBE approvals / regulations and the current situation, then prepare the required action plans to fulfill any missing requirements in corporation with business owners. • Maintain CIB’s sound legal position and mitigate any potential risks arising from digital solutions/activities. 66 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 67 2016 in revieW Coo area by the CBE, the COO Area has put in every effort to ensure any extraordinary controls and regulations are seamlessly embedded in our processes without impacting our business expansion plans. In line with CIB’s continuous efforts to expand its reach, 16 branches were added this year, in addition to the re-branding and renovation of ex-Citibank branches to match CIB’s brand image. CIB continued to expand its ATM network with an additional 150 ATMs added. The total ATM network is now made up of 759 ATMs across the country by the end of 2016. Our footprint in Smart Village was also further expanded this year with the inauguration of the third Head Office, an award- winning building certified with the Egyptian Green Pyramids Certificate of Sustainability, emphasising CIB’s commitment to sustainable development. People are one of the Bank’s greatest assets. The COO Area’s dynamic performance is and will always be built on our high calibre staff and their expertise. This philosophy is carried out through our structured hiring plan, tailored training, leader- ship development and setting talent management plans. The aim is to build strong second lines with ideal qualifications for those tasked with our future development and leadership. The focus as of the end of 2016 and going forward is em- barking on our digitisation journey, which is the main player in shaping all future banking growth. The digital proposition will empower self-assisted sales and ongoing customer loy- alty. Striving to support innovation led to a new partnership between the American University in Cairo (AUC) and CIB to launch AUC Venture Lab FinTech Accelerator to introduce new innovative products and solutions and groom and assist FinTechs to break into the finance sector. In 2016, the COO Area was primarily focused on the successful acquisition of Citibank’s retail business, which was based on the collective and comprehensive efforts exerted across Opera- tions & IT to fulfil this complex integration process. CIB was the only bank among 11 Citibank acquisition deals worldwide to commit to a six-month Transitional Service Agreement (TSA) period, making CIB the only bank to succeed in complet- ing the migration process in less than 12 months. Over and above, energy was channelled in 2016 into address- ing several initiatives within the IT Division, with continued efforts to build up our infrastructure capacity, enhance our production stability, improve our service-monitoring and technology refresh for underlying infrastructure to create a more agile IT organisation that can support our services and provide a more seamless and enhanced customer experience. The COO Area has also focused on automation, increasing productivity and optimising/streamlining its processes. This included several re-engineering efforts to enhance turn- around times and encourage staff to innovate and bring up new ideas through a “Think Tank” initiative. A number of key strategic projects were also launched during the year, including the inauguration of Customer Relationship Management Phase 1, improving internet bank- ing with more secured authentication mechanisms and up- grades to our Core Banking Platform. CIB Smart Wallet was publicly launched in 2016 along with a kick-off to our mobile banking implementation, providing more convenient and easy-to-access platforms for a unique banking experience. To further study customer behaviour and make more ef- fective credit decisions, we initiated the Scoring and Deci- sion Engine project for both credit cards and personal loan applications to ensure minimal risk to bank operations and track consumer risk behaviour, which will allow us to build a unique risk model for each customer. Much effort was exerted in enhancing the organisation’s Cyber Security standing, with a clear strategy and comprehensive plan put in place to improve our security capability and continuously provide a safe banking environment for our customers. Despite the challenges faced during the year in terms of foreign exchange rates and foreign currency regulations set 68 • Annual Report 2016 • CIB Aswan’s Nubian Museum is dedicated to the rich culture of the Nubian people, whose long history in Egypt includes founding a dynasty that ruled Egypt during the 8th century BCE. CIB • Annual Report 2016 • 69 2016 in revieW 42% LDR, exceeding regulatory minimums and Basel guidelines information technology During 2016, the IT Department took some of the first steps toward becoming a more mature business enablement partner through launching key transformational technolo- gies that support advanced customer centricity and better system-to-system interactions. The IT infrastructure strategy sought to enhance system re- siliency and create a robust infrastructure platform to build a strong, reliable and stable underlying infrastructure to enhance the banking systems’ performance and time to market. Trans- formational technologies and infrastructure resilience support operational efficiency, which is further reinforced and optimised through projects and initiatives that solidify production stability and upgrade end-to-end solutions built on it. In turn, all these efforts have the goal of improving the customer experience. We laid the foundation for big data to support the business in performing transactional and behavioural analysis, which is considered the core of advanced customer base segmentation. The role of IT as a business enabler was evident in the suc- cess of the Citibank’s acquisition project – a major milestone for CIB that required close work with Citibank’s global and local teams to ensure a successful integration process Training and people development was also an important plank for the IT Department in 2016, concentrating on im- proving the team’s technical skills and filling existing gaps through external hiring and grooming existing staff. operations, Channels & Customer Experience Customer centricity coupled with operational efficiency and diversified customer touch points are the key pillars of estab- lishing customer loyalty. This has been an ongoing achieve- ment for CIB that has been sustained by dynamic initiatives supported by the Bank’s strategy. In 2016, CRM Phase I was rolled out across our branch network to assist our customer- facing staff in streamlining the customer relationship man- agement process and increase operational efficiency. We set the foundation of Enterprise Service Bus, a new architecture that allows the Bank to hasten the time to market for busi- ness solutions requiring data exchange between systems. Different enterprise digital transformation projects are underway to create outstanding customer experience and consistent capabilities across all bank channels while sup- porting processes automation. 70 • Annual Report 2016 • CIB The initiation of an upgrade project for our Corporate Cash and Trade portals took place this year, aiming at providing a single platform to serve corporate customers, increasing customer satisfaction and providing a more streamlined and seamless online banking experience for corporates. Our Trade Service hubs increased to 61 from 53 to cover the Bank’s network and the average transactional increase of corporate customers for better service offerings. Continuous enhancement and sustaining service levels across channels is also of vital importance, with significant offloading achieved by migrating customers to phone bank- ing. Automated Equal Payment Plan features have been en- abled to allow credit card holders to transact directly at the merchant point of sale using Equal Payment Plan features, hence reducing processing turnaround time. Internet Bank- ing Phase II was successfully launched with feasible registra- tion for credit card customers/non-CIB customers. We approach customer centricity in a holistic way, conduct- ing benchmarking exercises to assess the customer experience journey and services in seven main banks in the market against CIB’s. As an ongoing practice, we conduct customer satisfaction surveys across all segments to continue prioritising customer ex- perience indicators and ensure we meet the regional benchmark. The Bank’s operational progression was acknowledged internationally: CIB was selected by the Bank of New York Mellon to be its main sub-custodian in Egypt. business Continuity Management & information Security The significant evolution of cyber security and its associated risks has necessitated an emphasis on ensuring a proper Se- curity Management Program is in place to effectively manage security risks and guarantee the right governance is in place. Major efforts were funnelled into the cyber security/informa- tion security domain to ensure the Bank is fortified with the ability and scope to handle cyber security threats. As part of our 2016 roadmap, initiatives undertaken this year include the following: • Establishing CIB’s Security Operations Centre, which will significantly boost its capability for monitoring and addressing a wide range of security threats in a proactive Cib was awarded the most effective recovery of the year award at the business Continuity institute middle east awards in 2016. manner and build competent and capable Operational Security Services. • A Fraud Management Solution was put in place to monitor monetary and non-monetary events on both the consumer and corporate internet banking platforms, utilising customer behaviour mapping to minimise op- erational risks. • The One-Time Password Solution was implemented for critical internet banking services in accordance with the Bank’s strategy to ensure compliance with CBE internet banking regulations and improve security measures that protect customer transactions. • A comprehensive security governance, risk and compli- ance framework was established along with the neces- sary policies that ensure adequate security governance across the Bank. • Concrete steps were taken toward developing the re- quirements for Business Continuity Management (BCM) software to automate the full BCM life cycle. Effort went into guaranteeing the continuous testing of our recovery capabilities to ensure service availability for our cus- tomers. The Bank remains committed to investing in improving its BCM, bringing aboard a team of dedicated professionals in charge of the function. In keeping with our efforts, CIB was awarded the Most Effective Recovery of the Year Award at the Business Continuity Institute Middle East Awards in 2016, marking the second Business Con- tinuity Award for the Bank and our 10th nomination for similar awards regionally and globally. CIB was also named finalist this year for the International Award in Business Continuity by the UK’s CIR Magazine. The recognition emphasises CIB’s unique po- sitioning in the BCM industry across the financial sector in Egypt. Real Estate & Corporate Services After a full year of consolidating Real Estate & Corporate Services under one roof, the new division has benefited from streamlined workflow to provide a better working environment for our internal customers. The department worked aggressively during 2016 in the areas of branch network expansion, head office premises en- hancement, business development in addition to supporting CSR and sustainability development. In keeping with the Branch Network Expansion plan, 16 new branches and 150 ATMs were added this year. Moreover, 56 ATMs were replaced during the year. Plans to expand the Head Office premises were realised in 2016 with the completion and operation of the magnificent third building in Smart Village, accommodating 350 em- ployees. Another comprehensive Head Office rearrangement plan – serving more than 1,300 employees across around eight buildings – was undertaken to streamline the workflow and accommodate ex-Citibank staff. This included outfitting and operating seven floors at the Merryland Head Office to accommodate 500 employees. As for Real Estate Business Development, the Service Area Optimisation Strategy was put into action in 2016, aiming at reducing the service area at branches to 29% from 35% and providing more area for the business front line through various initiatives introduced at new branches. The Manage- ment Hub concept was also implemented to economise space at branches by moving all managerial posts located that do not have direct client contact to a consolidated area. Fostering CIB’s role in CSR, the Real Estate Department in cooperation with the Sustainability Development Depart- ment are contributing to the mega national project to restore the Giza Zoo. Design of the first phase has been completed, and we are currently putting together the logistics for the construction phase, which is slated to begin in 2017. In continuation with the Bank’s directives to facilitate services offered for customers with special needs, more branches throughout the country were outfitted during the year with special needs facilities. Facility Management continued with efforts to implement sustainability initiatives through many projects, one of which included replacing lighting at CIB premises with en- vironmental friendly LED lights and donating replaced lights to Abu El Reesh Hospital through the CIB Foundation. We have continued to improve safety measures through the centralisation and upgrade of the surveillance camera systems, a project slated for delivery in 2017. A new division named Occupational Safety & Health was established to ensure we provide and maintain a convenient and healthy working environment for our colleagues in com- pliance with the most up-to-date Egyptian laws and regula- tions for health and safety. CIB • Annual Report 2016 • 71 Aswan’s Nubian Villages are dotted in houses built in the archetypical Nubian-style and frequently painted in vibrant colors and accented with decorative designs. 2016 in revieW finanCe grouP The Finance Group in 2016 witnessed an expansion in its roles and functions with an increased focus on improving the overall productivity and performance efficiency of the Bank. The Group added three new units to achieve higher ef- ficiency and specialisation in the Group’s functions. A Capi- tal Management unit has been established with the main responsibilities of Basel reporting, furnishing the Bank’s dividend policy and the bank-wide use of RAROC. A Cost and Investment Control unit has also been introduced with a pri- mary focus on the application of the Value at Stake concept for all the Bank’s IT capital projects to maximise sharehold- ers’ return on the Bank’s investments in IT infrastructure. A Regulatory Update unit has been established with the main responsibility of keeping an eye on and ensuring continuous compliance with developments in international regulations, mainly IFRS and Basel accords. Finance Group had three major achievements during the year: 1. The Group drove the centralisation of the CBE reporting function, which was previously performed by different departments across the Bank, to ensure consistency and accuracy in regulatory reporting in a timely manner. 2. The Group achieved commendable control of the successful and timely migration of Citibank retail ac- counts into CIB systems. 3. 2016 witnessed the launch of the Financial Control School, which would ensure smooth transition of ba- sic, essential knowledge, both theoretical and practi- cal, necessary to understand the day-to-day process in Finance. This course is slated to be a mandatory requirement and prerequisite for joining the Finance Group as well as a promotion eligibility criterion. The restructured Finance Group has thus provided CIB with a solid foundation to operate efficiently within a challenging regulatory and economic environment while maintaining its competitive edge and maximising long- term shareholder value. 72 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 73 2016 in revieW big Data Big data and advanced analytics have been playing a vital role in transforming the way business is done and is influ- encing the behaviour of customers in all walks of life, and the banking industry is no exception. To implement these rapid developments, bold and swift action was required from our side to lead change in the industry. Data has evolved from being a tool to becoming a com- modity in itself. It represents a fundamental shift in how we do business by opening a door to a new approach to strategy. Big data analytics provide a colossal opportunity for banks to excel by giving them a clear edge to lead the market. Banks that can transform enormous amounts of data into valuable insights and then actions will be able to create a unique and differentiated customer experience. As CIB has always taken the road less travelled to bench- mark itself against top global institutions, we are now the first bank in the region to have an advanced analytics and data management team and will soon become the first to har- ness the power of big data for the benefit of our customers. We understand the importance of moving from a de- scriptive analytics model to predictive analytics and fully comprehend the challenges and difficulties this entails. Therefore, we are investing aggressively in our IT and Hu- man Capital to develop exceptional infrastructure that can support us through this journey. CIB invested in data storage and computation platforms to increase structured data capacity, improve reporting performance as well as invest in self-service Business In- telligence and real-time information delivery systems to manage petabytes of data for advanced analytics and new regulatory requirements. Those infrastructure invest- ments will be the platform by which CIB will conduct our advanced big data analytics. We strongly believe these developments will prove trans- formational not just for CIB, but for the banking industry in Egypt as we know it. We look forward to embarking on this transformational journey with our shareholders as we contin- ue to create more value with our ever-increasing resources. Hot air balloon rides are an excellent way to experience Luxor, a city that was renowned as a center for knowledge, art, religion and politics in the 11th Dynasty. hUman resourCes Recruitment & Selection In line with the Human Resources (HR) strategy to develop potential talents, the Recruitment Department became even more responsive when fulfilling hiring requirements during the year, succeeding in reducing the average time-to-hire to 20 days versus 35 in 2015. The department also lowered expenses associated with hiring middle and senior staffers by relying on our network- ing and direct sourcing to identify talents without using recruitment agency services. The expenses of over 30 talents were saved in 2016. The department conducted a talent-mapping exercise to allow the Bank to build a database of Egyptian talents in the GCC, US and Canada for the Bank’s critical positions. To ensure we are developing our employees as our most im- portant asset, the division introduced a new team designated to manage end-to-end internal hiring. The idea was to build a network to provide growth opportunities for potential tal- ents within the Bank. In our continuous efforts to brand CIB as the employer of choice, the Recruitment Department, in cooperation with representatives from the business side, participated in more than 15 employment fairs, awareness sessions and career events with Egyptian universities, including GUC Career Day, American Chamber HR Career Day, AUC Banking Awareness Session, CV Writing Awareness Session and the Cairo Univer- sity Business Banking Awareness Session. In 2016, we launched the Thomas International Behavioural Assessment as an additional screening tool to enhance the quality of new hires. It was used to analyse potential employ- ees’; behavioural style at work, identify their key strengths and limitations and help measure their mental agility before being interviewed for a position. Organisation Development Performance management was one of the key strategic aspects HR’s Organisational Development Department worked to de- velop in 2016. An external consultant was brought in to meet with senior management to discuss and assess the current per- formance management process, implementation and measure- ment system to identify the gaps and provide recommendations. HR was keen to deepen the “job weight approach” intro- duced in 2015. The concept was to apply a systematic method of determining the value/worth of a job in relation to others in the organisation to establish a rational pay structure. The department, in collaboration with the Reward Management Department and relevant business stakeholders, finalised the exercise for all Bank positions, translating Hay Reference levels to CIB Grades. The outcome was communicated to all group heads and employees to clarify ambiguities and make sure the entire organisational structure is on board. The job weight approach was also translated to relevant HR policies. Twelve organisational restructuring exercises were ap- proved throughout 2016 in the COO, Consumer Banking and Control Areas. The main objectives were to accommodate new functions, enhance the span of control and ensure better communication and workflow. Career maps for all branches, business banking and wealth management jobs were developed to help create a clear ca- reer path for employees by highlighting career advancement opportunities within these areas. The Employee Relations Team launched the third Employee Effectiveness Survey during the year. Some 4,627 employees participated, meaning a considerably high participation rate of 88%, with the survey revealing 57% engagement and 47% enablement. The results also revealed key organisational strengths: mainly pride in working at CIB, believing CIB has high performance expectations and understanding the link between every job and the organisation’s goals. The survey revealed important development opportunities, such as per- formance management, respect and recognition and work structure and processes. Plans to work on these opportuni- ties are being developed with the relevant business heads to address the issues in 2017. 74 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 75 2016 in revieW 13.97% CAR after profit appropriation Compensation & Benefits Job Weights We worked closely with the Organisational Development De- partment to roll out a job evaluation project correlating with our new CIB Grades to apply the weight of each position to HR’s operating system. This should help the Organisational Develop- ment and Recruitment Departments make efficient human capital decisions and support all the Bank’s lines of business. Salary Structure We introduced and implemented a new, flexible salary scale directly linked to market practices. The new structure will enhance CIB’s competitive positioning in the market to en- sure we attract and retain the best human capital assets and enhance our internal pay equity. Variable Compensation We revamped our variable compensation philosophy, taking the Bank’s strategic direction into consideration. The new mechanism is driven by varying performance ratings in line with the individual, division and overall Bank performance. It also ensures our competitive positioning among rival banks in the local and regional market. learning & Development In 2016, the Learning & Development Department was strategi- cally engaged with different business lines, offering a compre- hensive suite of learning and training programs and modules. We introduced innovative ways to effectively up-skill and em- power CIB teams with the best professional learning experience. This year, the department introduced new learning tech- niques, which included: • CIB Basic Banking Certificate Program: We revamped our induction to provide newcomers with diversified banking knowledge to help them adjust as quickly as possible and achieve maximum working efficiency. • Consumer Banking Professional Certificate: Covering 138 Branch Heads, this certificate was designed to de- velop the skill set required by any CIB Branch Head. The program included 14 mandatory modules (27 training days), and courses were spread over one year, culminat- ing in a team project presented to the Consumer Bank- ing Sr. Management panel. 76 • Annual Report 2016 • CIB • Customer Experience Program (iCare): Various training methods and techniques were applied at all levels, including: 1. Branch Management (People Managers): 546 2. Front Liners: 381 (80*) 3. Tellers & Back Office: 665 (20*) 4. CIBians (internal departments, support functions): 120 Pilot session for the Call Centre was delivered in 5. October 2016. Rollout was slated for November 2016, covering 60 agents in 2016. The remaining 290 will be covered early 2017. In line with CIB’s strategy, the Learning & Development De- partment focused on designing and delivering special tracks and programs that serve strategic business segments, keep up with ever-changing consumer banking developments, im- prove the customer experience across customer touch points and boost leadership and talent capabilities. These special tracks include: • Several leadership tracks were designed for different management tiers (Senior and Middle) to develop a com- mon understanding on CIB’s priorities/direction as well as desired management practices across the organiza- tion. L&D partnered with top-ranked worldwide leader- ship schools and institutes to deliver the best-in-class leadership programs. IMD’s Leading with High Impact Program covering 100 heads of functions. • Talent programs were designed to develop and equip fresh junior talents and Middle Management High Po- tentials that will be running in 2017. overseas Learning & Development Events Seventy overseas training courses for key talents and promis- ing delegates were offered in collaboration with Top Institute in Leadership Programs: • Seven delegates were approved to pursue their overseas postgraduate studies in 20 top universities. • Twenty-one regional heads and area managers were given the International Sales Management Diploma, endorsed by the Institute of Sales and Marketing Man- agement – England. The Agha Khan, the influential leader of the Ismaili sect, liked to spend his winters in Aswan for his health and was buried there in an elegant tomb after his death in 1957. CIB • Annual Report 2016 • 77 Shallow beaches and constantly blowing winds make Ras Sedr one of the most ideal kite surfing sites in the world. 2016 in revieW riSK grouP The Risk Group (RG) provides independent risk oversight and supports the enterprise risk management (ERM) framework across the organisation. The group proactively assists in rec- ognising potential adverse events and establishes appropri- ate risk responses essential for the building of competitive advantage, which reduces costs and losses associated with unexpected business disruptions. The group works to iden- tify, measure, monitor, control and manage risk exposure against limits and tolerance levels and reports to senior man- agement and the Board of Directors (BoD). The group is man- aged by the Chief Risk Officer (CRO), whose responsibilities entail the day-to-day monitoring of the following key areas: credit, investment, market, operational, conduct, liquidity, interest rate, security, reputational, regulatory, social and environmental risks (referred to as Principal Risks), as well as the establishment of a holistic risk management framework. Chief Risk officer credit & Investment Exposure Management credit & Investment Administration & credit Information risk Management consumer & Business Banking risk credit Exposure Management credit & Investment Administration ALM risk credit Information Market risk non-Performing Exposure Management & Provisioning Investment Exposure Management consumer credit Policy credit Assessment and Fulfillment collection and recoveries operational risk Strategic Analytics FI & country risk Enterprise risk Social &Environmental credit risk Management reputational risk & Strategic risk Initiatives Application Fraud Business Banking risk risk Infrastructure & control 78 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 79 2016 in revieW overview 2016 was yet another year of uncertain economic circum- stances that experienced CIB’s prudent risk management framework support the containment of losses. Despite chal- lenges, Risk Group continued to align and collaborate with business on product development and risk strategies to drive growth without compromising portfolio quality, which was maintained within the risk appetite parameters and contin- ued to be on sound footing despite the difficult conditions. objectives • Implement an enterprise risk management framework with the elements of risk strategy/risk appetite, process, infrastructure and risk culture. • Maintain focus on Principle Risks. • Align our risk profile with the Bank’s risk strategy and support strategic initiatives with special focus to bal- ance sheet optimisation. • Provide independent risk analysis via measurement and monitoring processes that are closely aligned with the business and support groups. • Work on raising efficiency to reduce expected losses, while maintaining adequate impairment coverage. • Initiate the process of embedding social and environ- mental risks as integral components of our risk review by developing social and benvironmental policies, pro- cesses and procedures. • Support business growth while encouraging approval/ delegation authorities to enhance turn-around time. enterprise risk management (erm) ERM remains a key pillar for the Bank. Its objective is to foster an integrated and forward-looking risk approach, dy- namic risk culture, robust and adaptable technology platform aligned with the business and risk strategy and Identifying, Measuring, Managing, Monitoring, & Reporting (IMMMR) framework to support both financial and non-financial risks. The Bank is focused on non-financial risks such as conduct, vendor, reputational, cyber, information security and IT risks. CIB’s enterprise risk monitoring and reporting are critical components that support senior management and the Board of Directors (BoD) to effectively perform their risk management and oversight responsibilities. Risk Group has strong partner- ships with key stakeholders throughout the organisation. Risk Management Framework Risk Culture Risk Governance Risk Principles Risk Appetite Limits and Policies Risk Monitoring Credit Market Operational Liquidity Interest Rate Environmental & Social Investment Reputational Emerging Non- Financial Risks Stress Testing Enterprise Risk Management identify, Measure, Manage and Report (iMMR) Risk Identification Risk Assessment Risk Response Risk Control • Identify risks that may impact strategy • Establish an integrated or cross-discipline approach Environment Infrastructure process • Impact and prioritisation of identified risks • categories of avoidance or acceptance of risks • Adherence to producers, policies and regulations Cib’s ERM Framework Components Strategy Execution Risk Strategy & Business Strategy Risk Appetite validation / reassessment Risk Identification Risk Assessment Risk Response Risk Control Organisation & People Limits Methodologies Data Systems Policies Reporting Governance Culture 80 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 81 2016 in revieW Governance CIB’s risk governance structure utilises the lines-of-defence model, with a robust committee structure and a comprehen- sive set of policies and operating guidelines that are approved by the BoD. The BoD, directly or in conjunction with Board Committees, provides oversight of approval processes, risk levels as well as key performance and risk indicators. The CRO and other risk officers, who are key members of all credit, consumer, business banking, security, asset and liability management and operational risk committees, are responsible for the identification, assessment and reporting of all types of risks across all business lines. Lines of Defence Model To ensure the effectiveness of an organisation’s risk manage- ment framework, the BoD and senior management rely on adequate lines of defence functions, including monitoring and assurance within the organisation. board of Directors, Risk, Audit, operations & technology Risk Committees Management First Line of Defence Second Line of Defence Third Line of Defence Business line management independent risk compliance & legal independent Audit review and challenge Identify and manage the risks inherent in the activities Set frameworks and rules, monitor and report on execution, manage- ment and control Provide an independent assess- ment for the whole process Manage Control Evaluate Cib is the first and only financial institution in egypt to join the UneP fi. Principles CIB’s take on risk is directed by the following principles: • Business activities are conducted within established risk categories that are further cascaded down to limits. • Decision-making is based on a clear understanding of the given risk, which comes alongside robust analysis and continuous maintenance of a defined risk appetite. • Proactively considering changing economic conditions in a holistic and forward-looking manner. • Mitigate Social and Environmental risks that may dis- rupt business performance. risk Appetite CIB aligns business objectives with risk appetite and risk toler- ance, quantifying this using capital adequacy, stable funding and earnings volatility, as primary key risk indicators (KRIs) cascaded into risk tolerances by risk category and limits. Risk appetite is the maximum level of risk the Bank is prepared to accept to accomplish its business objectives and is annually reviewed and approved by the BoD. CIB’s risk appetite statement is defined in both qualitative and quantitative terms and is integrated into our strategic planning processes for each line of business. Our frame- work for risk appetite is guided by the following principles: • Strong capital adequacy • Sound management of liquidity and funding risks • Stability of earnings limits & Policies A robust system of risk limits and policies is fundamental to effective risk management and is guided by the risk appetite framework. CIB has a comprehensive set of risk management policies, processes and procedures that are regularly updated and aligned with CBE regulations, the Bank’s strategy framework and market dynamics. CIB policies and procedures are communicated throughout the organisation and are used to control the Bank’s risk level and tolerance. monitoring Enterprise-level risk monitoring, transparency and reporting are crucial components of CIB’s risk framework and operat- ing culture, ensuring the BoD, committees and senior man- agement are effectively executing their responsibilities. CIB has developed practices designed to monitor risk and ensure control measures are exercised. culture CIB’s risk culture encourages effective communication among employees to facilitate alignment of business and risk strate- gies and promote an understanding of the prevailing risks throughout the organisation. Integrity and reputation are em- bedded in CIB’s culture, being key requirements for successful operation. CIB continues to add learning opportunities and expand risk training across its departments to raise risk and internal control awareness and ensure the Bank’s employees are well equipped to make decisions in an ethical, professional, coordinated and consistent manner. stress Testing Stress testing is performed on a regular basis to assess the impact of a severe economic downturn on our risk profile and financial position. The Bank’s methodologies undergo regu- lar scrutiny to assess the impact of different scenarios. CIB is working toward having an integrated stress testing approach as a key component of the ERM framework. Stress testing is critical in: • Identifying a unified technique for managing risk Bank wide. • Providing a forward-looking assessment of risks. • Addressing limitations in the historical forms and data. • Facilitating the future planning for capital and liquidity. • Developing applied risk mitigation techniques/contingency plans in distressed conditions. 82 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 83 2016 in revieW Cib’s Current Risk Framework Risks Measurements governance policies wholesale credit risk • Sensitivity Model/ Default Ratio/Coverage Ratio and Provisioning Monitoring • Institutional Banking Credit Committee • High Lending and Invest- ments Committee • Credit Policy g n i t s e T s s e r t S consumer credit risk Business Banking credit risk Liquidity risk Interest rate risk • Loss Rates & Provision- ing Monitoring • Leading, Coincidental, & Lagged Indicators • Behavioral, Segmenta- tion, Vintage & Past Dues Data Analysis • Liquidity Gaps • Net Stable Funding • Liquidity Coverage Ratio • Economic Value of Banking Book • Earnings at Risk • Interest Rate Gaps Market risk • Value at Risk operational risk & conduct risk Security risk Investment risk Social & Envi- ronmental credit risk • Loss Data Base • Risk and Control Self- Assessment • Key Risk Indicators • Heat Map • On-going Risk Assess- ment • Risk and Control Self- Assessment • Key Risk Indicators • Heat Map • IRR • DCF Model • Market Multiples • Portfolio Concentra- tion in High Social & Environmental Risk Firms (Category A) • Percent of Loans in S&Es Exclusions List Sectors • Breaches of Social &Environmental Covenants • Consumer Risk Com- mittee • Consumer Credit Policy • Business Banking Risk Committee • Treasury Policy • Assets & Liability Com- mittee • Treasury Policy P A A C I • Operational Risk Com- mittee • Operational Risk Policy • Conduct Risk Policy • Security Committee • Security Governance Policy • High Lending and Invest- • Direct Investment ments Committee Policy • Institutional Banking Credit Committees • Social & Environmental Credit Risk Policy Chief Risk officer Chart Chief Risk officer (CRo) High Lending & Investment committee (HILc) Asset & Liability committee (ALco) consumer risk committee (crc) operational risk committee (orc) Security committee The CRO and other risk officers, who are key members of all credit, consumer, business banking, security, asset and liability management and operational risk committees are responsible for identification, assessment and reporting all types of risks across all business lines. • The High Lending and Investment Committee (HLIC) is an Executive Committee composed of members of the Bank’s senior management team. Its primary mandate is to manage the asset side of the balance sheet, keeping a close eye on asset allocation, quality and development, while ensuring compliance with the Bank’s credit poli- cies and the CBE’s directives and guidelines. The HLIC reviews and approves the Bank’s credit facilities and eq- uity investments, although there are other Credit Com- mittees responsible for approving different exposures that carry lower limits, shorter tenors and better Risk Ratings than those reviewed/approved by the HLIC. • The Asset & Liability Committee (ALCO) is charged with optimising the allocation of assets and liabilities, given expectations of the potential impact of future interest rate fluctuations, liquidity constraints and foreign exchange exposures. ALCO monitors the Bank’s liquidity and mar- ket risks, economic developments, market fluctuations and risk profile to ensure ongoing activities are compat- ible with the risk/reward guidelines approved by the BoD. • The Consumer Risk Committee’s (CRC) overall respon- sibility entails managing, approving and monitoring all matters related to the quality and growth of the consumer portfolio. CRC decisions are guided first and foremost by the Bank’s current risk appetite, in addition to prevailing market trends, all the while ensuring com- pliance with the principles stipulated by the Consumer Credit Policy Guide, as approved by the BoD. • The Senior Business Banking Committee’s (SBBC) overall responsibility is managing, approving and moni- toring all matters related to the quality and growth of the Business Banking Portfolio and approval processes. SBBC decisions are guided first and foremost by the Bank’s current risk appetite, as well as prevailing market trends, while ensuring compliance with guidelines stip- ulated by the CBE and Business Banking Credit Policy Guide, as approved by the BoD. • The Security Committee’s main objective is to provide guidance and advice to help maintain and improve all matters related to security, including information con- fidentiality, integrity and availability, as well as physical security, Bank asset protection and workplace security. • The Operational Risk Committee’s (ORC) main objec- tive is to oversee, approve and monitor all affairs per- taining to the Bank’s compliance with the operational risk framework and regulatory requirements. Risk Organisation Under the Risk Group, risks are monitored by Credit and Investment Exposure Management, Credit and Investment Administration and Credit Information, Consumer and Busi- ness Banking Risk and the Risk Management groups. These groups actively examine and review exposure to ensure the diversification of the Bank’s portfolio in terms of capital ad- equacy, customer base, geography, industry, tenor, currency, products, countries, risk rating, segments, etc. Credit & investment Exposure Management (CiEM) In the current volatile market, CIB has successfully managed to maintain healthy growth momentum without compromis- ing the credit portfolio’s quality. Maintaining positive mo- mentum is the primary objective of the Credit & Investment Exposure Management Department (CIEM). This risk-adjusted growth is a result of the consistent commitment to the credit risk process that outlines the com- prehensive set of policies and operating guidelines adopted by Bank staff and under the supervision of the BoD and the Board Risk Committee. Credit Exposure Management (CEM) is responsible for the credit quality of the Bank’s portfolio and Investment Exposure Management (IEM) is responsible for safeguarding CIB’s interest in its equity investments and securitised bonds. The Credit & Investment Risk Process comprises of three Primary Elements, namely: • Risk identification and assessment • Risk mitigation • Risk monitoring and reporting 84 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 85 2016 in revieW egP 10.02 bn net interest income in 2016, a rise of 23.44% y-o-y CiCM Chart boD Strategy Risk Mitigation Risk Identification & Assessment CiEM Risk Monitoring & Reporting Credit policy guide risk identification and Assessment CIEM’s primary objective is to evaluate Institutional Bank- ing’s (IB) lending and investment portfolio and use qualita- tive and quantitative analysis to maintain a quality portfolio, enhance the Bank’s seniority, establish adequate protection and control and develop a solid provisioning process that en- sures adequate portfolio coverage. The following are the tools used in risk identification and assessment: • Internal Credit Rating Assessment Model: CIEM was able to design an assessment model to evaluate corporate portfolio customers’ risk ratings through several phases, starting with gathering all regulatory guidelines, consolidating historical information and translating all aspects into qualitative and quantitative measures. In 2016, CIEM was able to convert the Credit Risk Rating Assessment Model (CRAM) into a reliable tool with a well-designed workflow. 86 • Annual Report 2016 • CIB • Credit Risk Analysis: Credit approval memorandum risk analysis is the core function of CIEM. Historical perfor- mance and trends are analysed and stress tested using prevailing market and industry conditions. Following the review stage, potential risks are identified and scaled against the probability of occurrence and impact severity. The risk review is then calibrated with the output of CRAM and stress tested to create a holistic view for client cred- itworthiness and internal risk rating. This holistic view provides the insights needed in the next element of the Credit Risk Process. risk mitigation Based on the comprehensive analysis, risk mitigation mea- sures are taken to align with the Bank’s risk appetite. Accept- ed low-level risks are monitored on a regular basis to account for any changes in risk evaluation. Medium and critical risks are either reduced through collaterals, supports, guarantees and covenants, or transferred to insurance companies. In terms of additional governance, there are seven Credit Committees, each consisting of members from IB and CEM. Appropriate risk mitigation is assigned to assure maintain- ing a solid credit portfolio, following regulatory guidelines with precise monitoring triggers. risk monitoring & reporting In CIB, we understand the interdependence of all economic activities. Therefore, credit analysts cover macroeconomic, environmental, political, social and technological research for all industries on a daily basis. This information acts as an alert for any unexpected risks, be they intrinsic, industry, concentration, FX or counterparty default. CIEM is responsible for collecting monthly information to as- sess the Bank’s compliance status and ensure adhering to CBE limits. It also follows up on past due exposure or problematic accounts, with corrective actions taken if needed to meet our goal of maintaining a quality portfolio. To maintain a quality portfolio, CIEM is continuously monitoring IB credit exposure and reporting to Senior Man- agement. The BoD, directly or in conjunction with the Board Committees, oversees key performance and risk indicators. The reports delivered on a quarterly basis to the BoD include, but are not limited to: Portfolio Quality Summary, concentra- tion levels, government exposure levels, past dues, coverage ratios, Key Risk Indicators, etc. in different jurisdictions, provide cross-border services and support international trade. The impact of turbulent and stressed market conditions (i.e. macro and industry specific conditions) took a nega- tive toll on the portfolio quality, with the CIB Default Ratio recording 6.7% as of December 2016, which would read 5.7% if the effect of the devaluation were to be excluded, with an adequate coverage of 149.11%. On another note, the exposure of Watch List accounts was in- flated to EGP 6,238 million in 2016, which would read EGP 3,245 million if the effect of devaluation is excluded, compared to EGP 2,680 million in 2015, mainly as a reflection of the witnessed de- valuation during said period as 70% of said exposure is related to the Tourism Industry and is mainly in FCY. Said exposure is not alarming as the CBE initiative to support the tourism sec- tor allows banks to restructure and reschedule loans to said industry without being downgraded to non-performing loans. The same effect was witnessed on restructured loans reaching EGP 7,771 million in 2016, up from EGP 3,127 million in 2015, as tourism and non-performing loans represent 49% and 28% of said amount respectively. credit Policy Guide (cPG) CIEM is responsible for reviewing and updating the Bank’s Credit Policy Guide (CPG). The CPG regulates credit, industry, country and counter-party limits, in addition to regulating the risk appetite, tolerance and approval authorities. In 2016, CIEM finalised the Credit Processes & Procedures Guide that includes comprehensive corporate credit lending best practices and expertise that shaped the Bank’s success story and further elaborated on different parties’ roles and responsibilities. moving forward The BoD endorsed new functions to cope with the dynamic changes in the market environment over the year. Accordingly, CIEM has taken proactive steps by establishing two new teams: The team’s main functions are to: • Manage country risks along with top down approach by analysing the country’s economic and industry risks, the credit risk of economic participants, the quality and effectiveness of country regulations and the competitive environment. • Standardise process and analysis framework using up to date market data to enable immediate responses and to develop early warning signals • Prepare in depth reports covering key updates regarding the countries/ banks under review. social & environmental credit risk management CIB believes in the importance of protecting natural resources and society as a key facet of any sustained business success. In light of this, CIEM formalised a Social & Environmental Credit Risk Management Department, which focuses on procedures to guarantee the sustainable growth of CIB clients’ businesses while minimising adverse projects’ impact on the community and the environment. A framework comprising of a set of actions and measures has been implemented concurrently with the Bank’s existing prudent risk management procedures. The Social & Environmental Credit Risk Policy Guide integrates social and environmental credit risks into the Bank’s evaluation process. Green financial solution The Social & Environmental Credit Risk Department monitors market opportunities in renewable energy and energy efficien- cy solutions, providing our clients with the necessary means to finance their transformation from a business-as-usual model to a more sustainable one. Energy efficiency solution courses were conducted internally to raise staff awareness while pro- viding them with the tools needed to identify opportunities. financial institution (fi) & country risk Team The FI & Country Risk Team has been formed to actively col- laborate with international players and develop a broad net- work of correspondent relationships with a fast, yet prudent approval process. The team’s main objective is to meticulous- ly manage country risks, confidently assess financial services United Nations Environment Programme (UNEP) – Finance Initiative as an International Platform The UNEP – Finance Initiative (FI) partnered with CIB to pro- mote sustainable finance. Along with over 200 financial institu- tions, the Bank will work with UNEP FI to understand today’s environmental challenges and how to actively address them. CIB • Annual Report 2016 • 87 2016 in revieW 34.24% ROAE for the year after profit appropriation CIB is the first financial institution in Egypt to sign the UNEP FI Statement of Commitment on Sustainable Development. The Bank will join forces with the UNEP FI to stimulate a country- level policy dialogue between finance institutions, supervisors, regulators and policy makers to promote the Egyptian financial sector’s involvement in processes such as global climate nego- tiations and integration of environmental and social consider- ations into all aspects of financing operations. Furthermore, CIB took part in the UNEP FI Global Round- table, which is widely recognised as one of the most promi- nent global platforms on sustainable finance. In the 14th edi- tion of the Global Roundtable in Dubai, hundreds of leaders from all parts of the financial system, civil society, academia, governments and the United Nations gathered to discuss Financial Institutions future plans based on the Sustainable Development Goals (SDGs) and the Paris Climate Agreement. CIB enjoyed an exceptional representation in the opening Plenary, CEO’s Luncheon, energy, water and food session, in addition to the participation in the banking commission. Credit & investment Administration / Credit information The Credit & Investment Administration function ensures administrative control over institutional and investment exposures as well as compliance with both credit and invest- ment policy guidelines and CBE directives. The department is the backbone of the Investment Bank- ing (IB) division as it maintains a quality control system that ensures CIB’s seniority, protection and control. The function has enhanced efficiency in meeting customer requests to disburse funds in a timely manner. It is the main focal point in compiling qualitative information and regulatory report- ing on credit customers. Controls and compliance have been enhanced through the data integrity and risk management platform strategy. Consumer and business banking Risk Consumer and Business Banking Risk is a centralised, inde- pendent group under the Risk Group, monitoring risk for all Consumer and Business Banking asset products and apply- ing a diversified set of strategies and mitigation tools. The framework in which the Consumer and Business Bank- ing Risk group operates is subject to constant evaluation to en- 88 • Annual Report 2016 • CIB sure it meets the challenges and requirements of the Egyptian market, regulatory standards and industry best practices. The group structure is designed to facilitate the Credit Cycle and support the growth of the Consumer and Business Banking portfolio. consumer Banking risk The Consumer Banking portfolio consists of a broad range of asset products, which include personal loans, credit cards, auto loans, real estate finance loans and overdrafts. Lending programs and decisions are guided through individual prod- uct programs that assess each product separately and incor- porate detailed eligibility criteria, delegation authorities and approved peak exposures aligned with current risk appetite. The Consumer Credit Policy Guide (CCPG) sets lending boundaries and establishes robust limits to oversee ongo- ing policy management. It provides guidelines on ensuring prudent risk management and maintaining high-quality loan portfolios, while keeping in mind the risk and reward equation. It also regulates the delegated approval authorities for new product launches, tests and promotions, as well as transactional approvals. The consumer cycle comprises five main elements. and the consumer risk structure and framework mirrors these stages, each of which is managed entirely by a specialised functional department: • The Credit Policy Department, which undertakes prod- uct planning. • The Credit Assessment Department, which handles cen- tralised credit underwriting. • The Collections and Recoveries Department, which handles delinquent customers. • The Strategic Analytics Department, which provides sup- port for management in all stages, including information and analytics for decision making and credit actions. • Account maintenance activities. Business Banking risk The Business Banking Risk Department has success- fully partnered with the Business Team to achieve portfolio growth while maintaining its solid quality. This is achieved through regular reviews and dynamic parameter changes to keep abreast of the market and close monitoring and man- The inscriptions on the walls of Edfu provide important information on language, myth and religion during the Greco-Roman period in Ancient Egypt. CIB • Annual Report 2016 • 89 2016 in revieW 21.4% efficiency ratio as of year-end 2016 aging of high-risk segments. Continuous amendments are applied based on findings from portfolio reviews, including in-depth analysis, to ensure consistency in the performance of the Bank’s portfolio. The Business Banking Risk Depart- ment along with the Business Team have been focused on identifying new segments and sub-segments as well as implementing a simple product program approach that addresses the needs of those segments, leveraging the “Fac- tory Approach.” This approach involves implementing a near straight-through processing mechanism that varies based on a set of standardised criteria, in addition to support packages and documentation that allow for a standardised evaluation and shorter turnaround time. Portfolio Quality Consumer and Business Banking portfolio quality has been sustained, ensuring advanced portfolio manage- ment techniques by monitoring all current and historical programs’ performance. This helps in the identification of potential growth segments and the detection of early warning signs. The 2016 Consumer and Business Banking Asset Portfolio stands at EGP 17.4 billion with the loss rate kept at minimal levels of 1.1%. Despite the aggressive growth of the unsecured lending strategy adopted by the Bank, challenging economic circum- stances and rising inflation, key risk indicators and loss rates were maintained within risk appetite benchmarks, with non- performing loans standing at 1.5%. our Strategy going Forward consumer Banking risk • Making the Consumer Risk Processes the best in terms of market customer experience: A transformation project was initiated to automate the credit decisioning process further. • Revamp Credit Policies & Processes: The division will work closely with Business Banking to realign and revamp all policies and processes to realise a segment- focus approach instead of a product-focused one, in line with the new Consumer and Business Banking strategy. • Moving to the next level of advanced bespoke score- cards: CIB has partnered with a vendor with a suc- 90 • Annual Report 2016 • CIB cessful track record when it comes to implementing transformative solutions and cutting-edge technology for automation of decision rules, application and behav- ioural scoring models. Business Banking risk • Focus on unsecured product programs with simplified criteria and lending support to business growth. • Support the Business Team in expanding into further markets and untapped segments within the small- and very-small-size enterprise market. Risk Management Department The Risk Management Department identifies, measures, monitors and controls asset and liability management as well as market, operational and other non-financial risks via Bank policies, ensuring regulatory and risk analytics requirements are adequately managed and their status regularly reported to management and members of the BoD. enterprise risk management ERM is dedicated to leading the Bank’s overall enterprise risk management framework and monitoring infrastructure initiatives, with the objective of having a holistic, integrated and forward-looking view of risks and following best prac- tices, which was endorsed by the BoD via the ERM roadmap. The initial foundation for the ERM roadmap is strong data governance and continuous enhancement of quantitative and qualitative frameworks of Principal Risks. CIB established a dedicated department within the Risk Group to lead and implement the ERM roadmap through the following: • Ensure CIB is in line with international best practices in modelling techniques. • Continuous enhancement in quantifying qualitative risks along with improving statistical techniques used to capture quantitative risks. • Align corporate, retail and business banking risk per- spectives in modelling techniques. The ICAAP Report is a summary of the Bank’s risk manage- ment framework, starting from describing current method- ologies and processes all the way to enhancements and the optimisation of risk processes and capital planning. The Cib has a comprehensive liquidity Policy and Contingency funding Plan to manage liquidity risk, which factors in the bank’s risk profile, risk appetite as well as market and macroeconomic conditions. objective of ICAAP is to ensure the Bank understands its risk profile and has systems in place to assess, quantify and moni- tor all material risks. CIB maintains the following: • The assessment process of capital for credit, market and operational risks. • Ample capital for covering other types of risks not covered under regulatory capital, such as interest rate risk, con- centration risk, counterparty credit risk and liquidity risk. • Continuous risk management enhancements in line with local and international best practices. • BoD and management oversight of the risk manage- ment framework aligned with the regulatory require- ments and approving necessary corrective actions in case of deviations. In 2016, the Bank enhanced focus on the following Non- Financial Risks: • • Cyber Risk: Protection against potential threats have been implemented and considered as a top strategic priority. Information Security Risk: The framework is in progress and aims to set policy guidelines and controls for manag- ing and handling information within the organisation. • IT Risks: Dedicated action plans are being monitored and implemented for IT risks based on best practices. • Vendor Risk: A dedicated framework has been put in place to ensure all vendors are evaluated, monitored and assessed to meet the criteria of qualified suppliers. • Reputational Risk: Added a dedicated Reputation Risk Department in 2016 to build a robust framework. • Conduct Risk: CIB was the first Egyptian bank to es- tablish a Conduct Risk framework, in compliance with the Financial Conduct Authority (FCA), UK. The frame- work includes: Training and Awareness, Product Risk Assessment and Conduct Risk RCSA and Heat Map. • Social & Environmental Credit Risks: A devoted de- partment was established and policy was approved to assess and mitigate material Social & Environmental Credit Risks. Liquidity Risk arises from the Bank’s inability to meet fi- nancial obligations and regulatory liquidity requirements. CIB has a comprehensive Liquidity Policy and Contingency Funding Plan to manage liquidity risk, which factors in the Bank’s risk profile, risk appetite as well as market and mac- roeconomic conditions. The main measures and monitoring tools used to assess the Bank’s liquidity risk include regulatory and internal liquidity ratios, liquidity gaps, Basel III liquidity ratios and funding base concentration. CIB managed to maintain a strong liquidity ratio in 2016 compared to the guidelines of both the CBE and Basel III (Li- quidity Coverage and Net Stable Funding ratios). The CBE’s liquidity ratios for LCY was 60.77% and FCY 47.80% for the year, maintaining the Bank’s strong position even during volatile times. CIB has a robust Contingency Funding Plan (CFP) that supports diverse funding sources of liquid assets, maintaining an adequate liquidity buffer with minimal reliance on wholesale funding. 2016 witnessed an exceptional percentage of customer deposits to total funding base (a major component of CIB’s Risk Appetite Statement) of 98.6%. Throughout the year, stress test- ing scenarios (specific and systemic) showed that no immediate action was required in the CFP, which was further fortified by the existence of sufficient high-quality liquid assets (HQLA). 2016 Q1 Q2 Q3 Q4 Percentage of Deposit Base to Total Funding Base 99.6% 99.2% 99.7% 98.6% Interest Rate Risk is the potential loss resulting from the Bank’s exposure to adverse movements in interest rates. Interest rate risk primarily arises from re-pricing maturity structures. In 2015, CIB used an effective risk management process that maintained interest rate risk within prudent levels that ensured the Bank remains on safe and stable ground. Additionally, CIB proactively positioned the balance sheet in a way that allows it to benefit from a volatile interest rate environment. The Bank uses complementary technical approaches to measure and control interest rate risk includ- ing Interest Rate Gaps, Duration, Duration of Equity (CBE parameters) and Earnings-at-Risk (EaR). The Bank also has a comprehensive interest rate risk mea- surement framework that assesses the impact of interest rate changes in manners that are consistent with the scope of ac- tivities, evaluating interest rate risk from both the earnings and economic value perspectives. CIB • Annual Report 2016 • 91 2016 in revieW egP 267.5 bn in total assets • Optimised our operating model to achieve more effi- ciency through process reengineering and underwriting automation initiatives resulting in significant improve- ments in asset products’ turnaround times, maintaining enhanced approval rates while achieving significant headcount optimisation. • Supported the successful migration of Citibank port- folios through facilitating the smooth integration of Citibank’s portfolio and personnel into CIB’s culture by providing training sessions and orientations for systems, policies and processes, as well as ensuring all key acqui- sition risks were effectively managed. • Reinforced our Collections structure in line with indus- try best practices; a Collection Strategy Unit was created to optimise collection capabilities and instilling best practice activities such as collection contests, champion challenger approach and developing different strategies for every bank segment. • Strengthened the stress-testing model to account for shifts in risk factors as well as including regression analysis between KRIs, Probability of Default (PD), and Macroeconomic Indicators. Results are integrated into risk management decision-making processes for risk limits and appetite. Market Risk is the risk of losses that may arise from adverse movements of market prices of trading positions, including in- terest rates, foreign exchange and equity as well as the changes in the correlations and volatility levels between those risk fac- dence level and a one-day holding period. VaR is calculated for the Bank’s total trading book exposures as well as for each risk class, e.g. interest rate, equity and foreign exchange. Deposit base Concentration december 2016 trading VaR for 2016 95% 1-day Minimum Maximum Average Trading Book VaR 11.3 335.9 51.7 95% 1-day Q1 Q2 Q3 Q4 Trading Book VaR 30.9 27.9 14 116.4 Regular back testing of daily profit and loss against the esti- mated VaR is performed to validate the accuracy and integrity of the Bank’s VaR model. In addition, the Bank estimates the Stressed Value at Risk (SVaR) on a daily basis. SVaR measures the potential loss under stressed market conditions. Stress test- ing combined with VaR provides a more comprehensive view of market risk. SVaR is calculated using the maximum volatility levels witnessed during the observation period and is estimated by using a 95% confidence level with a one-day holding period. Regular stress testing is also carried out using a combination of historical and hypothetical scenarios to monitor the Bank’s vulnerability to extreme and unexpected shocks. Operational Risk refers to potential loss that could result from inadequate or failed internal processes, people or sys- tems or due to external events. CIB maintains a comprehen- sive operational risk framework, with policies and processes designed to provide a controlled environment and to monitor the first line of defence in identifying and assessing opera- tional risks and controls. Current Account..............................26.0% Time Deposits ..................................24.8% Certificates of Deposits .............29.8% Saving Accounts .............................16.6% Others ..................................................2.8% tors. Market Risk Management (MRM) sets key limits to moni- tor and control market risk by considering both the Bank’s risk appetite as well as the projected business plan. These limits include position, stop-loss and Value at Risk (VaR) limits. When limits are exceeded, MRM is responsible for identifying and escalating those cases instantly. The Bank primarily uses the VaR technique to quantify the market risk. VaR is a probabilistic measure of the potential loss under normal market conditions, at a specific confidence level over a certain period of time. As the Bank’s trading book portfolio includes linear level 1 assets, the Variance-Covari- ance approach is used to calculate VaR, using a 95% confi- We monitor corrective action plan implementations to mitigate risks in systems, human factors, policies, internal processes and external events using CBE guidelines and best practices. The framework uses the following approaches to measure and control operational risk: • Operational Loss Events • Risk and Control Self-Assessment (RCSA) • Key Risk Indicators (KRIs) • Control Testing • Issues and Action Plans • Operational Risk Awareness Program • Operational Risk Champions Program • Stress Testing 2016 Accomplishments • CIB Risk Group won three awards in Achievement in Liquidity Risk, Operational Risk and Best Retail Risk Management Initiative for Middle East & Africa from Asian Banker Singapore. • CIB has been short listed as a finalist for the ERM Strat- egy of the Year by CIR Magazine in the UK for the Annual Risk Management Awards. Over the last two years, the group has won four risk awards in four different catego- ries (ERM, Retail Risk, Liquidity Risk and Operational Risk), which validates the strength of our ERM initiative and overall Risk Group framework. • CIEM was able to inaugurate the Credit Rating Assess- ment Model (CRAM). • CIEM formed the Financial Institution (FI) & Country Risk and Social and Environmental Credit Risks teams. • CIB was the first and only bank in Egypt to join the United Na- tions Environmental Program Finance Initiative (UNEP FI). • Risk Culture was enhanced by covering almost 50% of the organization via training courses and awareness ses- sions. In addition, the Bank achieved a 96% passing and participation rates for the online organization aware- ness for Operational and Conduct Risks. • Supported the growth of high-return portfolios driven by significant high-yield parameter changes and new pro- grams launched to support unsecured business growth while maintaining rigorous controls on portfolio quality. 92 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 93 2016 in revieW ComPlianCe Marsa Alam’s Port Ghalib is the only South Red Sea marina from which safari boats can make direct trips to some of the world’s most famous marine sites like Daedalus Reef and Brothers Island. The Compliance Group is an independent unit that continues to support CIB’s business and operations to enable the Bank to pursue its growth strategies. The group works to ensure CIB adheres to compliance standards to safeguard the Bank against a full spectrum of compliance risk, while reducing the risk of imposed fines by the regulator. The Compliance Group has five divisions under its umbrella: The Policies and Procedures Division ensures that all con- trols, laws and regulations are embedded in the applied policies and procedures, which are periodically reviewed to ensure they are up to date. The division is also responsible for reviewing and approving marketing materials, contracts and customer forms. The Corporate Governance and Code of Conduct Division ensures that a sound corporate governance model is in place and that the Bank adopts international best practices in compliance standards. The division also ensures the appro- priate segregation of duties for all positions across the Bank by reviewing updated job descriptions versus organisation charts to detect and escalate cases of conflict of interest. The Anti-Money Laundering and Terrorism Financing (AML) Division monitors transactions and customer account activity and screens transactions against negative lists and those related to sanctioned countries to avoid the Bank’s involvement and shield it against money laundering and terrorism-financing crimes. The Foreign Account Tax Compliance Act (FATCA) Divi- sion ensures the Bank and its subsidiaries are consistently in compliance with FATCA regulations and reports yearly to the US Internal Revenue Service (IRS). The CBE Relations Division serves the entire Bank to en- sure all banking operations comply with CBE instructions and guidelines. 2016 Accomplishments In 2016, the Policies and Procedures Division undertook several new preventative initiatives, such as reviewing the supporting documentation of new products and ensuring the required approvals have been obtained to guarantee its compliance with established policies, laws and regulations. The AML Division managed in 2016 the logistics involved in converting to a fully automated monitoring system using SAS software, the industry’s leading analytics software and solutions provider. The first phase of the program will be launched in 1Q2017 and the second phase in 2Q2017. The AML Division also succeeded in quickly and efficient- ly migrating Citibank’s retail portfolio, which was acquired by CIB in 2015, in accordance with CIB’s AML policies and procedures. It also updated in 2016 the risk assessment to evaluate the exposure to operational risk in AML. In keeping with the AML Division’s ethos of consistently en- hancing performance and applying the highest international standards and best practices, the AML team attended several international and local seminars and conferences to keep up to date on AML trends locally and globally. In doing so, three AML officers became internationally certified by the ACAMS in 2016, with more expected to be certified in 2017, making the team one of the highest qualified in the country. The FATCA Division successfully outlined the accounts acquired in the Citibank transaction. It also sent the yearly reports to the IRS as a Foreign Financial Institution and as a sponsoring entity for CIB Funds. To more effectively keep up with the regulator’s direc- tives, in 2016 a CBE Relations representative joined the FX Committee to ensure the Bank abides by FX allocation regulations. Due to market conditions and ongoing changes during the year, the division had to respond to a substantial volume of daily inquiries and follow special CBE approvals for exceptional cases. In another milestone for the Compliance Department in 2016, the Chief Compliance Officer was a member of a committee formed by the Egyptian Financial Supervisory Authority to develop the “Corporate Governance Guide for Egyptian Companies,” receiving a certificate of appreciation for efforts exerted in launching the guide. goals going Forward Going forward, the Compliance Group plans to continue to improve the efficiency of processes and turnaround time, sup- port CIB through the Group’s five divisions and enhance staff awareness of key compliance issues to even better safeguard the Bank against potential risk. The department also plans to en- sure adequate controls are in place while maintaining a smooth workflow to boost customer satisfaction. The aml division quickly and efficiently migrated Citibank’s retail portfolio, which was acquired by Cib in 2015, in accordance with Cib’s aml policies and procedures. 94 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 95 2016 in revieW inTernal auDit Being the first Internal Audit Group in Egypt complying with international standards (IIA Professional Practice Frame- work), CIB Internal Audit Group is continuously striving to keep itself ahead and delivering audit services according to international standards. CIB Internal Audit Group is backed by a prudent Audit Com- mittee of the Board of Directors, which ensures the independen- cy of the IAG as the Third Line of Defence, reviewing activities of the first two lines of defence based on the risk-based audit plan and the methodology approved by the Audit Committee. The role of Internal Audit Group is to provide independent as- surance to the Audit Committee, Senior Management and the regulators of the efficiency and effectiveness of governance, risk management and internal controls to mitigate exposure to risks and recommend enhancements if necessary on an on-going basis. Internal Audit Group provides reasonable assurance of the implementation of the Enterprise Risk Management (ERM) and assures that the three lines of defence are in complete alignment with the objectives and strategy of the bank, and that the group is in full synergy with the Compliance Department and Risk Management Department, without breaching its independence. Internal Audit Staff are very well chosen with diversified experience covering all the banking functions. Some 45% of the staff is certified (CIA, CBA, CPA, CISA, and MBA). They are continuously provided with on-the-job training and attend overseas conferences like annual IIA conferences. Senior staff freely shares their expertise with junior staff, who also have consistent access to middle management that expose them to the latest trends and methodologies worldwide. The Internal Audit Group works as a true business partner, which is reflected in the findings of an independent survey conducted by an outsourced Human Resources consultant company, indicating that 70% of the bank staff believe “Internal Audit helps improve the process and is a true business partner.” The structure of the Internal Audit Group allows the Chief Audit Executive to maintain quality assurance and to develop intensive programs to cover all aspects of internal audit activ- ity. These tasks are implemented by professional auditing teams that are assigned follow-up functions. The Chief Audit also set up a separate Quality Assurance Team reporting directly to him. 96 • Annual Report 2016 • CIB The Citadel at Pharaoh’s Island, a UNESCO World Heritage Site in the Gulf of Aqaba, was built in 1170 by crusaders. The island is surrounded by coral reefs and an underwater mountain that plunges 24 meters to a huge table of corals. CIB • Annual Report 2016 • 97 2016 in revieW brand & CorPoraTe CommuniCations With the ongoing, evolving economic changes locally and internationally, the Brand & Corporate Communications Department continued to maintain the Bank’s leading brand image by further solidifying and expanding brand equity, loyalty, positioning and exposure. The Brand & Corporate Communications had several ac- complishments in 2016. The most important was coming out with the original movie production “CIB: 40 Years of Excel- lence”, which featured the history of our four decades of suc- cesses and achievements that brought CIB to the leading posi- tion in which we stand today. The movie was promoted across print and online media as well as through social media. 2016 also saw the release of “150 Years of Egyptian Post”, which celebrates Egyptian heritage – an integral part of our identity. Another significant release of CIB Books was the “Scents of Egypt”, which offers a collection of photographs by renowned artists spanning every geographic pocket of our country that depicts the essence of our history and culture and celebrates equally Egypt’s splendid past and vibrant present. This was in addition to the production of the IR movie and CIB Foundation’s annual activity report that con- sisted of its annual movie and 10 documentaries. Further boosting CIB’s expansive brand exposure, the Bank maintained its focal, exclusive branding position across Cairo International Airport, being the first and only bank with branding inside and outside airport tubes. This strategic brand positioning also covers the airports of Burg Al-Arab, Hurghada and Sharm El-Sheikh. On the international front, CIB maintained its significant exposure across different foreign media channels, by promoting pivotal campaigns and CIB editorials across the world’s promi- nent publications, in addition to securing the premium place- ments of digital banners in renowned, high-traffic online media platforms. Some of the leading media platforms that featured CIB included, but were not limited to, the Wall Street Journal, The Financial Times, The Economist, Forbes Middle East, Asia Money, EMEA Finance, Bloomberg, Euromoney and Emerging Markets. Our international campaigns were not solely focused on promot- ing our brand image, but supporting Egypt’s by communicating ongoing, healthy economic reforms and hence contributing to the 98 • Annual Report 2016 • CIB creation of a favourable perception about the country’s invest- ment environment and its lucrative opportunities. Locally, CIB capitalised on its strong presence across Egyp- tian media platforms and diversified the channels of brand ex- posure through advertisements, special editorials and inter- views with various highly regarded publications and websites including Bloomberg Middle East, MSNBC and Al-Arabiya. In the digital arena, Brand & Corporate Communications forged ahead with the Bank’s firm strategy to maintain the sustainable development of its e-channels to keep up with the fast-growing digital world. The most important of these was the CIB website, which saw several enhancements and features added, turning it into a mobile friendly portal with an intuitive and responsive design that adapts to all tablets/ smart phones to further enhance the user experience. Investing on the internal communications channels is of equal importance to brand equity. The corporate intranet and monthly newsletter have been the main channels used by the department to bring all CIBians on the same page throughout the year. Cementing CIB’s leadership through diverse channels has always been a core goal for the Brand & Corporate Commu- nications division. This has translated into various highly selective sponsorships and activities that not only sustain the Bank’s firm commitment toward society in general, but cements the Bank’s support of Egyptian youth in specific. This year, the Bank further diversified its sponsorships and sealed new ones: • Sawy Culture Wheel • KidZania • Zawya, an art-house cinema in Downtown Cairo • Money & Finance Conference • ICT • Friends of Opera • Third Annual Energy Conference • Egyptian Squash Federation • Upper Egypt Youth Salon • Cairo Symposium • American Chamber of Commerce in Egypt (AmCham) • Folklore Night by the Embassy of Australia • IMAX, Americana Plaza and Point 90 cinema complex 500 of Egypt’s largest corporates choose to bank with CIB Focusing on CSR activities rooted in CIB’s corporate iden- tity, many outstanding initiatives took place in 2016, among which was the distribution of 20,000 Ramadan Food Boxes in 10 governorates in cooperation with the CIB Foundation. Another activity was held at the 57357 Children’s Cancer Hospital before the beginning of Ramadan, which saw our team decorate the hospital to bring joy to young patients and their families celebrating the Holy Month. CIB Awards CIB’s superior performance and depth of premium service and products were recognized by many reputable organiza- tions that granted the Bank different notable on both the regional and international levels. In 2016, the Bank received a total of 20 international awards, seven of which were received for the first time, including: • Best Bank in Egypt Supporting Women-Owned and Wom- en-Run Businesses awarded by the American Chamber of Commerce in Egypt (AmCham): This AmCham award is given to organizations that dedicate special attention to women in their community by supporting them through a bouquet of services and products tailored specifically for women. It reflects CIB’s distinctive commitment to sup- porting women, financing their business and endeavours and offering them many banking services and products, including, but not limited to, providing credit facilities to finance projects and offering the exclusive Heya credit card with tailored benefits. • Best Private Bank in Egypt 2017 awarded by Global Fi- nance: Based on an in-depth analysis conducted by Global Finance, this award is granted to organizations that have the deepest experience, best value and highest level of cus- tomer service within the private banking sector. CIB was certainly deserving of the award seeing as it succeeded over the year to maintain its outstanding performance and record of accomplishments, which have cemented the leading position it occupies today. • Middle East Most Effective Recovery awarded by The Business Continuity Institute: This award is one of the most prestigious of the Business Continuity Management Regional Excellence Awards, which recognize organiza- tions that achieve a certain level of excellence in the fields of continuity management, technology recovery and cri- sis management. Received for the first time, this award emphasises the positioning of CIB as a market leader for implementing BCM best practices and positions it as the only Egyptian private bank competing against regional organizations and industry professionals in the business continuity industry. • Best Retail Risk Management Initiative in the Middle East, Best Employee Engagement Initiative in the Middle East and Achievement in Operational and Liquidity Risk Management Awards for 2016 by The Asian Banker: CIB received these four awards in recog- nition of its firm, effective management frameworks that supported the Bank in navigating through the economic volatility and maintaining its leading position as the most profitable private sector bank in Egypt. This is in addition to the Bank’s dynamic strategies that have successfully mitigated potential risks, such as those related to cyber crime and forged cheques. The list of 2016 awards also includes: • Best Trade Finance Provider in Egypt - Global Finance • Best Treasury and Cash Management Providers in Egypt - Global Finance • Best Foreign Exchange Providers in Egypt - Global Finance • Best Sub-custodian Bank in Egypt - Global Finance • Best Bank in Egypt - Excellence Award - Euromoney • Most Active Issuing Bank in Egypt in 2015 - The Euro- pean Bank for Reconstruction and Development • Best Cash Management Services in North Africa - EMEA Finance • Best FX Services in North Africa - EMEA Finance • Best Bank in Egypt - EMEA Finance • Bank of the Year in Egypt - The Banker • MT 202 ELITE Quality Recognition Award with STP rate of 99.70% - by JP Morgan • MT 103 Quality Recognition Award with STP rate of 98.22% - by JP Morgan CIB • Annual Report 2016 • 99 STraTegiC SuBSIdIArIES cIB owns two strategic subsidiaries that allow the Bank to offer a full suite of services from investment banking and asset management to security services. 100 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 101 The ancient region of Deshret Reithu near Saint Catherine’s Monestary provided Ancient Egypt with turquoise, gold and copper. Ruins of mines and temples can still be found there. sTrATeGic suBsidiAries Ci CaPiTal HolDing CI Capital Holding (“CI Capital” or the “Group”) is a leading Egyptian investment banking, securities and investment management firm. The Group is a wholly owned subsidiary of CIB, Egypt’s largest private-sector commercial bank. Through its headquarters in Cairo and offices in New York and Dubai, CI Capital offers a wide range of financial services to a diversified client base that includes individual, high-net- worth and institutional investors and corporate clients. The Group offers its services across six business lines: Securities Brokerage, Equity Research, Asset Management, Investment Banking Advisory, Leasing and Private Equity. The Group’s Investment Banking arm is the number-one- ranked advisor in Egypt, having successfully executed c. EGP 106 billion in transactions since inception, with more than EGP 72 billion executed since the beginning of 2013. The com- pany advises on mergers and acquisitions, private and public equity and debt capital raising and financial restructures. The Securities Brokerage arm is a market-leading broker- age house in Egypt, ranked number one on the Egyptian Exchange, with a market share of 9.65% of total trading as of year-end 2016. The firm’s share among institutional inves- tors is even higher at 19.9%. CI Capital’s brokerage platform is complemented by an industry-leading research platform covering more than 75 companies across 11 sectors in seven markets, with a top-tier analyst team ranked sixth in MENA Research by the 2015 Extel Survey – second in the MENA region and first in Egypt. The Asset Management Division manages fixed income, money market and equity products, with AUM in excess of EGP 9.9 billion. The division managed to position itself as a top quartile asset manager in all types of funds and portfolios. The division manages 10 diverse funds and provides portfolio management services to a wide client base, while also offer- ing discretionary services to high-net-worth individuals and institutional investors. Clients are provided with comprehen- sive, personalised services tailored to their investment and reporting requirements. The Asset Management team has always been at the forefront of innovation, launching Egypt’s first one-year, open-ended capital-protected fund and first- ever Sharia-compliant money market fund. 102 • Annual Report 2016 • CIB During 2016, CI Capital acquired a controlling stake in Cor- please, one of the leading financial leasing companies in Egypt. CI Capital was recognised as the “Best Investment Bank in Egypt” by Global Finance in 2014 and 2015, by EMEA Finance in 2013, 2014, 2015 and 2016 and by International Finance Magazine in 2014. 2016 Review securities Brokerage • CI Capital’s brokerage arm staffs more than 119 em- ployees, with an average of 11 years of experience in MENA capital markets. To better compartmentalise tasks and protect the interest of each segment, CI Capital’s Securities Brokerage arm is comprised of two companies: Dynamic Securities, which caters to local retail investors, and CIBC, which caters to foreign, local and GCC institutions and high-net-worth Individuals across Egypt and the GCC. • The synergies of its Research, Sales and Trading teams al- lowed CIBC to continue to grow its overall market share and ranking on the EGX. A market share of 9.8% (exclud- ing one-off transactions) puts the company in first place among competition. CIBC remains the largest institu- tional broker with a 23.6% market share, including a 27.5% foreign market share compared to 17.6% in 2012. • CI Capital Research is Egypt’s leading research house, most recently being ranked fifth (up from sixth) among regional firms in EMEA Extel’s 2016 Institutional Investor vote and second among local firms covering the MENA region. Out of a team of 13, five analysts covering macro, telecoms, industrials, chemicals, consumer and construction are ranked among the top 25 in the region, according to EMEA Extel 2016. The division has active coverage of 30 Egyptian companies across six sectors, in addition to 41 regional companies across seven MENA markets: the UAE, Saudi Arabia, Qatar, Oman, Kuwait, Jordan and Morocco. • The firm successfully received approval from the UAE Se- curities and Commodities Authority during 1H2015 and is currently in the final stages of establishing on-the-ground presence in Dubai to branch out its regional platform and grow its GCC client base further. CIBC’s potential pres- ence in the UAE not only provides direct market access to the company’s clients but will also diversify revenue generation from other GCC markets, complimented by a strong and growing MENA research product. • CI Capital also hosted the 3rd Annual Egypt Equities Con- ference in Cape Town in August 2016, receiving excellent feedback from both investors and corporates alike. • Finally, and as an extension to its track record of success- ful flagship conferences, CI Capital Brokerage hosted its 4th Annual Egypt Investor Conference in January 2016, spanning Cairo and New York. The conference hosted 38 of Egypt’s publicly listed companies meeting one on one with close to 100 foreign, local and GCC investment institutions and high-net-worth individuals managing c. USD 5 trillion in GEM and frontier equities. Asset management • The division is recognised as one of the first and best in- stitutionalised asset managers with a strong manage- ment team backed by the fastest growing, full-fledged Investment Bank. • We are a pioneer in introducing innovative products to the Egyptian market with AUMs in excess of EGP 8.0 billion and the widest mandate range in the Egyptian market. • Our outstanding, sustainable performance in all dif- ferent asset classes under management in the Egyptian market have pushed us to outperform both the respec- tive benchmarks and the average returns of market peers. Our accomplishments have led to our accredita- tion by the Egyptian Investment Management Associa- tion (EIMA) with international recognitions and awards. • The division puts strong emphasis on corporate gover- nance and risk management to align business practices with the best interests of stakeholders while maximising transparency through timely information disclosure. • We serve prominent local and foreign institutional cli- ents with professionalism, integrity and strict abidance to business codes of ethics. • CI Asset Management was been awarded 2016’s “Best Asset Manager in Egypt” by Global Investors for the sev- enth consecutive year. • We were also awarded 2016’s “Best Asset Manager in the Egyptian Market” by Global Business Outlook. • Year to date, CIB Equity Fund Estithmar has been ranked second among all other equity funds by EIMA. • Year to date, CIB / FIB Sharia-Compliant Equity Fund Aman has been ranked second by EIMA. • Blom Money Market Fund was ranked first among all money market funds for seven consecutive years (2009- 2015), maintaining its top ranking in 2016. investment Banking • CI Capital Investment Banking acted as the exclusive financial advisor to Olayan Financing Company on its EGP 518 million acquisition of a 100% stake in El Rashidi El Mizan, Egypt’s market-leading confectionery player, in November 2015. • CI Capital Investment Banking acted as international joint lead manager on Orascom Development Holding’s CHF 135 million rights issue in December 2015. The highly successful transaction is CI Capital’s first interna- tional offering on the Swiss SIX Exchange. • The arm acted as exclusive financial advisor to Qalaa Holdings on the EGP 422 million sale of a 94% stake in Tanmeyah Micro Enterprise Services, a leading microfi- nance player in Egypt, in March 2016. • CI Capital Investment Banking acted as exclusive finan- cial advisor to Actis on its EGP 959 million sale of a 7.5% stake in Edita Food Industries, a leading F&B player in Egypt and the region, in June 2016. CIB • Annual Report 2016 • 103 sTrATeGic suBsidiAries falCon grouP Established in 2006 as a joint venture between CIB, the CIB Employees Fund, Al-Ahly for Marketing and other private entities, Falcon Group has since grown exponentially into a full-fledged security services company. The group’s main lines of business that operate as separate legal entities are Security Services, Cash in Transit, Technical Services and General Services and Properties Management. The Group has been the main security service provider for several top-tier government and non-government or- ganisations, such as the United Nations, and a number of embassies in Egypt. We value our clients as business part- ners, dedicated to providing them with the highest quality of service and treating their goals and objectives as our own. We strive to increase their competitive advantage by consistently exceeding expectations. Falcon’s marketing plan for 2017 seeks to upgrade and develop our lines of service, specifically by targeting banks and other financial institutions, governmental bodies, tourism facilities and the construction sector. In addition, we are committed to safeguarding the wellbeing of our employees. We have created a fully functioning structure and utilised systematic procedures for identifying and minimising the risk of employee harm. Accomplishments Falcon for Public Services and Project Management holds a market share of 18.5%, serving a large client base out of 295 different locations as of 2016. Our values help us drive our objectives and provide us with guidelines by which we achieve meaningful results in the project management sphere, providing our clients with the best possible services. The division succeeded in signing key contracts with several government agencies, such as for the Interior Ministry’s new building in New Cairo and for the site of the State Security at Nasr City / Cairo. We also renewed our cleaning contract with Orange Egypt for another three years, ending in 2019. Falcon for Security Services managed to sign security contracts with several prominent entities and embassies in 2016, including the Australian Embassy, UNHCR Office, the Belgian Embassy and the Indian Embassy. Falcon Group also established a new company named National Falcon, which secured a contract with Sharm El Sheikh Airport and plans to sign an agreement with Cairo Airport for security services us- ing our fully trained security personnel. Falcon for Security Services has a market share of 55%, serving a large client base out of 515 locations as of 2016. Falcon’s Cash in Transit segment has a market share of 35.5% as of 2016. The segment services 133 clients with our top-notch services and our exemplary track record. The division signed five new contracts in 2016 and renewed our agreement with Emirates NBD. Also we increased the number ATMs served across our bank client network, hit- ting 1,010 ATMs served versus 800 last year. The segment saw the amount of transferred cash (Cash in Transit) climb to EGP 250 billion during the year after increasing the number of vehicles in our armored vehicle fleet. Falcon’s Technical Services Division has a market share of 60% as of 2016. The division managed to sign contracts with numerous new clients during the year, including with Cairo Airport’s Technical Support System, the Egyptian Airport Authority, the Egypt Post Authority and the Interior Ministry. 2017 Goals Falcon for Public Services and Project Management: In 2017, we plan to sign several important contracts with government agencies, such as the Alexandria Security Directorate, with prominent resort villages, like Marina and Marakia, and with top banks such as QNB, HSBC and Credit Agricole. In ancient times Aswan was a garrison town for the military campaigns against Nubia; its quarries provided the granite used for ancient Egypt’s mammoth sculptures and obelisks. Falcon for Security Services: Our marketing plan for 2017 seeks to upgrade and develop our lines of service, specifi- cally by targeting diplomatic institutions and more gen- erally by developing segmented marketing strategies for every line of business. We plan to restructure all security contracts in terms of payment to terminate any loss-making contracts and ensure we continue to improve our services. Finally, we plan to further develop our strategy of safeguard- ing the well-being of our employees by continuing to improve the structures we employ to minimize employee risk. Falcon’s Cash in Transit: We are looking to grow our market share during the year through many new business avenues, the most important of which is opening a new centre vault in Alexandria. Falcon’s Technical Services Division: We plan to con- tinue not only providing quality services, but improving our facilities and amenities in 2017. To date, the division is conducting research into the line of business to identify new opportunities and map out more specific goals for the year. Also we signed with Alsmahy for tactical gear autho- rization and STC authorization. 104 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 105 SuStAInABILItY Sustainable growth and development are the cornerstones of any business strategy, which is why they have long been part and parcel of cIB’s philosophy. Almost all Egyptian mangrove stands, particularly in Marsa Alam, are now protected as their dense root systems filter out sediments and protect coral reefs. 106 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 107 susTAinABiliTY CorPoraTe governanCe We at CIB believe corporate governance is built on a set of concrete principles and values that aim to not only gain investors’ trust, but also sustain it. Based on this belief, we have for years now consistently followed numerous codes and values derived from the core of corporate governance best practices. In fact, CIB laid out the foundations of good governance many years ago, which have now come to form the framework around which our five-year plan revolves. Striving for the best interests of our shareholders guides everything we do, and we have established a sound reporting system that ensures the dissemination of material informa- tion in a timely, transparent and accurate manner. The Bank continues to uphold its mandate of creating value for its shareholders, something we are firmly committed to in the present and in the future. We take pride in our strong corporate governance structures, which include an experienced team of senior management professionals, competent Board committees as well as a distinguished group of non-executive directors, who believe mandated laws and rules that govern business activities can never be substituted for ethical behaviour and voluntary compliance. CIB’s highly qualified Board of Directors (BoD) is support- ed by internal and external auditors, as well as other internal control functions (Risk, Compliance, and Internal Audit) and effectively utilises the work carried out by those functions to ensure the Bank adheres to international best practices of corporate governance. Board of Directors CIB prides itself on its strong, renowned BoD that provides the Bank with the necessary leadership and experience to manage its business with integrity, efficiency and, most im- portantly, excellence. The Board primarily focuses on long-term financial returns and the best interest of all stakeholders, whether they are customers, shareholders, employees or members of the com- munities in which the Bank operates. The Board’s role is to set the Bank’s long-term strategy and provide proper over- sight. It establishes the appropriate tone at the top, oversees 108 • Annual Report 2016 • CIB management and long-term performance, reviews financial planning and audit process, ensures risk oversight and compliance, sets compensation and performance goals and manages director nomination, evaluation and succession planning. It oversees our economic, social and environmen- tal sustainability, performing its duties with entrepreneurial leadership, sound strategies and risk management oversight to ensure risks are assessed and properly managed. CIB’s Board is composed of eight members, with a diverse knowledge base and a balanced skill set that gives the Bank a distinct competitive edge. The directors meet at least six times per year to discuss matters that are important to shareholders. Over the course of 2016, CIB’s BoD met seven times. Being the single largest shareholder in CIB, Fairfax Financial Holding Ltd, through its wholly owned subsidiar- ies, currently holds 6.65% of CIB’s local shares on the back of its transaction with Actis in May 2014 and has one repre- sentative on the Board. Mr. Hisham Ezz Al-Arab chairman and managing director Mr. Hisham Ezz Al-Arab has led CIB since 2002 as Chairman and Managing Director. Under his leadership, CIB expanded its lead- ing position, grew its market capitalisation from EGP 1 billion to EGP 84.3 billion and developed from a wholesale lender into the full-fledged financial institution it is today. His vision transcended financial performance to include the adoption of best practices in corporate governance, risk management and building a modern banking culture. With these efforts, CIB’s stock is now viewed by the international investment community as a proxy stock for Egypt and the benchmark for its banking industry. As Managing Director, Mr. Ezz Al-Arab along with the excellent and competent CIB Chief Executives and Manage- ment Team bring decades of experience and thought leader- ship that guide CIB’s direction in addition to overseeing the day-to-day tasks of managing the Bank. While directing this effort, Mr. Ezz Al-Arab is person- ally responsible for ensuring adequate and effective gov- ernance of the Bank through managing the Risk, Compli- ance and Legal Departments. Striving for the best interests of our shareholders guides everything we do, and we have established a sound reporting system that ensures the dissemination of material information in a timely, transparent and accurate manner. In June 2016, Mr. Ezz Al-Arab received Euromoney’s Award for Excellence for his “Outstanding Contribution to Financial Ser- vices in the Middle East”. In January 2015, he was awarded EMEA Finance African Banking Award’s “Best CEO in Egypt and Africa Region” for the year 2014 in recognition of the distinguished suc- cess of CIB in the banking sector under his leadership. Mr. Ezz Al-Arab is the Chairman of the Board of Trustees of the CIB Foundation. He has also been a Director at Mas- terCard Middle East and Africa’s Regional Advisory Board since June 2007, in addition to being a principal member of the American Chamber of Commerce. For his distinguished work, he was elected as a member of the Board of Trustees for the American University in Cairo in November 2012. In March 2013, Mr. Ezz Al-Arab was also elected as Chairman of the Federation of Egyptian Banks. In February 2014, he became a member of the Institute of International Finance Emerging Markets Advisory Council – EMAC. Prior to joining CIB, Mr. Ezz Al-Arab led a reputable bank- ing career as Managing Director of international investment banks in London (Deutsche Bank, JP Morgan and Merrill Lynch), Bahrain, New York and Cairo. Dr. Medhat Hassanein non-executive Board member Dr. Medhat Hassanein is a PhD, DUP (Distinguished Univer- sity Professor) and Professor of Finance and Banking with the Management Department of the School of Business at the American University in Cairo and a former Minister of Finance (1999-2004). Dr. Hassanein obtained his BA in Eco- nomics from Cairo University (with Honours) and holds an MBA from New York University (with Distinction) and a PhD from Wharton School, University of Pennsylvania, US. Dr. Hassanein was the senior economist of the Projects Depart- ment of the Arab Fund for Economic and Social Development in Kuwait – a regional development fund operating according to the rules of the World Bank and servicing all developing Arab countries. During his term with the fund, he participated in the financing of infrastructural, agro-industrial, industrial and agricultural projects. Thereafter, he was promoted to Director of the fund’s Technical Assistance Department. Dr. Hassanein then joined the Arab Investment Bank in Egypt as the Director of the Investment Sector in charge of project finance, asset management and private equity transactions of the Bank. After his service with the Arab Investment Bank, he was offered the position of President of the Egyptian Gulf Bank in Egypt (commercial bank). Dr. Hassanein is a senior policy analyst with vast experience in institutional building, macro-policy analysis, financial eco- nomics, corporate finance and international financial man- agement. He previously served as advisor to the government, high-level advisory bodies and the donor community. During his term as Minister of Finance, he developed and instituted the second-generation program of the fiscal public policy reforms of the Egyptian government. These included, inter-alia, tax, customs reforms, reviewing the procure- ment system in government, revising the pension system (pay-as-you-go versus fully funded systems) together with the investment policy of social insurance funds, introducing public expenditure reviews and performance-based budget- ing, building and designing policies for the formalisation of extra-legal entities, securing international and local funding packages for the appraisal and implementation of national projects, developing a program for the corporatisation of public economic authorities, setting a program for the man- agement of government cash flow, effecting the public debt- management function through introducing Egypt’s debut Eurobond issue in international financial markets, in addi- tion to the implementation of the primary dealers system and national debt equity swaps. He has authored numerous articles and government reports on topical issues in economics, fiscal and monetary policy, finance and banking, macroeconomic reforms, privatisation, capital markets and the extra-legal economy in Egypt. Dr. Hassanein was a member of the UN’s high-level Com- mission on the Legal Empowerment of the Poor. He was selected among commissioners to be the chairman of Group 4, which is entrusted with the study of Entrepreneurship: Ex- panding Opportunities for Legally Establishing Business and Fostering Innovative Financial Instruments and Institutions for the Transition from informal to Formal Business. CIB • Annual Report 2016 • 109 susTAinABiliTY Dr. Hassanein holds membership in many local and in- ternational professional associations. He has served as Chairman and Board Member of banks (investment, com- mercial and development), public holding companies and private corporations. Dr. Hassanein has been a CIB Non-executive Board Member and Audit Committee Member since July 2009 and Chaired the Audit Committee in January 2014. He is also a member of the Sustainability Advisory Board and the GCC. Mr. Jawaid Mirza non-executive Board member Mr. Jawaid Mirza is the founder and president of Focalone Consulting Company Incorporation in Ontario, Toronto, Canada. A strong proponent and practitioner of international corporate governance and well-versed in multi-country com- pliance, Mr. Mirza brings with him over 35 years of diversified experience and a solid track record in all facets of financial, technology, risk and operation management. In mid-May 2013, he joined CIB’s Board and assumed the responsibilities of Managing Director overseeing the daily work of the follow- ing areas: Consumer Banking, COO, Finance Group and IT. He is widely recognised for realigning and returning to excellence and profitability floundering business units and divisions and building collaboration across multiple juris- dictions for business and cultural change. Mr. Mirza has extensive experience as a Director, taking a firm and resolute approach to leading board committees while allowing free and open discussion and keeping a tight rein on proceedings. Mr. Mirza has a demonstrated ability to lead a business through challenges, removing barriers to drive success and sharpening its competitive edge in all economies and cul- tures. Having spearheaded numerous mergers and acquisi- tions, working alongside experts through due diligence to final negotiation, contractual conclusion and blending of multicultural resources, he has proven to be an adaptive leader, intuitive of international business protocol and cul- tural diversity, with the ability to manage teams crossing multiple geographies. Over the years, Mr. Mirza has worked with global institu- tions like Citicorp and ABN AMRO Bank. He started his ca- reer in Citibank as a Financial Controller in Pakistan before serving in a variety of senior regional positions in ABN AMRO in Central Eastern Europe, Europe, Central Asia, the Middle East and Africa. He later moved to Hong Kong as Corporate Executive Vice President and CFO responsible for the Asian region and Australia/New Zealand. He has led successful due diligences for acquiring banks in Hungary, Taiwan, Thailand, Germany, France and Pakistan. Mr. Mirza was a member of the Top Executive Group of ABN AMRO bank, member of ABN AMRO Group Finance Board as well as the Group COO. He also served on the Board of Directors of Prime Bank and ABN AMRO Pakistan Ltd. 110 • Annual Report 2016 • CIB after the acquisition and integration of Prime Bank. He also served on the boards of non-profit organisations, namely Artistri Sud (Montreal) and Humewood House (Toronto). Mr. Mirza is also a member of the Institute of Corporate Direc- tors, Canada and holds business management degrees from reputable institutions including Queens Business School and Wharton Business School. Mr. Mirza has been a CIB Non-executive Board Member since January 2014, chairs the Operations & Technology Committee at CIB and is a member of the Risk Committee. He is also a member of the Advisory Board and the GCC. Dr. nadia Makram Ebeid non-executive Board member Dr. Nadia Makram Ebeid is the Executive Director of the Cen- tre for Environment and Development for the Arab Region and Europe (CEDARE), an international diplomatic position she has held since January 2004. She joined CIB’s Board of Directors in March 2005 and acts as a member of the CIB Foundation’s Board of Trustees. For five years beginning in 1997, Dr. Ebeid served as Egypt’s first Minister of Environment, becoming the first woman to assume this position in the Arab world. One of her most notable achievements was declaring the River Nile free from polluted industrial wastewater discharge. Proudly, Dr. Ebeid is the Chairperson of CIB’s Sustainability Advisory Board and the Governance and Compensation Committee. Early in her career, Dr. Ebeid held several managerial posts with the United Nations Development Program (UNDP), the United Nations Food and Agriculture Organization’s regional office for the Near East and the Council for Environment and Development Research. In recognition of her role in environ- mental policy and advocacy, Dr. Ebeid has been the recipient of numerous awards and distinctions from local and interna- tional NGOs and leading institutions and associations. Dr. Sherif H. kamel non-executive Board member Dr. Sherif H. Kamel is the Vice President for Information Management and is former founding dean of the American University in Cairo’s (AUC) School of Business (2009-2014). Dr. Kamel was associate Dean for Executive Education (2008-2009) and Director of the Management Center (2002- 2008). Before joining AUC, he was director of the Regional IT Institute (1992-2001) and managed the Training Department of the Cabinet of Egypt’s Information and Decision Support Center (1989-1992). His experience focuses on investing in human capital and building and managing executive de- velopment institutions addressing IT, management, gover- nance, entrepreneurial and leadership issues. Dr. Kamel is a member of the Egypt-US Business Council (2013-present) and a member of the AACSB International Middle East Advisory Council (2015-present). He is an Eisenhower Fellow (2005). Dr. Kamel holds a PhD in Information Systems from London School of Economics and Political Science (1994) and an MBA (1990) and MA in Islamic Art and Architecture (2013) from AUC. His research and teaching interests include IT transfer to developing nations, IT management, electronic business and decision support systems. Dr. Kamel received a number of organisational leadership awards for serving the IT com- munity from the Cabinet of Egypt (2011), BIT World, Mexico (2000) and Information Resources Management Association, US (1999). He also received AUC’s Distinguished Alumni Faculty Service Award (2014), the UNDP National Human Resource Development Award (2014), the School of Business Leadership Award (2013) and the AUC President’s Catalyst of Change Award for Citizenship and Service (2013). Mr. Mark Richards non-executive Board member As Chairman and Chief Executive of IPGL Ltd., the principle shareholder of Exotix, Mr. Mark Richards brings considerable expertise in navigating frontier and emerging markets, most recently as Partner and Global Head of Financial Services at Actis, one of the world’s leading and most ethical emerging market private equity groups focused on Africa, Asia and Latin America. He has global responsibility for making and leading investments in fast-growth financial services groups and in ensuring good governance. During 11 years at Actis, Mr. Richards was responsible for building many successful companies, including the market-leading Brazilian broker- age XP Investmentos. Dr. Kamel has been a CIB Non-executive Board Member since May 2014 and is a member of the Audit Committee, the Operations & Technology Committee and the GCC. He previously spent 18 years at Barclays in senior roles in- cluding CFO of the International Offshore Bank, Director of Group Strategy and Head of Group Corporate Development. Mr. yasser Hashem non-executive Board member Mr. Yasser Hashem has been the Managing Partner at Zaki Hashem & Partners since 1996 and was Partner from 1989 to 1996, immediately following his graduation from Cairo University’s Faculty of Law in 1989 with an LL.B. He was admitted by the Egyptian Court of Cassation in 2007 and is a member of the Egyptian Society of International Law and the Licensing Executive Society. The legal skills he has in corporate M&A and capital markets extends to the privati- sation of public sector entities, the inception of the private provision of telecom services in Egypt and the promulga- tion of its laws, which have placed him as a valued veteran of legal practice in Egypt. With a special focus on corporate law, Mr. Hashem played a major role in the privatisation of public sector entities in Egypt through his support to hundreds of restructurings, capital market transaction incorporations of foreign and domestic companies and advising foreign and local investors on the most efficient vehicles and structures that suit their investment in Egypt. Mr. Hashem’s legal skills were also extended to the telecom- munication sector in Egypt throughout his contribution to the drafting and negotiation of all major telecom licenses, including public pay phones, mobile cellular networks, private data net- works and satellite and marine fibre optic cabling. His expertise in the telecom field led to his appointment by Ministerial Decree as Member of the New Telecommunication Act Drafting Com- mittee. He has also been responsible for most of Egypt’s IPOs in the last decade and has reliably represented acquirers in all major tender offers and M&A transactions in Egypt. Further- more, he has led the largest four major multibillion USD M&A transactions in Egypt after the January 2011 Revolution. Mr. Hashem has been a CIB Non-executive Board Member since May 2013 and is a member of the Audit Committee. With his 29 years of global experience in banking and financial services (including the UK, Africa and Asia), Mr. Richards serves as Non-executive Director for a number of companies, including CIB. He has a first-class degree from Oxford University in modern history and economics. He completed the Accelerated Development Program from London Business School and Group Level Strategy from Ashridge Management College. He also attended the Leading Professional Services Firms Program at Harvard Business School. Mr. Richards has been a CIB Non-executive Board Member since March 2014 and chairs the Risk Committee. He is also a member of the Audit Committee and the GCC. Mr. bijan khosrowshahi non-executive Board member Mr. Bijan Khosrowshahi joined Fairfax Financial Holdings in June 2009 and is currently based in London, UK. Fairfax is a financial services holding company which, through its sub- sidiaries, is engaged in property and casualty insurance and reinsurance and investment management. Fairfax is listed on the Toronto Stock Exchange. Mr. Khosrowshahi also represents Fairfax’s interests as a board member in Gulf Insurance Group and Gulf Insurance & Reinsurance Company in Kuwait, Bahrain Kuwait Insur- ance Company, Arab Misr Insurance Group S.A.E. in Egypt, Arab Orient Insurance Company in Jordan, Gulf Sigorta in Turkey, Alliance Insurance Company in the UAE as well as Jordan Kuwait Bank in London and BRIT Limited in the United Kingdom. Prior to joining Fairfax, Mr. Khosrowshahi was the President and CEO of Fuji Fire & Marine Insurance Company Limited in Japan. He is the only non-Japanese individual who has been the president of a publicly traded Japanese insurance company. In 2002, Fuji Fire & Marine began a major reform of the company after investment by its major shareholders American Interna- CIB • Annual Report 2016 • 111 Saint Catherine boasts Egypt’s highest mountains and lowest temperatures. susTAinABiliTY tional Group (AIG) and ORIX Corporation. Mr. Khosrowshahi was elected President in June 2004 and successfully imple- mented a turnaround strategy to return Fuji to profitability and growth through taking strategically leading positions within the insurance industry in Japan. From 2001 to 2004, he was the President of AIG’s General Insurance operations based in Seoul, South Korea where a major restructuring plan resulted in significant revenue and profitability increases through specific product and channel strategies. From 1997 until 2001, Mr. Khosrowshahi was the Vice Chair- man and Managing Director of AIG Sigorta based in Istanbul, Turkey and was involved in negotiating strategic alliances and joint ventures with Turkish conglomerates and working with governmental regulators to improve support for new product introductions for the emerging Turkish insurance market. Prior to this position, he was Regional Vice President of AIG’s domestic property and casualty operations for the Mid- Atlantic region based in Philadelphia. Mr. Khosrowshahi also held various underwriting and management positions with increasing responsibilities at AIG’s headquarters in New York since joining AIG in 1986. Mr. Khosrowshahi obtained an MBA in 1986 following an undergraduate degree in Mechanical Engineering in 1983 from Drexel University. He participated in the Executive Develop- ment Program at the Wharton School of the University of Penn- sylvania in 2003 and is a regular lecturer at universities and insurance institutes. He has served on the Board of the Foreign Affairs Council and the Insurance Society of Philadelphia. He has also been a council member of USO in South Korea, the Chairman of the Insurance Committee on the American Chamber of Commerce in South Korea and a member of the Turkish Businessmen’s Association. He is also a member of the UK Chartered Insurance Institute. Mr. Khosrowshahi has been a CIB Non-executive Board Mem- ber since October 2014, representing the interest of Fairfax Fi- nancial Holdings Ltd. He was nominated by Fairfax to continue serving the company’s interest in CIB for the Board Term 2017- 2019. He is also a member of the Risk Committee and the GCC. Board of Directors’ Committees CIB’s BoD has eight standing committees that assist the Board in fulfilling its responsibilities. Accordingly, the BoD is pro- vided with all necessary resources to enable them to carry out their duties in an effective manner. Each committee operates under a written charter that sets out its responsibilities and composition requirements and the committees report to the BoD on a regular basis. Separate committees may be set up by the BoD to consider specific issues when the need arises. 112 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 113 susTAinABiliTY non-Executive Committees Executive Committees Committee Members key Responsibilities Committee Members key Responsibilities Audit committee Supervising the quality and integ- rity of CIB’s financial reporting. chair: Dr. Medhat Hassanein members: Dr. Sherif H. Kamel Mr. Yasser Hashem Mr. Mark Richards Governance and compensation committee Responsible for CIB’s corporate governance as well as the Board’s performance evaluation, compen- sation and succession planning. chair: Dr. Nadia Makram Ebeid members: All other Non-Executive Board Members risk committee Supervising risk management at CIB. chair: Mr. Mark Richards members: Mr. Jawaid Mirza Mr. Bijan Khosrowshahi The Committee’s mandate is to ensure compliance with the highest levels of professional conduct, reporting practices, internal processes and controls. Consistent with the inter- ests of all stakeholders, the Audit Committee also insists on high standards of transparency and strict adherence to internal policies and procedures. In performing its critical functions, the Committee is cognisant of the important role CIB plays in the Egyptian financial sector as a leader in all the areas. The Committee met four times in 2016. The Committee is an integral part of the overall responsi- bilities of the BoD. In line with CIB’s corporate governance framework, it is responsible for establishing corporate gov- ernance standards, providing assessment of BoD effective- ness and determining the compensation of BoD members. The Committee also determines the appropriate compen- sation levels for the Bank’s senior executives and ensures that compensation is consistent with the Bank’s objectives, performance, strategy and control environment. The Com- mittee met four times in 2016. The primary mission of the Risk Committee is to assist the Board in fulfilling its oversight risk responsibilities by establishing, monitoring and reviewing internal control and risk management systems to ensure the Bank has the proper focus on risk. It also makes recommendations to the Bank’s risk strategy and associated limits to the Board. The Committee met four times in 2016. operations and iT committee Assisting the BoD in overseeing Bank operations and technology strategy as well as operations and technology risk. chair: Mr. Jawaid Mirza members: Dr. Sherif H. Kamel This Committee is appointed by the BoD and assists mem- bers in their oversight of Bank operations and technology strategy, significant investments to support that strategy, and operations and technology risk. The Committee met five times in 2016. management committee Responsible for execution of the Bank’s strategy. chair: Mr. Hisham Ezz Al-Arab members: CIB Senior Management This Committee is responsible for executing the Bank’s strategy as approved by the BoD. It manages the Bank’s day-to-day functions to ensure alignment with strategy, effective controls, risk assessment and efficient use of Bank resources. The Committee adheres to high ethical standards and ensures compliance with regulatory and internal CIB policies. The committee also provides the BoD with regular updates on the Bank’s financial and business activities, as well as any key issues. The Commit- tee met 12 times in 2016. High lending and investment committee Responsible for asset allocation, quality and development. chair: Mr. Hisham Ezz Al-Arab members: Senior CIB Management This Executive Committee is responsible for managing the assets side of the balance sheet and keeping an eye on asset allocation, quality and development. As per its mandate, the Committee convened weekly throughout 2016 and met 52 times. Affiliates committee Responsible for steering and man- aging CIB affiliates. chair: Mr. Hisham Ezz Al-Arab members: CIB Senior Management The Affiliates Committee reports to the BoD and is respon- sible for steering and managing CIB’s affiliates. It also acts as a think-tank for setting and initiating all strategic goals related to the Bank’s affiliates. The Committee met five times during 2016. Shareholders’ Rights Our General Assembly is the platform where shareholders exercise their voting rights. The Bank’s Annual General Meet- ing of Shareholders is held in March each year, no later than six months after the end of the company’s financial year. Ad- ditional Extraordinary General Shareholders meetings may be convened at any time by the BoD. Shareholders’ consent is required for key decisions such as: • Adoption of the financial statements. • Declaration of dividends. • Significant changes to the Bank’s corporate governance. • Remuneration policy. • Remuneration of Non-Executive Directors. • Discharge from liability of the Board of Directors. • Appointment of the external auditor. • Appointment, suspension or dismissal of the members of the BoD. • Issuance of shares or rights to shares, restriction or ex- clusion of preemptive rights of shareholders and repur- chase or cancellation of shares. • Amendments to the Articles of Association. External Auditor The General Meeting of Shareholders appoints the external auditor. The Audit Committee recommends the auditor to the BoD, to be proposed for (re)appointment by the General Meeting of Shareholders. In addition, the Audit Committee evaluates the performance of the external auditor. CIB changes auditors every five years to ensure objectivity and the exposure to new practices. 114 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 115 We take pride in our strong corporate governance structures, which include an experienced team of senior management professionals, competent board committees as well as a distinguished group of non-executive directors. susTAinABiliTY managemenT Committee Mr. Hisham Ezz Al-Arab chairman and managing director Mr. Hisham Ezz Al-Arab has led CIB since 2002 as Chair- man and Managing Director. Under his leadership, CIB ex- panded its leading position, grew its market capitalisation from EGP 1 billion to EGP 84.3 billion and developed from a wholesale lender into the full-fledged financial institution it is today. His vision transcended financial performance to include the adoption of best practices in corporate gover- nance, risk management and building a modern banking culture. With these efforts, CIB’s stock is now viewed by the international investment community as a proxy stock for Egypt and the benchmark for its banking industry. As Managing Director, Mr. Ezz Al-Arab along with the excellent and competent CIB Chief Executives and Manage- ment Team bring decades of experience and thought leader- ship that guide CIB’s direction in addition to overseeing the day-to-day tasks of managing the Bank. While directing this effort, Mr. Ezz Al-Arab is personally responsible for ensuring adequate and effective governance of the Bank through managing the Risk, Compliance and Legal Departments. In June 2016, Mr. Ezz Al-Arab received Euromoney’s Award for Excellence for his “Outstanding Contribution to Financial Services in the Middle East”. In January 2015, he was awarded EMEA Finance African Banking Award’s “Best CEO in Egypt and Africa Region” for the year 2014 in rec- ognition of the distinguished success of CIB in the banking sector under his leadership. Mr. Ezz Al-Arab is the Chairman of the Board of Trustees of the CIB Foundation. He has also been a Director at Mas- terCard Middle East and Africa’s Regional Advisory Board since June 2007, in addition to being a principal member of the American Chamber of Commerce. For his distinguished work, he was elected as a member of the Board of Trustees for the American University in Cairo in November 2012. In March 2013, Mr. Ezz Al-Arab was also elected as Chairman of the Federation of Egyptian Banks. In February 2014, he became a member of the Institute of International Finance Emerging Markets Advisory Council – EMAC. Prior to joining CIB, Mr. Ezz Al-Arab led a reputable bank- ing career as Managing Director of international investment banks in London (Deutsche Bank, JP Morgan and Merrill Lynch), Bahrain, New York and Cairo. Mr. Hussein Abaza chief executive officer, institutional Banking Mr. Hussein Abaza assumed his duties as CEO of Institutional Banking in October 2011. Prior to that, he was CIB’s Chief Op- erating Officer, Chairman of CIAM and a member of the High Lending and Investment Committee, the Management Com- mittee and the Affiliates Committee, in addition to being on the board of CI Capital Holdings. Mr. Abaza’s history with CIB extends beyond these positions; between 2001 and 2010 he was the General Manager and Chief Risk Officer whose duties covered a range of responsibilities that included Credit, Market and Operational Risk, as well as Inves- tor Relations. Prior to his time at CIB, Mr. Abaza had occupied the position of Head of Research at EFG Hermes’ Asset Manage- ment between March 1995 and October 1999. He had started out his career at Chase National Bank of Egypt, the forerunner to CIB. He holds a BA in Business Administration from the Ameri- can University in Cairo. Mr. Mohamed Sultan chief operating officer Mr. Mohamed Sultan is CIB’s Chief Operating Officer, assuming his role in February 2015. He joined CIB as Head of Consumer Operations in 2008, and within six months was appointed Head of the Operations Group. In September 2014, Mr. Sultan was ap- pointed Head of Operations & IT before assuming his role as COO. Under his leadership and management, the Operations Group was significantly developed, resulting in major expan- sions within the Operations Area through merging several operations divisions, including Corporate Services, Alterna- tive Channels and Real Estate and Facility Management. In his continuous efforts to enhance the Bank’s internal and external customer experience in alignment with CIB’s overall objectives and strategic goals, multiple departments were established under CIB operations including Treasury 116 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 117 SuStainaBility Middle Office, Operations Control Management, Retail Op- erations, and Customer Care Unit. Following Mr. Sultan’s insightful vision, the Business Continuity and Information Security Management Depart- ment – headed by the Chief Security Officer – as well as the Sustainability Department were established, positioning CIB as the pioneer and leader in these fields among other financial institutions in the market. In 2015-2016, Mr. Sultan lead a major transformation strat- egy in the IT Division, which added significant value to existing technology and enhanced infrastructure, aiming for a more solid foundation that provides superior services to customers and al- lowing the business to grow smoothly as the Bank moves forward. Mr. Sultan has also been leading the Bank’s Digital Trans- formation strategy with an aim of positioning CIB as a mar- ket leader in digital banking. Prior to joining CIB, Mr. Sultan held the positions of Vice President of Branches Operations and Control Management at Mashreq Bank and Country Operations Head at National Bank of Oman. He has attended several leadership programs in top busi- ness schools and is also an alumnus of INSEAD Business School. Mr. Ahmed Issa CEO Consumer Banking Mr. Ahmed Issa leads the Retail Banking Division at CIB and is a member of the Bank’s Management Committee. His key re- sponsibilities cover Consumer Banking, Business Banking and the Bank’s distribution strategies and networks. Prior to this, Mr. Issa was Chairman of the Board at Corplease and at Falcon, Group CFO at CIB, Co-Founder and Head of Research at CIBC and Managing Director of Investment Banking at CI Capital. Mr. Issa is the Co-Chair of the Banking Committee at AmCham and chairs the Board Audit Committee at Civil Aviation Finance Holding Company. He earned his MBA at UNC-Chapel Hill’s Kenan-Flagler Busi- ness School in 2003 and re-joined CIB the same year. Mr. Issa is passionate about the role of banks as a fair intermediary in allocating capital, reversing Egypt’s brain drain, equality through education, disruption in consumer banking and how markets work. Ms. Pakinam Essam Chief Risk Officer Ms. Pakinam Essam serves as the Chief Risk Officer (CRO) of CIB. Ms. Essam was appointed to her current position in Janu- ary 2011. Since then, she commenced the Risk Transformation Process, and the CIB Risk Group evolved into a forward-looking, holistic organization with an integrated view of risks, covering all the key areas including Institutional Banking, Consumer & Business Banking, Market, Operational, Liquidity and Interest Rate Risks. The coverage further expanded to focus on emerging non-financial risks, such as Conduct, Cyber Security, Informa- tion Security, Vendor Management, IT, Reputation and Social 118 • Annual Report 2016 • CIB & Environmental Risks. Ms. Essam is championing the bank’s Enterprise Risk Management framework, with emphasis on Infrastructure, Process, Environment, and Risk Culture. Under her leadership, CIB has been recognised for four prestigious risk awards by Asian Banker Singapore for Middle East & Africa in the following categories: Enterprise Risk Management, Retail Risk, Liquidity Risk, and Operational Risk. Ms. Essam is a key member of the Bank’s executive commit- tees and an active member of the Bank’s Sustainability Steering Committee and the Board of Trustees of the CIB Foundation. Ms. Essam joined CIB after graduating from Faculty of Eco- nomics and Political Science, Cairo University, and has over 25 years of experience in banking and risk management. Mr. Amr El Ganainy President, Global Customer Relations Mr. Amr El Ganainy joined CIB in 2004 as General Manager, Financial Institutions Group. In January 2010, he assumed his role as President of the Global Customer Relations De- partment, a one-stop shop to the largest 30 groups in the Bank. The Relationship Management (RM) concept involved an incremental layer of client coverage within CIB’s new ap- proach to product structure that mainly focuses on improv- ing the overall client relationship via measurable KPIs. Mr. El Ganainy succeeded in transforming and developing Global Customer Relations since inception. The accounts under management witnessed numerous generic and new commit- ment additions that grew the portfolio from EGP 8.6 billion in January 2010 to around EGP 100 billion by December 2016. The success of the RM model led to the February 2016 decision to cascade this model to all corporate and strategic accounts after exceeding all set strategic targets and KPIs. Mr. El Ganainy is also the Chairman of International Se- curities & Services Co. (Falcon Group), Chairman of CI Asset Management Co., Board Member of TE DATA, Board Member of CI Capital Holding Co., Board Member of Misr for Central Clearing, Depositary and Registry Co., Honorary Chairman of Interarab Cambist Association (ICA), Honorary Chairman of Egyptian Dealers Association (ACI Egypt) and a member of the American Chamber of Commerce in Egypt. He was the Chairman of Commercial International Broker- age Co., Chairman of United Brokerage Co., Abu Dhabi, Execu- tive Board Member of ACI International (The Financial Market Association), Board Member of Royal & Sun Alliance Insur- ance Co. and Chairman of Capital Securities Brokerage Co. Prior to joining CIB, Mr. El Ganainy worked at the United Bank of Egypt as a General Manager, Treasurer and Head of Correspondent Banking, Chief Dealer of Export Development Bank and started his career as a Dealer at Suez Canal Bank. The River Nile, which is nearly 650 meters wide in Aswan, includes an archipelago of picturesque islands. CIB • Annual Report 2016 • 119 susTAinABiliTY SUSTainabiliTy DePartment Sustainability is a key focus for leading financial institutions today, with the global financial architecture being redefined around its foundations. As always, CIB is at the heart of these changes and challenges and is an internationally recognised frontrunner in this rapidly evolving, forward-thinking field. This enlightened approach is rooted in a solid foundation based on both a clear outlook and pragmatic action. As a result, embracing sustainability is becoming an increasingly integral part of the Bank’s policies, practices, culture and mindset as well as CIB’s vision and mission statements. CIB’s thinking, course of action and promising green jour- ney of transformation and change are closely aligned with the 2030 Global Sustainable Development Agenda and the 16 Sustainable Development Goals (SDGs) and 169 associ- ated targets. They are also in line with Egypt’s 2030 Agenda, with the underlying focus being to advance a sustainable and climate-resilient future. It is worth noting that CIB has spent EGP 250 million and counting on its sustainability initiatives, reaping several prestigious awards and global acclamations along the way. The Bank’s Sustainability Advisory Board was set up to over- see, approve and monitor all sustainability strategies, initiatives and projects. Concentrating on long-term value drivers that advance the twin objective of the Bank’s sustained success in addition to the well-being and betterment of society, the board is one of the fundamental pillars of CIB’s sustainability agenda. 2016 Accomplishments Affordable & Clean Energy (SDg #7) and Sustainable Cities & Communities (SDg #11) CIB understands the importance of acting responsibly and efficiently with regards to energy usage. By adjusting several of the Bank’s energy systems and following a sustainable en- ergy strategy, CIB was able to save over 3 million KWs of en- ergy equivalent to providing lighting to over 1 million small homes in Egypt. Amount saved is only over Greater Cairo branches over 2016. This was achieved by the following: • CIB employs various clean energy systems around its premises and offices. 120 • Annual Report 2016 • CIB • LED lamps were replaced bank wide, with calculated savings from the project in KW at 40% of post-usage figures as per ac- creditation of the Electricity and Renewable Energy Ministry. • CIB has over 180 branches and six head offices all over Egypt. The magnitude of LED consumption around the bank’s prem- ises, marketing of the financial benefits and the country’s energy shortage dilemma all sparked high demand on the LED requisition. Subsequently, different consumers shifted to LED and suppliers reduced prices due to the high demand. CIB installed three solar grid-tied stations over its standalone buildings, feeding in 20% of the buildings’ electricity. • CIB operates 35 solar water heaters and switches off the electric water heaters throughout the long summer months. • The Bank’s energy-saving initiative not only directly aligns with national plans to improve energy efficiency but is regarded as a competent tool for better management and resource saving. Other financial and non-financial insti- tutions followed suit, making CIB one of the pillars sup- porting the “Affordable and Clean Energy” SDG. • CIB has taken significant strides to protect the environ- ment by conforming to green construction standards while accommodating staff members and customers – foundational pillars of the Bank’s mission and vision. • CIB built and renovated several of its properties to meet international green construction standards and ensure better air circulation mechanisms. Natural plants and green walls have been installed at branches and offices to curtail the dissemination of inessential emissions. Green initiatives are sustained through regular audits from the Ministries of Environment and Housing. Reduced inequalities (SDg #10) CIB sees financial inclusion of non-banking users as one of its priorities and thus, mitigating our standard operations and services to accommodate all is a necessity: • As part of CIB’s efforts to give back to members of our society most in need, CIB organised awareness sessions for its staff members on communication with their col- leagues with physical and mental disabilities. Pristine dunes surround Siwa Oasis, one of Egypt’s most isolated settlements with only about 23,000 Berbers living in the area who developed a unique culture and distinct language called Siwi. CIB • Annual Report 2016 • 121 • CIB was the first financial institution in the Middle East to join the assessment exercise of the Dow Jones Sustain- ability Index 2016. Through successful data collection and cross-functional analytics, CIB managed to rank 79 out of 131 Participating banks. CIB is positioned with the likes of Wells Fargo & Commerzbank and is working to improve its global sustainability ranking in 2017. • CIB is the only Egyptian bank recognised in the FTSE4 Good Index 2016 Index, key evidence that CIB supports human rights, maintains good relations with its stakeholders, en- sures positive labour standards, maintains anti-bribery and corruption benchmarks and is environmentally sustainable. • CIB is the first and only bank in Egypt to join the United Nations Environment Programme Finance Initiative (UNEP FI) through signing the UNEP FI Statement of Commitment on Sustainable Development. CIB will assume the role of UNEP FI’s Sustainability Champion nationally and regionally. More information is available in the Credit & Investment Exposure Management segment. susTAinABiliTY • CIB also installed the first ATM for the visually impaired in Egypt. After its successful and well received launch, the Bank was encouraged to introduce similar mecha- nisms all over Egypt to advocate for accessibility. Climate Action (SDg #13) • CIB is the first Egyptian financial entity developing a carbon footprint inventory for its premises. Collaborat- ing with a top-rated international consultancy agency, we are addressing sustainability issues in a robust and comprehensive way, positioning our organisation as a leader in the Egyptian market. The development of a car- bon inventory is seen as one of the most valuable tools for the identification of internal actions and measures that can uncover cost-saving opportunities and help improve the bottom line. Our results, environmental policy and projected action plan can be explicitly reviewed in the Bank’s 2016 Sustainability Report. These requirements and findings are fundamental for Egypt’s 2018 climate change strategy, in line with the Paris Agreement. • CIB approved the activation of mobile application Car- pooling Ray’eh. The ride-sharing app not only has numer- ous social benefits, but has the additional advantage of reducing the number of cars on the road and thereby quelling emissions of CO2 and other harmful pollutants. Life on Land (SDg #15) • CIB firmly believes that the interrelated concepts of waste management, recycling and changing habits in the work- place save life on land. Consequently, the Bank has anchored the basics of waste deployment throughout its premises. • CIB managed to decrease its paper consumption and requisition by up to 20% in 2016 compared to 2015, de- spite an increase in its branch network and headcount. • CIBians were encouraged to participate in the recycling initiative and used the segregating bins efficiently. As a result, different waste items, especially paper, were sold to recycling outlets and the generated funds were cred- ited to the CIB Foundation’s account. CIB saved over 6 million sheets of paper, the equivalent of 306 trees, 126, 218 gallons of water and 287, 425 CO2 emissions. partnership for the goals (SDg #17) • Sharing our practices and experience with external stakeholders is a source of motivation, recognition, op- erational efficiency and continuous development. CIB partners with different communities and institutions to generate solutions, striving to be a model of excellence. • The 2015 Sustainability Report was developed and pub- lished in June 2016. The report’s architecture followed GRI G4 guidelines. The report was used as a prototype for other banks and financial organisations. Furthermore, the Egyp- tian Stock Authority (EGX) communicated its interest to follow suit and develop its first Sustainability Report in 2017. 122 • Annual Report 2016 • CIB Cleopatra Beach at Marsa Matrouh is said to be where Cleopatra and Mark Anthony swam. CIB • Annual Report 2016 • 123 CommUniTy dEvELoPMEnt the cIB Foundation was established in 2010 as a nonprofit organisation dedicated to the enhancement of health and nutrition services. About 30 pharaohs contributed to the buildings at Karnak Temple in Luxor, enabling it to reach a size, complexity and diversity not seen elsewhere. 124 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 125 communiTY develoPmenT Cib FounDation The CIB Foundation has seen exponential geographical growth in terms of its reach during the year. Supporting the healthcare needs of the Egyptian community in many new ar- eas across Egypt, the CIB Foundation reaffirmed its position as a leading supporter and provider of quality health services across the country. The Foundation was established in 2010 as a non-profit organisation dedicated to the enhancement of health and nutrition services extended to underprivileged children in Egypt. Registered under the Ministry of Social Solidarity – as per the Ministry’s Decree No. 588 of 2010 – the Foundation focuses on sustainable development initiatives that result in positive long-term outcomes. the Cib Foundation is governed by a seven-member board of trustees: mr. Hisham ezz Al-Arab Chairman mr. rafik madkour Treasurer ms. maha el-shahed Member dr. nadia makram ebeid Member mr. Hossam Abou moussa Member ms. Pakinam essam el-din mahmoud Member ms. nadia moustafa Hosny Secretary General Following the annual shareholders’ General Assembly meet- ing in early 2016, the CIB Foundation was allocated over EGP 69 million, representing 1.5% of CIB’s annual net profit. With 126 • Annual Report 2016 • CIB this funding, the organisation continued to expand its op- erations geographically, creating new beginnings for Egypt’s youngest citizens across the country. In late May 2016, the CIB Foundation was recognised for its work in the arena of corporate social responsibility from African Banker, winning the award for “Socially Responsible Bank of the Year.” The Foundation’s partnerships and initiatives during 2016 included: gozour Foundation for Development: Eye Exam Caravans In July 2016, the CIB Foundation reaffirmed its long-standing partnership with the Gozour Foundation for Development to fund 264 eye exam caravans to provide 158,400 disadvan- taged students enrolled at public schools in poor rural and urban areas in Egypt with free eye care services through the Gozour Foundation. The caravans will be implemented in Upper Egypt governorates. The CIB Foundation allocated EGP 47 million over three years to fund caravans in the governorates of Sohag, Qena, Luxor and Aswan through the 6/6 Eye Exam Caravan Pro- gram. Through a partnership with Alnoor Magrabi Founda- tion and Dar El Oyoun, the caravans are designed to provide public school students with free ophthalmic exams, eyeglass- es, eye medication if necessary as well as referrals to private hospitals for complex cases. Each caravan included 25-30 doctors, nurses and coordinators and was fully equipped with advanced equipment, a fully stocked pharmacy and an eyeglass shop. Each one-day caravan targeted 600 children. The CIB Foundation donated over EGP 8 million in July 2016 to cover the first tranche of the project. CIB staff members also participated in bag-packing events and the eye exam caravans, where thousands of school bags were packed with soap, towels and educational material as well as providing the children with eye care, medication and glasses. They also lead awareness sessions on healthy eye prac- tices for the student beneficiaries of the program. These events provided valuable opportunities for the CIB staff to learn about the Foundation’s activities and give back to the community. Magdi yacoub Heart Foundation: Research Labs In April 2015, the CIB Foundation’s Board of Trustees ap- proved the complete financing of two research labs in the Magdi Yacoub Heart Foundation’s Aswan Heart Center. The EGP 15 million project will be funded over three years. The centre hopes these research labs will deepen the un- derstanding of various heart diseases and shed light on pos- sible therapeutic strategies. Research provides opportunities for audit, development of critical faculties, enhances patient care, stimulates discovery and enhances international vis- ibility of the centre. In addition, training Egyptian doctors and scientists in research methodology as well as the ex- ecution of research and publishing in international journals with high impact factors are essential for the development of science in the region. The program serves as an excellent plat- form from which young Egyptian scientists and researchers can contribute to the advancement of world-class research without having to leave the country. Over the course of 2016, the CIB Foundation donated over EGP 7 As another demonstration of the Foundation’s commit- ment to the hospital, EGP 3.5 million was donated in March 2016 to fund patient care in both the Cairo and Tanta branches of the hospital. Friends of Abu El Rish Children’s Hospitals organization: paediatric intensive Care Unit In April 2016, the CIB Foundation’s Board of Trustees ap- proved EGP 16 million over two years to fund the complete renovation and outfitting of the El Mounira Hospital’s origi- nal intensive care unit (ICU) on the seventh floor. The renovation included the installation of central oxygen and ventilation networks, covering all surfaces with anti-bacterial material, constructing isolation rooms, establishing a central monitoring station, providing emergency electrical supplies and purchasing state-of-the-art medical equipment, including ICU beds, resuscitation units, monitors, ventilators, endoscopes, a mobile x-ray machine, sterilisation unit, and others. The project would help serve nearly 2,000 children annually. million to cover the outfitting costs of the research labs. In June 2016, the CIB Foundation fulfilled its first installment Magdi yacoub Heart Foundation: 50 open-Heart Surgeries In July 2016, the CIB Foundation allocated EGP 4.5 million to the Magdi Yacoub Heart Foundation to cover the costs as- sociated with 50 pediatric open-heart surgeries. Through its ongoing donations, the CIB Foundation supports the Magdi Yacoub Foundation’s efforts to drastically minimise the number of children on the open-heart surgery waiting list. In September 2016, the CIB Foundation donated EGP 2.25 mil- lion, covering the first tranche of the project. Children’s Cancer Hospital 57357: pEt Ct scanner and Annual Donation In line with its long-term partnership with the Children’s Cancer Hospital 57357, the CIB Foundation provided the hospital with a PET CT scanner at a cost of EGP 13.17 million. The highly spe- cialized equipment will allow doctors to identify cancerous cells and plan for removal during the operations. The CIB Foundation fulfilled its commitment to the project in October 2016. amounting EGP 4 million for the project. Rotary Club of kasr El nil: Children’s Right to Sight program In April 2016, the CIB Foundation’s Board of Trustees ap- proved supporting the third phase of the Children’s Right to Sight program at a cost of EGP 1 million over one year under the management of Rotary Club - Kasr El Nile to fund around 500 critical eye surgeries to underprivileged children. The CRTS program is dedicated to eradicating blindness by sup- porting children and infants requiring critical eye surgeries. Over the course of 2016 the CIB Foundation donated over EGP 309,000 covering 99 surgeries. Egyptian Clothing bank In line with its history of supporting national campaigns, the CIB Foundation supported the “One Million Blankets” national campaign organised by the Egyptian Clothing Bank (ECB). In January 2016, the Foundation donated EGP 1 million to the cam- paign’s “Warm Egypt” initiative, providing sweaters to children CIB • Annual Report 2016 • 127 communiTY develoPmenT in Upper Egypt and border governorates. Over the course of the winter, CIB employees in various governorates were actively involved in the distribution of 50,000 sweaters to the children. national Cancer institute: Computed tomographic (Ct) Scanner In February 2016, the CIB Foundation fulfilled its first in- stallment to National Cancer Institute by donating EGP 2.205 million for the purchase of a pediatric Computed Tomographic (CT) scan machine for the Department of Ra- diology at a cost of EGP 3.15 million. The National Cancer Institute is the largest hospital serving cancer patients in Egypt. It was established at Cairo University in 1969 and currently receives around 140 children with cancer daily, of whom around six to eight patients are newly diagnosed. The Department of Radiology currently receives some 30 patients daily, in addition to the 10-15 emergency cases that are turned away due to long waiting lists. The dedicated piece of equipment will allow the department to increase early diagnosis rates. In November 2016, the CIB Foundation fulfilled its second and final installment amounting to EGP 945,000 for the project. baladi Foundation – ophthalmic Clinic in Aswan In September 2015, the CIB Foundation’s Board of Trustees approved an EGP 710,000 project to establish the first fully equipped diagnosis and referral centre for cases of glaucoma among children in Upper Egypt. Through the project, the CIB Foundation will support the Baladi Foundation in the early detection of the disease in 500 children, treat and perform follow-up operations for this group and conduct 50 surger- ies for congenital glaucoma cases. Additionally, the Baladi Foundation will conduct two events per year to train 25 spe- cialised doctors. In March 2016, the CIB Foundation donated EGP 102,000 for the project to cover the purchase of essential equipment for the Baladi Foundation. yahiya Arafa Children’s Charity Foundation: paediatric Catheter Lab and Annual operating Costs The Yahiya Arafa Children’s Charity Foundation is a long- standing partner of the CIB Foundation. In September 2015, the CIB Foundation’s Board of Trustees approved the complete funding of a pediatric catheter lab at the Ain Shams University Hospital, under the supervision and man- agement of the Yahiya Arafa Foundation. The roughly EGP 8 million project will enable the hospital to have a Cath- eter Lab dedicated to children, conduct 100 procedures per month and reduce the waiting list by 90%. In July 2016, the CIB Foundation donated EGP 2 million to cover the first installment for the project. Additionally, in March 2016, the CIB Foundation fulfilled its commitment to support the annual operating costs of four pediat- ric units at the Ain Shams University Hospital through the Yahiya Arafa Children’s Charity Foundation at EGP 2 million. 128 • Annual Report 2016 • CIB Zewail University of Science and technology: Cib Foundation Fellowship for Science and technology In line with its commitment to quality education, the CIB Foundation disbursed its year-four donation of EGP 5 mil- lion to the Zewail University of Science and Technology to cover the tuition expenses of its 50 CIB Foundation Fellows. The fellowship supports 50 public school graduates pursuing degrees in the advanced sciences or engineering. Egyptian Liver Care Society: Children Without Virus C program The CIB Foundation dedicated over EGP 6 million to fund the Egyptian Liver Care Society’s Children Without Virus C (C-Free Child) program. The Egyptian Liver Care Society was established in 2008 with specific goals of caring for hepatitis patients, raising doctor and nurse hepatitis patient- care skills, providing financial support to hepatitis patients (including liver transplants) and increasing the number and quality of hepatitis-treatment centres in Egypt. The C- Free Child program is the only program of its kind in Egypt, screening and treating children with hepatitis C for free. In March 2016, the CIB Foundation fulfilled its commit- ment to the Egyptian Liver Care Society with EGP 1.710 mil- lion donated, representing the final installment of the project. Right to Live Association In December 2014, the CIB Foundation’s Board of Trustees approved EGP 312,600 to fund the renovation of several chil- dren’s areas at the Right to Live Association, a center for the schooling and rehabilitation of people with various mental and physical disabilities. The CIB Foundation fulfilled its commitment to the Right to Live Association, with EGP 282,908 donated in April and June 2016 representing the final installments for the project. Rotary Club of Zamalek: Maxillo-Facial Center in the Cairo University Faculty of Dentistry Annual operating Costs In September 2015, the CIB Foundation’s Board of Trustees approved EGP 45,100 in annual operating costs for the CIB Foundation-funded Maxillo-Facial Center at Cairo University’s Faculty of Dentistry. The centre was inaugurated in April 2014 and is one of the sole providers of highly specialised treatment for oral and nasal cavity deformities, congenital deformities in newborn babies and facial deformities caused by cancer. In June 2016, the CIB Foundation donated EGP 22,515 to cover the first installment of the operating costs. Rotary Club of Zamalek: Mobile Dental Caravan for the Faculty of oral & Dental Medicine - Cairo University In September 2016, the CIB Foundation Board of trustees approved funding the purchase of an outfitted mobile dental caravan for the Faculty of Oral & Dental Medicine - Cairo Uni- versity under the management of Zamalek Rotary Club with a total amount of EGP 640,000. The CIB Foundation donated EGP 160,000 to cover the first installment for the project. The dental caravan will be used by the Faculty of Oral & Dental Medicine to perform necessary dental treatment (free of charge) to school students in Cairo and Giza governorates’ remote areas. MoVE Foundation for Children with Cerebral palsy: premises Renovation In June 2015, the CIB Foundation committed EGP 2 mil- lion to the MOVE Foundation for Children with cerebral palsy to renovate their premises, allowing them to expand their operations. The MOVE Foundation was established in 2004 with the mission to positively impact the lives of the estimated 250,000 children living with the disability. The organisation aims at mainstreaming those children into the public-school system to allow them to become healthy, productive members of society. While cerebral palsy can- not be cured, it can be managed successfully through early intervention. The CIB Foundation fulfilled its first commit- ment to the MOVE Foundation by donating EGP 1.3 million for the purchase of their current premises. Over the course of 2016 the CIB Foundation donated over EGP 514,000 to cover the complete renovation of the prem- ises, as well as the purchasing of essential equipment. Sohag University Hospital: Craniofacial Center In April 2014, the CIB Foundation Board of Trustees approved EGP 1 million to fund the outfitting of the Craniofacial Cen- ter at the Sohag University Hospital. A team of surgeons specialising in hearing, speech ther- apy and dentistry have established the Craniofacial Centre to serve patients from Sohag, Qena and Aswan, primarily with cleft lip and cleft palate deformities. In addition to prescribing courses of treatment, the centre also conducts specialised surgeries over long-term time frames. The spe- cialised services offered in the centre will potentially allow it to become a major referral centre for patients across the country. Over the course of 2016, the CIB Foundation do- nated EGP 447,924 for the project. Sohag University Hospital: paediatric Critical Care Unit In April 2016, the CIB Foundation’s Board of Trustees approved EGP 6 million over one year to fund the outfitting of the Pediat- ric Critical Care Unit at the Sohag University Hospital. The outfitting of the Pediatric Critical Care Unit will in- clude a Pediatric Cardiac Care Unit, Diabetic Ketoacidosis Management Unit, Pediatric Endoscopy Unit, a comprehen- sive unit treating poisonings, immune system diseases and hepatic coma and Kidney Unit. In July 2016, the CIB Foundation fulfilled its first installment amounting to EGP 3 million for the project. Sawiris Foundation and Star Care for Helping Children: together for Change project In April 2016, the CIB Foundation’s Board of Trustees ap- proved a new EGP 1.5 million partnership between the Sawiris Foundation and Star Care Foundation to implement comprehensive community development projects in Sohag, Assiut and Qena, under the management of the Association of Businesswomen in Assiut. The project includes the renovation and upgrade of com- munity health centres, the training of doctors and nurses, organising health awareness campaigns for locals, raising the skills of teachers in community schools, distributing in-kind support to students as well as offering regular sports, soft skills and recreational activities. The project also offers eco- nomic empowerment opportunities. The CIB Foundation is committed to supporting the health sector. Ahl Masr Foundation burn Victim operations There are between 80,000 to 100,000 new burn cases in Egypt every year, 37% of which die of their injuries and 18% of which suffer from permanent impairment. One quarter of these cases are children under the age of five, over 50% are under the age 20 and 75% of all cases are sustained by people from underprivileged backgrounds. In April 2016, the CIB Foundation allocated EGP 1 million to the Ahl Masr Foundation to cover the costs associated with approximately 10 pediatric burn patient surgeries. The donation will help support underprivileged children suffering severe burns without the financial capability to cover the cost of their treatment. In September 2016, the CIB Foundation fulfilled its first installment amounting to EGP 250,000 for the project. british Council Egypt: Full tuition Support for one Al-Azhar University Student In December 2016, the CIB Foundation fulfilled its first installment in a pledge to support one student of Al-Azhar University to pursue a PhD in religious studies in the Depart- ment of Politics, Philosophy and Religion at Lancaster Uni- versity. The proposed topic of research is Islamic Feminism in Modern Egypt, a quest for a pragmatic perspective based on Islamic sources and cultural specificities. The British Council and Al-Azhar initiative aims to pro- mote mutual understanding among a new generation of Muslim and non-Muslim scholars. CIB • Annual Report 2016 • 129 communiTY develoPmenT The Cib foundation was recognised for its work in the arena of corporate social responsibility from african banker, winning the award for “Socially responsible bank of the year.” point 90 Cinema In September 2016, 100 children enjoyed an entertaining trip to Point 90 Cinema and watched the movie “Pete’s Dragon.” The trip was organised by the CIB Foundation and sponsored by CIB, in association with the Advance Society for Autism. The Foundation also provided the children with transporta- tion to and from the cinema, as well as healthy refreshments during the movie. Squash for Everyone In September 2016, the CIB Foundation organised a sports day for 35 children from the Egyptian Red Crescent and Logain Foundation, during which they practiced squash for the first time. The event signaled the launch of the first phase of the “Squash for Everyone” initiative sponsored by CIB in partnership with renowned Egyptian squash professional Amr Shabana, offering an equal opportunity to underprivi- leged children and with special needs to explore and develop their athletic capabilities. blood Donation Campaigns: the triple Effect Over the course of 2016, the CIB Foundation hosted 21 blood donation campaigns across its corporate offices. The cam- paign aims to encourage CIB staff and customers to positively and effectively participate in an activity that can save the lives of thousands of patients across the country. Over 600 bags of blood were collected in 2016, potentially saving the lives of more than 1,800 people. On International Blood Donation Day, Egypt was attempting to break the Guinness World Record for the number of blood donation applicants in an eight-hour pe- riod. CIB’s participation in the event helped secure the record. kidZania Cairo Through CIB’s long-term corporate sponsorship of KidZania Cairo, the CIB Foundation allocated 50 tickets each quar- ter to underprivileged children. Throughout 2016, the CIB Foundation organised multiple visits to the edutainment city through its partner organisations, where children were provided the opportunity to experience adult professions on a child-friendly scale. By performing sector-specific jobs, children could spend the KidZos, the official currency of KidZania, they earned on games and other entertaining activities. The CIB Foundation awarded this opportunity to underprivileged children, children with physical and mental disabilities, orphans and cancer patients. Through these events, children from marginalised groups of society were given the chance to experience activities that would have previously been unavailable to them. Americana plaza Cinema In August 2016, more than 300 children enjoyed an en- tertaining trip to Americana Plaza Cinema and watched the animated movie “The Secret Life of Pets.” The trip was organised by the CIB Foundation and sponsored by CIB, in association with the Egyptian Red Crescent and other foundations for children with special needs, including the MOVE Foundation, Right to Live Association and Logain Foundation. The Foundation also provided the children with transportation to and from the cinema, as well as healthy refreshments during the movie. Karnak Temple is the largest ancient religious site in the world consisting of huge pillars, towering columns and avenues of sphinxes. 130 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 131 communiTY develoPmenT CorPoraTe SoCial resPonsiBility 2016 saw CIB continue to achieve significant milestones in Corporate Social Responsibility (CSR), further solidifying the Bank’s commitment to the betterment of society and creat- ing a profound, positive impact on the lives of citizens. Community Development Over the last 12 months, CIB maintained its steadfast com- mitment to community development through diverse catego- ries of CSR projects in the fields of art, culture and sport. Student Cultural Trip to Cairo Opera House: In associa- tion with the“Friends of The Opera” association, CIB organ- ised a cultural trip for 400 students from different public schools to attend Sergei Prokofiev’s composition “Peter and the Wolf,” performed by the Cairo Symphony Orchestra at the Cairo Opera House. The trip aimed to promote and nurture musical appreciation in the children. KidZania: Throughout its partnership with KidZania, which began in 2013, CIB has been organising trips to the edutainment city for underprivileged children. Over the past 12 months, CIB organised four trips for 100 children with spe- cial needs, serious health conditions and those from under- privileged backgrounds to KidZania, under the supervision of the CIB Foundation. At KidZania, children enjoy an edu- cational, entertaining experience by performing simulated jobs, such as firefighters, doctors, police officers, journalists and the like. CIB’s partnership with KidZania has also been a chance to raise banking awareness in the youth. The Bank has a mini-branch on the premises that allows children to perform different bank operations like writing cheques, issu- ing debit cards and depositing or withdrawing KidZos, the official currency of KidZania, from ATMs around the venue. Autism: Children with autism and other disabilities have always been given the highest priority on CIB’s CSR agenda. This has been reflected in our long-term partnership with the ADVANCE Society for Persons with Autism and Other Disabilities and the Bank’s continuous contributions to its activities. In 2016, CIB continued to sponsor the society’s annual ceremony, which showcased rhythmic musical com- positions performed by students. The concert serves as a plat- form from which awareness can be raised about the creative 132 • Annual Report 2016 • CIB and expressive skills of children with disabilities, supporting their integration into society. Moreover, the Bank sponsored 2016’s World Autism Awareness Day (WAAD) in Egypt, held annually in April worldwide, which witnessed the participa- tion of more than 75 organisations specialised in the provi- sion of services to those with learning disabilities and autism across the country. Zawya: Through CIB’s partnership with Zawya, an art- house cinema founded by Misr International Films (MIF), the Bank sponsored the screening of the animated film “Hotel Transylvania 2” with live audio description for more than 150 visually impaired children from the schools of Taha Hussein, Mostafa Assaker and Alnour Wal Amal, in addition to the Fagr El Tanweer Association and Al-Markaz Al-Namoozagy for the Blind. El Sawy Culture Wheel: In 2016, the Bank capitalised on 2015’s successful awareness campaign entitled “Financial Planning for Safer Future” and launched a second round of free seminars under the theme “Financial Inclusion.” CIB also continued its sponsorship of special screenings of docu- mentary films, cultural nights, concerts and art exhibitions organised by El Sawy Culture Wheel. Beena Initiative: CIB is the main partner and funder of “Beena”, a protocol signed with the Social Solidarity Minis- try to encourage the active participation of youth in society, and to support and monitor the development of social care services. The initiative succeeded in attracting thousands of volunteers across Egypt, who implemented an effective mechanism for developing and monitoring the quality of services provided to different social care centres, such as orphanages, elderly homes and special-needs houses, a seg- ment of society that is in dire need of adequate care and higher-quality services. Sponsoring Art: Supporting art remains the core of CIB’s CSR agenda. We work to ensure the diversification of our channels to reach out to distinctive art talents across Egypt and into as many categories as possible. CIB’s numerous and varied art-centric sponsorships and activities led to the sig- nificant enrichment of the Bank’s private art collection. • Supporting Students of Fine Arts Faculties: The Bank continued to pave the way for more art students to realise their talents and receive adequate recognition for their art. This year, CIB’s reach included the acquisition of par- ticipants’ distinctive pieces, adding them to our private art collection to incentivise the young talents. Similarly, the Bank sponsored for the second consecutive year the art exhibitions of the faculties of Fine Arts at Alexandria and South Valley universities, targeting the same age- range of young artists. • Art Exhibitions: This year, CIB developed its already ex- pansive strategy of supporting art exhibitions by extend- ing support to individual exhibitions by young artists. The Bank acquired the finest pieces displayed at each exhibition to enrich its private art collection. • Cairo Symposium: Maintaining its exclusive position as the only bank in Egypt sponsoring every category of fine arts, CIB sponsored the second edition of the Cairo Symposium for Carving Iron Scrap, which was held in April 2016 at Mohamed Mahmoud Khalil Museum. The Bank has been sponsoring this magnificent art event since its launch in 2013 and acquired distinctive pieces added to CIB’s private art collection. • Art Salons: For the sixth consecutive year, CIB sponsored the annual Egyptian Youth Salon in collaboration with the Fine Arts Division at the Egyptian Culture Ministry, supporting trending artists under the age of 35. CIB also sponsored for the second consecutive year the Upper Egypt Salon, which was held in Luxor in Novem- ber 2016, in collaboration with South Valley University’s Faculty of Fine Arts. This not only extended the Bank’s geographical reach to untapped areas of Upper Egypt, but gave artists of various age brackets the opportunity to display their creative works. Sponsoring the Egyptian Squash Federation: For more than five years, CIB has been sponsoring the Egyptian Squash Federation as part of the Bank’s belief that sports are an integral facet of shaping the minds and health of Egyptian youth. The Bank continued its support this year of young, talented athletes who represent the country in regional and international arenas. In 2016, the Bank further expanded this support to include less-fortunate children by launching the “Squash for Everyone” Initia- tive in partnership with Egyptian Squash National Teams Director & Technical Advisor Amr Shabana. The initiative, supported by the CIB Foundation and held in association with the Egyptian Red Crescent and Logain Foundation, aims to give underprivileged children and those with special needs access to sports facilities and to let them explore and develop their athletic capabilities. Al Ahram Squash Open: CIB was proudly the exclusive bank sponsor for the tournament, which aimed at reviv- ing the Al Ahram Squash Open that was suspended for the last 10 years. Partnering with Omar Samra: This year, CIB support- ed the new “Your Space” initiative launched by Egyptian entrepreneur Omar Samra, which aims to develop the sci- entific talents of Egyptian youth. This initiative represents an innovative experience to promote the culture of space science among students at schools and universities. The objective is to stimulate the development of engineering, science, technology and mathematics curriculums and pique students’ interests in not only exploring space, but also making it their future profession. Various special con- tests, such as designing a spaceship or a city for humans on another planet or moon, were organised for students to compete and excel. In the context of partnership with Samra, CIB supported the young adventurer in his expedition to Antarctica. The most significant achievement of this adventure was Samra’s successful climbing of three mountains that had never been climbed before (first ascents). Samra raised the Egyptian flag along with CIB’s, the main expedition sponsor, thereby declaring an unprecedented and historic achievement that truly demonstrates the distinctive skills and ambition of Egyptian youth pursuing their dreams. CIB • Annual Report 2016 • 133 finanCial StAtEMEntS while 2016 was a turbulent year in terms of the macroeconomic landscape, cIB managed to weather the storm and report an exceptional set of results. Luxor has been called the “world’s greatest open-air museum” as the ruins of Karnak and Luxor temples lie within the city, and across the Nile are the Valley of the Kings and Valley of the Queens. 134 • Annual Report 2016 • CIB 134 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 135 CIB • Annual Report 2016 • 135 Financial StatementS: Separate 136 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 137 Financial StatementS: Separate Commercial International Bank (Egypt) S.A.E Separate balance sheet as at December 31,2016 Commercial International Bank (Egypt) S.A.E Separate income statement for the year ended December 31,2016 Notes Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Assets Cash and balances with central bank Due from banks Treasury bills and other governmental notes Trading financial assets Loans and advances to banks, net Loans and advances to customers, net Derivative financial instruments Financial investments - Available for sale - Held to maturity Investments in associates Non current assets held for sale Other assets Goodwill Intangible assets Deferred tax assets (Liabilities) Property, plant and equipment Total assets Liabilities and equity Liabilities Due to banks Due to customers Derivative financial instruments Current tax liabilities Other liabilities Long term loans Other provisions Total liabilities Equity Issued and paid up capital Reserves Reserve for employee stock ownership plan (ESOP) Total equity Net profit for the year Total equity and net profit for the year Total liabilities and equity 15 16 17 18 19 20 21 22 22 23 42 24 41 41 32 25 26 27 21 29 28 30 31 34 The accompanying notes are an integral part of these financial statements . 10,522,040 58,011,034 39,177,184 2,445,134 159,651 85,991,914 269,269 5,447,291 53,924,936 10,500 428,011 5,446,025 - 499,131 181,308 1,338,629 263,852,057 3,008,996 231,965,312 331,091 2,017,034 3,579,330 160,243 1,514,057 242,576,063 11,538,660 3,443,319 343,460 15,325,439 5,950,555 21,275,994 263,852,057 9,848,954 21,002,305 22,130,170 5,848,377 38,443 57,172,705 80,995 46,289,075 9,261,220 12,600 503,066 4,799,937 209,842 629,340 258,157 1,107,905 179,193,091 1,600,769 155,369,922 145,735 1,949,694 2,622,269 131,328 861,761 162,681,478 11,470,603 152,144 248,148 11,870,895 4,640,718 16,511,613 179,193,091 Hisham Ezz Al-Arab Chairman and Managing Director Interest and similar income Interest and similar expense Net interest income Fee and commission income Fee and commission expense Net fee and commission income Dividend income Net trading income Profits on financial investments Administrative expenses Other operating (expenses) income Goodwill impairment Intangible assets amortization Impairment charge for credit losses Profit before income tax Income tax expense Deferred tax assets (Liabilities) Net profit for the year Earning per share Basic Diluted Notes 6 7 8 9 22 10 11 41 41 12 13 32 & 13 14 Dec. 31, 2016 EGP Thousands 19,144,218 (9,126,512) 10,017,706 Dec. 31, 2015 EGP Thousands 14,765,337 (6,650,008) 8,115,329 1,965,529 (417,573) 1,547,956 34,236 1,315,182 32,121 (2,432,652) (1,237,187) (209,842) (130,208) (892,874) 8,044,438 (2,017,034) (76,849) 5,950,555 1,885,544 (299,696) 1,585,848 35,062 710,398 270,998 (2,028,404) (523,490) (7,236) (21,701) (1,682,439) 6,454,365 (1,949,694) 136,047 4,640,718 4.56 4.49 3.56 3.51 Hisham Ezz Al-Arab Chairman and Managing Director 138 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 139 Financial StatementS: Separate Commercial International Bank (Egypt) S.A.E Separate cash flow for the year ended December 31,2016 Commercial International Bank (Egypt) S.A.E Separate cash flow for the year ended December 31,2016 (Cont.) Cash flow from financing activities Increase (decrease) in long term loans Dividend paid Capital increase Net cash used in financing activities Net increase (decrease) in cash and cash equivalent during the year Beginning balance of cash and cash equivalent Cash and cash equivalent at the end of the year Cash and cash equivalent comprise: Cash and balances with central bank Due from banks Treasury bills and other governmental notes Obligatory reserve balance with CBE Due from banks with maturities more than three months Treasury bills with maturity more than three months Total cash and cash equivalent Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 28,915 (1,463,450) 68,057 (1,366,478) 38,935,643 22,583,057 61,518,700 10,522,040 58,011,034 39,177,184 (5,438,235) (2,565,895) (38,187,428) 61,518,700 (111,550) (1,563,646) 94,748 (1,580,448) 16,122,814 6,460,243 22,583,057 9,848,954 21,002,305 22,130,170 (8,268,202) - (22,130,170) 22,583,057 Cash flow from operating activities Profit before income tax Adjustments to reconcile net profit to net cash provided by operating activities Fixed assets depreciation Impairment charge for credit losses Other provisions charges Trading financial investments revaluation differences Available for sale and held to maturity investments exchange revaluation differences Goodwill impairment Intangible assets amortization Financial investments impairment charge Utilization of other provisions Other provisions no longer used Exchange differences of other provisions Profits from selling property, plant and equipment Profits from selling financial investments Profits (losses) from selling associates Shares based payments Impairment (Released) charges of associates Operating profits before changes in operating assets and liabilities Net decrease (increase) in assets and liabilities Due from banks Treasury bills and other governmental notes Trading financial assets Derivative financial instruments Loans and advances to banks and customers Other assets Goodwill Intangible assets Due to banks Due to customers Income tax obligations paid Other liabilities Net cash provided from operating activities Cash flow from investing activities Proceeds from selling subsidiary and associates Payment for purchases of property, plant, equipment and branches construc- tions Proceeds from redemption of held to maturity financial investments Payment for purchases of held to maturity financial investments Payment for purchases of available for sale financial investments Proceeds from selling available for sale financial investments Proceeds (payments) from real estate investments Net cash used in investing activities Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 8,044,438 6,454,365 285,381 892,874 150,847 (269,283) (2,219,961) 209,842 130,208 82,428 (3,696) (78,405) 583,550 (1,682) (35,193) 32,793 187,000 (131,799) 7,859,342 264,072 (16,057,258) 3,672,526 (2,918) (29,833,291) (599,879) - - 1,408,227 76,595,390 (1,949,694) 957,061 42,313,578 176,161 (560,631) 4,094 (1,243,669) (3,334,122) 2,946,710 - (2,011,457) 223,510 1,682,439 135,866 353,590 (96,638) 7,236 21,701 140,751 (5,286) (505) 13,330 (564) (163,270) (285,431) 133,395 - 8,614,489 2,131,806 8,331,133 (2,474,396) (20,247) (9,495,679) (1,042,543) (217,078) (651,041) 469,384 33,124,989 (1,814,609) 80,304 37,036,512 334,451 (360,587) 3,919,074 (4,019,548) (25,392,460) 5,301,726 884,094 (19,333,250) 140 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 141 Financial StatementS: Separate l a t o T s d n a s u o Th P G E r o f e v r e s e R k c o t s e e y o l p m e n a l p p i h s r e n w o t fi o r p t e N r a e y e h t r o f s k s i r e v r e s e r g n i k n a B e v r e s e R . S F A . r o F s t n e m t s e v n i . ff i d n o i t a u l a v e r l a i c e p S e v r e s e r l a r e n e G e v r e s e r - 8 4 7 4 9 , , 4 2 6 5 1 8 4 1 , , ) 6 4 6 3 6 5 1 ( , , 8 1 7 0 4 6 4 , , ) 6 2 2 9 0 6 1 ( , - 5 9 3 3 3 1 , , 3 1 6 1 1 5 6 1 , - - - - - 6 6 7 7 7 1 , ) 3 1 0 3 6 ( , 5 9 3 3 3 1 , 8 4 1 8 4 2 , , 0 3 5 7 4 6 3 , - , ) 2 6 3 3 8 0 2 ( , , ) 6 4 6 3 6 5 1 ( , , 8 1 7 0 4 6 4 , - - ) 2 2 5 ( , 8 1 7 0 4 6 4 , 1 9 9 1 , ) 7 3 2 3 9 5 ( , - - - - - - 2 2 5 3 1 5 2 , - - - - , ) 6 2 2 9 0 6 1 ( , - - , ) 3 6 4 2 0 2 2 ( , - - - - - - 6 0 1 2 , 8 0 1 8 2 , 4 1 2 0 3 , , 8 4 6 0 5 8 1 , , ) 1 2 1 4 9 2 2 ( , , 8 9 9 1 6 9 1 , - - - - - , 5 2 5 8 1 5 1 , - - - - - l a g e L e v r e s e r 4 8 0 1 2 6 , - 1 7 2 2 8 1 , , 5 5 3 3 0 8 p u d i a p l a t i p a c d n a d e u s s I , 4 3 7 1 8 0 9 , , 9 6 8 8 8 3 2 , - - - - - - , 3 0 6 0 7 4 1 1 , e v r e s e r k s i r k n a b o t ) m o r f ( d e r r e f s n a r T i n a l p p h s r e n w o k c o t s l s e e y o p m e f o t s o C S F A n o ) s s o l ( / n i a g d e s i l a e r n u t e N r a e y e h t f o d n e e h t t a e c n a l a B ) P O S E ( s e v r e s e r o t d e r r e f s n a r T r a e y e h t r o f t fi o r p t e N d i a p d n e d i v i D e c n a l a b g n n n i g e B i e s a e r c n i l a t i p a C 5 1 0 2 , 1 3 . c e D 5 1 0 2 , 1 3 r e b m e c e D d e d n e r a e y e h t r o f y t i u q e ' l s r e d o h e r a h s n i s e g n a h c f o t n e m e t a t s e t a r a p e S E . A . S ) t p y g E ( k n a B l a n o i t a n r e t n I l a i c r e m m o C l a t o T s d n a s u o Th P G E r o f e v r e s e R k c o t s e e y o l p m e n a l p p i h s r e n w o t fi o r p t e N r a e y e h t r o f - 7 5 0 8 6 , , 3 1 6 1 1 5 6 1 , , ) 0 5 4 3 6 4 1 ( , , 5 5 5 0 5 9 5 , - 9 1 2 2 2 , 0 0 0 7 8 1 , , 4 9 9 5 7 2 1 2 , - - - - - 8 4 1 8 4 2 , ) 8 8 6 1 9 ( , 0 0 0 7 8 1 , 0 6 4 3 4 3 , - , 8 1 7 0 4 6 4 , , ) 2 6 7 6 7 1 3 ( , , ) 0 5 4 3 6 4 1 ( , , 5 5 5 0 5 9 5 , - - ) 6 0 5 ( , 5 5 5 0 5 9 5 , 3 1 5 2 , s k s i r e v r e s e r g n i k n a B - - - - - - 6 0 5 9 1 0 3 , e v r e s e R . S F A . r o F s t n e m t s e v n i . ff i d n o i t a u l a v e r l a i c e p S e v r e s e r l a r e n e G e v r e s e r , ) 3 6 4 2 0 2 2 ( , - - - - - - 9 1 2 2 2 , , ) 4 4 2 0 8 1 2 ( , - - - - - - 4 6 5 4 1 2 0 3 , 8 7 7 0 3 , , 5 2 5 8 1 5 1 , - , 8 7 8 5 3 0 3 , - - - - - , 3 0 4 4 5 5 4 , - - - - - l a g e L e v r e s e r 5 5 3 3 0 8 , - 8 0 0 2 3 2 , , 3 6 3 5 3 0 1 , p u d i a p l a t i p a c d n a d e u s s I , 3 0 6 0 7 4 1 1 , - - - - - - 7 5 0 8 6 , , 0 6 6 8 3 5 1 1 , e v r e s e r k s i r k n a b o t ) m o r f ( d e r r e f s n a r T i n a l p p h s r e n w o k c o t s l s e e y o p m e f o t s o C S F A n o ) s s o l ( / n i a g d e s i l a e r n u t e N ) P O S E ( r a e y e h t f o d n e e h t t a e c n a l a B s e v r e s e r o t d e r r e f s n a r T r a e y e h t r o f t fi o r p t e N d i a p d n e d i v i D e c n a l a b g n n n i g e B i e s a e r c n i l a t i p a C 6 1 0 2 , 1 3 . c e D 6 1 0 2 , 1 3 r e b m e c e D d e d n e r a e y e h t r o f y t i u q e ' l s r e d o h e r a h s n i s e g n a h c f o t n e m e t a t s e t a r a p e S E . A . S ) t p y g E ( k n a B l a n o i t a n r e t n I l a i c r e m m o C 142 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 143 Financial StatementS: Separate Notes to the separate financial statements for the year ended December 31, 2016 1. General information Commercial International Bank (Egypt) S.A.E. provides retail, corporate and investment banking services in various parts of Egypt through 168 branches, and 24 units employing 6422 employees on the statement of financial position date. Commercial International Bank (Egypt) S.A.E. was formed as a commercial bank under the investment law no. 43 of 1974. The address of its registered head office is as follows: Nile tower, 21/23 Charles de Gaulle Street-Giza. The Bank is listed in the Egyptian stock exchange. 2. Summary of accounting policies 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. 2.1. Basis of preparation The separate financial statements have been prepared in accordance with Egyptian financial reporting standards issued in 2006 and its amendments and in accordance with the Central Bank of Egypt regulations approved by the Board of Di- rectors on December 16, 2008. The separate financial statements have been prepared under the historical cost convention, as modified by the revaluation 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. The separate and consolidated financial statements of the Bank and its subsidiaries have been prepared in accordance with the relevant domestic laws and the Egyptian financial reporting standards, the affiliated companies are entirely 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 of the type of activity, the Bank’s consolidated financial statements can be obtained from the Bank’s management. The Bank accounts for investments in subsidiaries and associate companies in the separate financial statements at cost minus impairment loss. The separate financial statements of the Bank should be read with its consolidated financial statements, for the year ended on December 31, 2016 to get complete information on the Bank’s financial position, results of operations, cash flows and changes in ownership rights. Subsidiaries 2.2. Subsidiaries and associates 1.2.1 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 voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are consid- ered when assessing whether the Bank has the ability to control the entity or not. associates 2.2.2 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. The acquisition method of accounting is used to account for the purchase of subsidiaries. The cost of an acquisition is 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. 2.3. Segment reporting 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 of segments operating in other economic environments. Foreign currency translation 2.4. 1.4.1. Functional and presentation currency The financial statements are presented in Egyptian pound, which is the Bank’s functional and presentation currency. transactions and balances in foreign currencies 2.4.2. 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. Monetary assets and liabilities denominated in foreign currencies are retranslated at the end of reporting period at the 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: • Net trading income from held-for-trading assets and liabilities. • Other operating revenues (expenses) from the remaining assets and liabilities. 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 changes in the amortized cost of the instrument, differences resulting from changes in the applicable exchange rates and differences resulting from changes in the fair value of the instrument. Valuation differences resulting from changes in the amortized cost are recognized and reported in the income statement in ‘income from loans and similar revenues’ whereas differences resulting from changes in foreign exchange rates are recognized and reported in ‘other operating revenues (expenses)’. The remaining differences resulting from changes in fair value are deferred in equity and accumulated in the ‘revaluation reserve of available-for-sale investments’. 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. Financial assets 2.5. The Bank classifies its financial assets in the following categories: • Financial assets designated at fair value through profit or loss. • Loans and receivables. • Held to maturity investments. • Available for sale financial investments. Management determines the classification of its investments at initial recognition. Financial assets at fair value through profit or loss 2.5.1. This category has two sub-categories: • Financial assets held for trading. • Financial assets designated at fair value through profit and loss at inception. A financial asset is classified as held for trading if it is acquired or incurred principally for the purpose of selling or repur- chasing in the short term or if it is part of a portfolio of identified financial instruments that are managed together and for which there is evidence of a recent actual pattern of short term profit making. Derivatives are also categorized as held for trading unless they are designated as hedging instruments. 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 the income statement in the adoption of the distribution of these profits and evidence of the Bank right to collect them. 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: • When the designation eliminates or significantly reduces measurement and recognition inconsistencies that would arise 144 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 145 Financial StatementS: Separate from measuring financial assets or financial liabilities, on different bases. Under this criterion, an accounting mismatch 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- ments designated by the Bank are loans and advances and long-term debt issues. • Applies to groups of financial assets, financial liabilities or combinations thereof that are managed, and their performance 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. • 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. • Any financial derivative initially recognized at fair value can’t be reclassified during the holding period. Re-classification is not allowed for any financial instrument initially recognized at fair value through profit and loss. loans and advances 2.5.2. Loans and advances are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market, other than: - Those that the Bank intends to sell immediately or in the short term, which is classified as held for trading, or those that the Bank upon initial recognition designates as at fair value through profit and loss. • Those that the Bank upon initial recognition designates and available for sale; or • Those for which the holder may not recover substantially all of its initial investment, other than credit deterioration. 2.5.3. Held to maturity financial investments Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturi- ties that the Bank’s management has the positive intention and ability to hold till maturity. If the Bank has to sell other 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. 2.5.4. available for sale financial investments 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. The following are applied in respect to all financial assets: Debt securities and equity shares intended to be held on a continuing basis, other than those designated at fair value, are 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. Financial assets are initially recognized at fair value plus transaction costs for all financial assets not carried at fair value through profit and loss. Financial assets carried at fair value through profit and loss are initially recognized at fair value, and transaction costs are expensed in the income statement. Financial assets are derecognized when the rights to receive cash flows from the financial assets have expired or when 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. Available-for-sale, held–for-trading and financial assets designated at fair value through profit and loss are subsequently measured at fair value. Loans, receivables and held-to-maturity investments are subsequently measured at amortized cost. 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 and losses arising from changes in the fair value of available for sale investments are recognized directly in equity, until the 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. Interest income is recognized on available for sale debt securities using the effective interest method, calculated over the asset’s expected life. Premiums and discounts arising on the purchase are included in the calculation of effective interest rates. Dividends are recognized in the income statement when the right to receive payment has been established. The fair values of quoted investments in active markets are based on current bid prices. If there is no active market for a financial asset, or no current demand prices available, the Bank measures fair value using valuation models. These include the use of recent arm’s length transactions, discounted cash flow analysis, option pricing models and other valuation models commonly used by market participants. If the Bank has not been able to estimate the fair value of equity instru- ments classified as available for sale, the value is measured at cost less impairment. 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 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 have been recognized previously in equity, are treated based on the following: • 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- ized gains or losses in equity are recognized directly in the profits and losses. • In the case of financial asset which has infinite life, any previously recognized profit and loss in equity will remain until the sale of the asset or its disposal, in the case of impairment of the value of the financial asset after the re-classification, any gain or loss previously recognized in equity is recycled to the profits and losses. • 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 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. • In all cases, if the Bank re-classifies financial asset in accordance with the above criteria and increases its estimate of the proceeds of future cash flow, this increase adjusts the effective interest rate of this asset only without affecting the invest- ment book value. 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 enforceable right to offset the recognized amounts and there is an intention to be settled on a net basis. Agreements of repos & reverse repos are shown by the net in the financial statement in treasury bills and other govern- mental notes. 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- 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 is positive and as liabilities when their fair value is negative. Embedded derivatives in other financial instruments, such as conversion option in a convertible bond, are treated as separate derivatives when their economic characteristics and risks are not closely related to those of the host contract, 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 the hybrid contract as at fair value through net trading income through profit and loss. 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. The Bank designates certain derivatives as: • Hedging instruments of the risks associated with fair value changes of recognized assets or liabilities or firm commit- ments (fair value hedge). • Hedging of risks relating to future cash flows attributable to a recognized asset or liability or a highly probable forecast transaction (cash flow hedge) • Hedge accounting is used for derivatives designated in a hedging relationship when the following criteria are met. At the inception of the hedging relationship, the Bank documents the relationship between the hedging instrument and the hedged item, along with its risk management objectives and its strategy for undertaking various hedge transactions. 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. 146 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 147 Financial StatementS: Separate Fair value hedge 2.7.1. Changes in the fair value of derivatives that are designated and qualified as fair value hedges are recognized in profit 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 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 and loss in ‘net trading income’. 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 the effective interest method. 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 immediately in the income statement. These gains and losses are reported in ‘net trading income’, except where deriva- 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’. Interest income and expense 2.8 Interest income and expense for all financial instruments except for those classified as held-for-trading or designated at fair value are recognized in ‘interest income’ and ‘interest expense’ in the income statement 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 allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that ex- actly discounts estimated future cash payments or receipts through the expected life of the financial instrument or, when appropriate, a shorter period to the net carrying amount of the financial asset or financial liability. When calculating the 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 or received between parties to the contract that represents an integral part of the effective interest rate, transaction costs and all other premiums or discounts. Once loans or debts are classified as nonperforming or impaired, the revenue of interest income will not be recognized and will be recorded off balance sheet, and are recognized as income subsequently based on a cash basis according to the following: • When all arrears are collected for consumer loans, personnel mortgages and micro-finance loans. • When calculated interest for corporate are capitalized according to the rescheduling agreement conditions until paying 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. Fee and commission income 2.9. 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 and are rather recorded off balance sheet. These are recognized as revenue, on a cash basis, only when interest income on those loans is recognized in profit and loss, at that time, fees and commissions that represent an integral part of the effective interest rate of a financial asset, are treated as an adjustment to the effective interest rate of that financial asset. Commitment fees and related direct costs for loans and advances where draw down is probable are deferred and recog- nized as an adjustment to the effective interest on the loan once drawn. Commitment fees in relation to facilities where draw down is not probable are recognized at the maturity of the term of the commitment. 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 does not hold any portion of it or holds a part at the same effective interest rate used for the other participants portions. Commission and fee arising from negotiating, or participating in the negotiation of a transaction for a third party such as the arrangement of the acquisition of shares or other securities and the purchase or sale of properties are recognized upon completion of the underlying transaction in the income statement . Other management advisory and service fees are recognized based on the applicable service contracts, usually on accrual basis. Financial planning fees related to investment funds are recognized steadily over the period in which the service is 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. 2.10. Dividend income Dividends are recognized in the income statement when the right to collect it is declared. 2.11. Sale and repurchase agreements Securities may be lent or sold according to a commitment to repurchase (Repos) are reclassified in the financial state- ments and deducted from treasury bills balance. Securities borrowed or purchased according to a commitment to re- sell them (Reverse Repos) are reclassified in the financial statements and added to treasury bills balance. The difference between sale and repurchase price is treated as interest and accrued over the life of the agreements using the effective interest rate method. Impairment of financial assets 2.12. 2.12.1. Financial assets carried at amortised cost The Bank assesses on each balance sheet date whether there is objective evidence that a financial asset or group of financial assets is impaired. A financial asset or a group of financial assets is impaired only if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event/s’) and that loss event/s has an impact on the estimated future cash flows of the financial asset or group of financial assets that can be reliably estimated. The criteria that the Bank uses to determine that there is objective evidence of an impairment loss include: • Cash flow difficulties experienced by the borrower ( e.g, equity ratio, net income percentage of sales). • Violation of the conditions of the loan agreement such as non-payment. • Initiation of bankruptcy proceedings. • Deterioration of the borrower’s competitive position. • The Bank for reasons of economic or legal financial difficulties of the borrower by granting concessions may not agree with the Bank granted in normal circumstances. • Deterioration in the value of collateral or deterioration of the creditworthiness of the borrower. The objective evidence of impairment loss for a group of financial assets is observable data indicating that there is a 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 instance an increase in the default rates for a particular banking product. 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. The Bank first assesses whether objective evidence of impairment exists individually for financial assets that are individu- ally significant, and individually or collectively for financial assets that are not individually significant and in this field the following are considered: • 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- tively assesses them for impairment according to historical default ratios. • If the Bank determines that an objective evidence of financial asset impairment exist that is individually assessed for im- pairment and for which an impairment loss is or continues to be recognized are not included in a collective assessment of impairment. The amount of the loss is measured as the difference between the asset’s carrying amount and the present value of esti- mated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s 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- est rate, the discount rate for measuring any impairment loss is the current effective interest rate determined under the 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. 148 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 149 Financial StatementS: Separate The calculation of the present value of the estimated future cash flows of a collateralized financial asset reflects the cash flows that may result from foreclosure less costs for obtaining and selling the collateral, whether or not foreclosure is probable. For the purposes of a collective evaluation of impairment, financial assets are grouped on the basis of similar credit risk 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 con- tractual terms of the assets being evaluated. 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 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 effects of current conditions that did not affect the period on which the historical loss experience is based and to remove the effects of conditions in the historical period that do not currently exist. Estimates of changes in future cash flows for groups of assets should be reflected together with changes in related observ- able data from period to period (e.g. changes in unemployment rates, property prices, payment status, or other indicative 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. 2.12.2. available for sale investments The Bank assesses on each balance sheet date whether there is objective evidence that a financial asset or a group of financial assets classify under available for sale is impaired. In the case of equity investments classified as available for sale, a significant or prolonged decline in the fair value of the security below its cost is considered in determining whether the assets are impaired. During periods start from first of January 2009, the decrease consider significant when it became 10% from the book value of the financial instrument and the decrease consider to be extended if it continues 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 securities, impairment losses previously recognized in profit and loss are not reversed through the income statement. If, in a subsequent period, the fair value of a debt instrument classified as available for sale increases and the increase 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 from equity to income statement. 2.13. Real estate investments The real estate investments represent lands and buildings owned by the Bank in order to obtain rental returns or capital gains and therefore do not include real estate assets which the Bank exercised its work through or those that have owned by the Bank as settlement of debts. The accounting treatment is the same used with property, plant and equipment. 2.14. Property, plant and equipment Lands and buildings comprise mainly branches and offices. All property, plant and equipment are stated at historical cost less depreciation and impairment losses. Historical cost includes expenditure that is directly attributable to the acquisi- tion of the items. Subsequent costs are included in the asset’s carrying amount or as a separate asset, as appropriate, only when it is prob- able that future economic benefits will flow to the Bank and the cost of the item can be measured reliably. All other repairs and maintenance are charged to other operating expenses during the financial period in which they are incurred. Land is not depreciated. Depreciation of other assets is calculated using the straight-line method to allocate their residual values over estimated useful lives, as follows: Buildings Leasehold improvements Furniture and safes Typewriters, calculators and air-conditions 20 years. 3 years, or over the period of the lease if less 3/5 years. 5 years Vehicles Computers and core systems Fixtures and fittings 5 years 3/10 years 3 years The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, on each balance sheet date. De- preciable 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 as- set’s carrying amount exceeds its estimated recoverable amount. The recoverable amount is the higher of the asset’s fair value less costs to sell and value in use. Gains and losses on disposals are determined by comparing the selling proceeds with the asset carrying amount and charged to other operating expenses in the income statement. Impairment of non-financial assets 2.15. Assets that have an indefinite useful life are not amortized -except goodwill- and are tested annually for impairment. As- sets that are subject to amortization are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognized for the amount by which the asset’s carrying amount exceeds its recoverable amount. 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- ment with reference to the lowest level of cash generating unit(s). A previously recognized impairment loss relating to a fixed asset may be reversed in part or in full when a change in circumstances leads to a change in the estimates used to determine the fixed asset’s recoverable amount. The carrying amount of the fixed asset will only be increased up to the amount that the original impairment not been recognized. 2.15.1. Goodwill Goodwill is capitalized and represents the excess of acquisition cost over the fair value of the Bank’s share in the ac- quired entity’s net identifiable assets on the date of acquisition. For the purpose of calculating goodwill, the fair values of acquired assets, liabilities and contingent liabilities are determined by reference to market values or by discounting 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. Goodwill is allocated to the cash generating units for the purpose of impairment testing. The cash generating units rep- resented in the Bank main segments. 2.15.2. Other intangible assets Is the intangible assets other than goodwill and computer programs (trademarks, licenses, contracts for benefits, the benefits of contracting with clients). Other intangible assets that are acquired by the Bank are recognized at cost less accumulated amortization and impair- ment losses. Amortization is charged to the income statement on a straight-line basis over the estimated useful lives of the intangible asset with definite life. Intangible assets with indefinite life are not amortized and tested for impairment. 2.16 Leases The accounting treatment for the finance lease is complied with law 95/1995, if the contract entitles the lessee to purchase the asset at a specified date and predefined value, or the current value of the total lease payments representing at least 90% of the value of the asset. The other leases contracts are considered operating leases contracts. 2.16.1. Being lessee Finance lease contract recognizes the lease cost, including the cost of maintenance of the leased assets in the income statement for the period in which they occurred. If the Bank decides to exercise the right to purchase the leased asset the leased assets are capitalized and included in ‘property, plant and equipment’ and depreciated over the useful life of the expected remaining life of the asset in the same manner as similar assets. 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’. 150 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 151 Financial StatementS: Separate 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 expected useful life of this asset in the same manner as similar assets. Lease income is recognized on the basis of rate of re- turn 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 statement until the expiration of the lease to be reconciled with a net book value of the leased asset. Maintenance and insurance expenses are charged to the income statement when incurred to the extent that they are not charged to the tenant. In case there is objective evidence that the Bank will not be able to collect the of financial lease obligations, the finance lease payments are reduced to the recoverable amount. For assets leased under operating lease it appears in the balance sheet under property, plant and equipment, and depre- 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 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 value of deferred tax on the expected manner to realize or settle the values of assets and liabilities, using tax rates appli- cable on the date of the balance sheet. 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 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. 2.21. Borrowings Borrowings are recognized initially at fair value net of transaction costs incurred. Borrowings are subsequently stated at 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. 2.17. Cash and cash equivalents For the purposes of the cash flow statement, cash and cash equivalents comprise balances with less than three months’ 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. 2.22. Dividends Dividends on ordinary shares and profit sharing are recognized as a charge of equity upon the general assembly approval. Profit sharing includes the employees’ profit share and the Board of Directors’ remuneration as prescribed by the Bank’s articles of incorporation and the corporate law. 2.18. Other provisions Provisions for restructuring costs and legal claims are recognized when the Bank has present legal or constructive obliga- 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. 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 obligations. When a provision is wholly or partially no longer required, it is reversed through profit or loss under other operating in- come (expenses). 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 to settle the present obligation on the balance sheet date. An appropriate pretax discount rate that reflects the time value of money is used to calculate the present value of such provisions. For obligations due within less than twelve months from the bal- 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. 2.19. Share based payments The Bank applies an equity-settled, share-based compensation plan. The fair value of equity instruments recognized as 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 conditions of a share-based payment arrangement are to be satisfied. Vesting conditions include service conditions, per- formance conditions and market performance conditions are taken into account when estimating the fair value of equity instruments on the date of grant. On each balance sheet date the number of options that are expected to be exercised are estimated. Recognizes estimate changes, if any, in the income statement, and a corresponding adjustment to equity over the remaining vesting period. 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. 2.20. Income tax Income tax on the profit and loss for the period and deferred tax are recognized in the income statement except for income tax relating to items of equity that are recognized directly in equity. Income tax is recognized based on net taxable profit using the tax rates applicable on the date of the balance sheet in ad- dition to tax adjustments for previous years. 2.23. Comparatives Comparative figures have been adjusted to conform with changes in the presentation of the current period where necessary. 2.24. Non-current assets held for sale A non-current asset (or disposal group) to be classified as held for sale if its carrying amount will be recovered principally through a sale transaction rather than through continuing use. Determining whether (and when) an asset stops being recovered principally through use and becomes recoverable prin- cipally through sale. For an asset (or disposal group) to be classified as held for sale: (a) It must be available for immediate sale in its present condition, subject only to terms that are usual and customary for sales of such assets (or disposal groups); (b) Its sale must be highly probable; The standard requires that non-current assets (and, in a ‘disposal group’, related liabilities and current assets,) meeting its criteria to be classified as held for sale be: (a) Measured at the lower of carrying amount and fair value less costs to sell, with depreciation on them ceasing; and (b) Presented separately on the face of the statement of financial position with the results of discontinued operations presented separately in the income statement. 2.25. Discontinued operation Discontinued operation as ‘a component of an entity that either has been disposed of, or is classified as held for sale, and (a) Represents a separate major line of business or geographical area of operations, (b) Is part of a single coordinated plan to dispose of a separate major line of business or geographical area of operations or (c) Is a subsidiary acquired exclusively with a view to resale. When presenting discontinued operations in the income statement, the comparative figures should be adjusted as if the operations had been discontinued in the comparative period. 3. Financial risk management The Bank’s activities expose it to a variety of financial risks and those activities involve the analysis, evaluation, acceptance and 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 risk and rewards and minimize potential adverse effects on the Bank’s financial performance. The most important types of fi- nancial risks are credit risk, market risk, liquidity risk and other operating risks. Also market risk includes exchange rate risk, rate of return risk and other prices risks. 152 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 153 Financial StatementS: Separate The Bank’s risk management policies are designed to identify and analyze these risks, to set appropriate risk limits and con- 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. risk limit control and mitigation policies 3.1.2. The Bank manages, limits and controls concentrations of credit risk wherever they are identified − in particular, to indi- vidual counterparties and banks, and to industries and countries. Risk management is carried out by risk department under policies approved by the Board of Directors. Bank treasury identifies, evaluates and hedges financial risks in close co-operation with the Bank’s operating units. The Board provides written principles for overall risk management, as well as written policies covering specific areas, such as foreign exchange risk, interest rate risk, credit risk, use of derivative financial instruments and non-derivative financial in- struments. In addition, credit risk management is responsible for the independent review of risk management and the control environment. Credit risk 3.1. The Bank takes on exposure to credit risk, which is the risk that counterparty will cause a financial loss for the Bank by failing to discharge an obligation. Management therefore carefully manages its exposure to credit risk. Credit exposures 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 management team in bank treasury and reported to the Board of Directors and head of each business unit regularly. credit risk measurement 3.1.1 3.1.1.1. Loans and advances to banks and customers In measuring credit risk of loans and facilities to banks and customers at a counterparty level, the Bank reflects three components (i) the ‘probability of default’ by the client or counterparty on its contractual obligations (ii) current expo- sures to the counterparty and its likely future development, from which the Bank derive the ‘exposure at default’; and (iii) the likely recovery ratio on the defaulted obligations (the ‘loss given default’). These credit risk measurements, which reflect expected loss (the ‘expected loss model’) are required by the Basel commit- 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 EAS 26, which are based on losses that have been incurred on the balance sheet date (the ‘incurred loss model’) rather than expected losses (note 3.1). The Bank assesses the probability of default of individual counterparties using internal rating tools tailored to the various categories of counterparty. They have been developed internally and combine statistical analysis with credit officer judg- ment and are validated, where appropriate. Clients of the Bank are segmented into four rating classes. The Bank’s rating 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 are kept under review and upgraded as necessary. The Bank regularly validates the performance of the rating and their predictive power with regard to default events. Bank’s rating 1 2 3 4 Description of the grade Performing loans Regular watching Watch list Non-performing loans Loss given default or loss severity represents the Bank expectation of the extent of loss on a claim should default occur. It is expressed as percentage loss per unit of exposure and typically varies by type of counterparty, type and seniority of claim and availability of collateral or other credit mitigation. 3.1.1.2. Debt instruments and treasury and other bills For debt instruments and bills, external rating such as standard and poor’s rating or their equivalents are used for man- 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- ping and maintain a readily available source to meet the funding requirement at the same time. 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 basis and subject to an annual or more frequent review, when considered necessary. Limits on the level of credit risk by individual, counterparties, product, and industry sector and by country are approved quarterly by the Board of Directors. The exposure to any one borrower including banks and brokers is further restricted by sub-limits covering on- and off- balance sheet exposures, and daily delivery risk limits in relation to trading items such as forward foreign exchange con- tracts. Actual exposures against limits are monitored daily. Exposure to credit risk is also managed through regular analysis of the ability of borrowers and potential borrowers to meet interest and capital repayment obligations and by changing these lending limits where appropriate. Some other specific control and mitigation measures are outlined below: 3.1.2.1. Collateral The Bank sets a range of policies and practices to mitigate credit risk. The most traditional of these is the taking of security for funds advances, which is common practice. The Bank implements guidelines on the acceptability of specific classes of collateral or credit risk mitigation. The principal collateral types for loans and advances are: • Mortgages over residential properties. • Mortgage business assets such as premises, and inventory. • Mortgage financial instruments such as debt securities and equities. Longer-term finance and lending to corporate entities are generally secured; revolving individual credit facilities are gen- erally unsecured. In addition, in order to minimize the credit loss the Bank will seek additional collateral from the coun- terparty as soon as impairment indicators are noticed for the relevant individual loans and advances. Collateral held as security for financial assets other than loans and advances is determined by the nature of the instru- ment. Debt securities, treasury and other governmental securities are generally unsecured, with the exception of asset- backed securities and similar instruments, which are secured by portfolios of financial instruments. 3.1.2.2. Derivatives The Bank maintains strict control limits on net open derivative positions (i.e., the difference between purchase and sale 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 small fraction of the contract, or notional values used to express the volume of instruments outstanding. This credit risk exposure is managed as part of the overall lending limits with customers, together with potential exposures from market movements. Collateral or other security is not usually obtained for credit risk exposures on these instruments, except 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- responding receipt in cash, securities or equities. Daily settlement limits are established for each counterparty to cover the aggregate of all settlement risk arising from the Bank market transactions on any single day. 3.1.2.3. Master netting arrangements The Bank further restricts its exposure to credit losses by entering into master netting arrangements with counterpar- ties with which it undertakes a significant volume of transactions. Master netting arrangements do not generally result in an offset of balance sheet assets and liabilities, as transactions are usually settled on a gross basis. However, the credit risk associated with favorable contracts is reduced by a master netting arrangement to the extent that if a default occurs, all amounts with the counterparty are terminated and settled on a net basis. The Bank overall exposure to credit risk on 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. 154 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 155 Financial StatementS: Separate 3.1.2.4. Credit related commitments The primary purpose of these instruments is to ensure that funds are available to a customer as required. Guarantees and standby letters of credit carry the same credit risk as loans. Documentary and commercial letters of credit – which are written undertakings by the Bank on behalf of a customer authorizing a third party to draw drafts on the Bank up to a 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. Commitments to extend credit represent unused portions of authorizations to extend credit in the form of loans, guaran- tees or letters of credit. With respect to credit risk on commitments to extend credit, the Bank is potentially exposed to loss in an amount equal to the total unused commitments. However, the likely amount of loss is less than the total unused commitments, as most commitments to extend credit are contingent upon customers maintaining specific credit stan- dards. The Bank monitors the term to maturity of credit commitments because longer-term commitments generally have a greater degree of credit risk than shorter-term commitments. impairment and provisioning policies 3.1.3. The internal rating system described in Note 3.1.1 focus on the credit-quality mapping from the lending and investment 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- ologies applied, the amount of incurred impairment losses in balance sheet are usually lower than the amount determined from the expected loss model that is used for internal operational management and CBE regulation purposes. The impairment provision reported in balance sheet at the end of the period is derived from each of the four internal credit risk ratings. However, the majority of the impairment provision is usually driven by the last two rating degrees. The follow- ing table illustrates the proportional distribution of loans and advances reported in the balance sheet for each of the four internal credit risk ratings of the Bank and their relevant impairment losses: Bank’s rating 1-Performing loans 2-Regular watching 3-Watch list 4-Non-Performing loans December 31, 2016 December 31, 2015 Loans and advances (%) Impairment provision (%) Loans and advances (%) Impairment provision (%) 68.52 18.29 6.49 6.70 13.78 19.53 16.81 49.88 82.27 9.32 4.43 3.98 30.70 12.97 21.78 34.55 The internal rating tools assists management to determine whether objective evidence of impairment exists under EAS 26, based on the following criteria set by the Bank: • Cash flow difficulties experienced by the borrower or debtor • Breach of loan covenants or conditions • Initiation of bankruptcy proceedings • Deterioration of the borrower’s competitive position • Bank granted concessions may not be approved under normal circumstances due to economic, legal reasons and financial difficulties facing the borrower • Deterioration of the collateral value • Deterioration of the credit situation 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 evaluation of the incurred loss at balance-sheet date, and are applied to all significant accounts individually. The assess- ment normally encompasses collateral held (including re-confirmation of its enforceability) and the anticipated receipts for that individual account. Collective impairment provisions are provided portfolios of homogenous assets by using the available historical loss experience, experienced judgment and statistical techniques. pattern of measuring the general banking risk 3.1.4. In addition to the four categories of the Bank’s internal credit ratings indicated in note 3.1.1, management classifies loans and advances based on more detailed subgroups in accordance with the CBE regulations. Assets exposed to credit risk in these cat- egories are classified according to detailed rules and terms depending heavily on information relevant to the customer, his activ- ity, financial position and his repayment track record. The Bank calculates required provisions for impairment of assets exposed to credit risk, including commitments relating to credit on the basis of rates determined by CBE. In case, the provision required for impairment losses as per CBE credit worthiness rules exceeds the required 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 a regular basis, by any increase or decrease so, that reserve shall always be equivalent to the amount of increase between the two provisions. Such reserve is not available for distribution. Provision% Internal rating Below is a statement of institutional worthiness according to internal ratings, compared to CBE ratings and rates of provi- sions needed for assets impairment related to credit risk: CBE Rating 1 2 3 4 5 6 7 8 9 10 Categorization Low risk Average risk Satisfactory risk Reasonable risk Acceptable risk Marginally acceptable risk Watch list Substandard Doubtful Bad debts Categorization Performing loans Performing loans Performing loans Performing loans Performing loans Regular watching Watch list Non performing loans Non performing loans Non performing loans 0% 1% 1% 2% 2% 3% 5% 20% 50% 100% 1 1 1 1 1 2 3 4 4 4 3.1.5. maximum exposure to credit risk before collateral held In balance sheet items exposed to credit risk Treasury bills and other governmental notes Trading financial assets: - Debt instruments Gross loans and advances to banks Less:Impairment provision Gross loans and advances to customers Individual: - Overdraft - Credit cards - Personal loans - Mortgages - Other loans Corporate: - Overdraft - Direct loans - Syndicated loans - Other loans Unamortized bills discount Impairment provision Unearned interest Derivative financial instruments Financial investments: -Debt instruments - Investments in associates Total Off balance sheet items exposed to credit risk Financial guarantees Customers acceptances Letters of credit (import and export) Letter of guarantee Total Dec. 31, 2016 EGP Thousands 39,216,387 Dec. 31, 2015 EGP Thousands 22,130,170 1,933,420 161,451 (1,800) 1,901,875 2,423,125 10,745,352 306,930 20,838 13,220,464 44,503,511 24,840,803 110,382 (5,533) (9,818,007) (2,257,826) 269,269 58,601,911 10,500 186,183,052 2,832,705 650,607 2,382,849 65,575,370 71,441,531 5,504,524 48,342 (9,899) 1,583,233 2,001,159 8,073,622 298,817 20,881 8,936,219 27,811,737 14,088,786 84,402 (14,375) (4,709,107) (1,002,669) 80,995 54,818,500 12,600 139,757,937 2,741,310 504,774 862,279 29,640,729 33,749,092 156 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 157 Financial StatementS: Separate The above table represents the Bank's Maximum exposure to credit risk on December 31, 2016, before taking into account 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, 46.42% of the total maximum exposure is derived from loans and advances to banks and customers while investments in debt instruments represent 32.51%. Management is confident in its ability to continue to control and sustain minimal exposure of credit risk resulting from both the bank's loans and advances portfolio and debt instruments based on the following: • 86.81% of the loans and advances are concentrated in the top two grades of the internal credit risk rating system. • 93.30% of loans and advances portfolio are considered to be neither past due nor impaired. • Loans and advances assessed individualy are valued EGP thousands 6,585,667. • The Bank has implemented more prudent processes when granting loans and advances during the financial year ended on December 31, 2016. • 95.33% of the investments in debt Instruments are Egyptian sovereign instruments. loans and advances 3.1.6. Loans and advances are summarized as follows: Neither past due nor impaired Past due but not impaired Individually impaired Gross Less: Impairment provision Unamortized bills discount Unearned interest Net Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Loans and advances to customers 86,354,393 5,133,220 6,585,667 98,073,280 9,818,007 5,533 2,257,826 85,991,914 Loans and advances to banks 161,451 - - 161,451 1,800 - - 159,651 Loans and advances to customers 56,649,081 3,765,257 2,484,518 62,898,856 4,709,107 14,375 1,002,669 57,172,705 Loans and advances to banks 27,567 - 20,775 48,342 9,899 - - 38,443 Impairment provision losses for loans and advances reached EGP 9,819,807 thousand. During the year, the Bank’s total loans and advances increased by 5% representing actual increase after eliminating the devaluation impact. In order to minimize the propable exposure to credit risk, the Bank focuses more on the business with large enterprises,banks or retail customers with good credit rating or sufficient collateral. : ) n o i s i v o r p t n e m r i a p m i g n i t c u d e d r e t f a ( s k n a b d n a s r e m o t s u c o t s e c n a v d a d n a s n a o l t e n - - - 1 5 6 9 5 1 , 1 5 6 9 5 1 , s k n a b o t s n a o l l a t o T s e c n a v d a d n a s d n a s u o Th P G E , 4 1 5 5 9 7 5 6 , s n a o l l a t o T s e c n a v d a d n a s r e m o t s u c o t , 5 2 5 9 4 0 6 1 , , 2 9 0 2 2 7 4 , , 2 4 1 8 8 6 1 , , 3 7 2 5 5 2 8 8 , s d n a s u o Th P G E s k n a b o t s n a o l l a t o T s e c n a v d a d n a s n a o l l a t o T s e c n a v d a d n a s r e m o t s u c o t - 5 5 3 1 , 1 8 8 5 2 , 7 0 2 1 1 , 3 4 4 8 3 , , 5 6 1 4 5 2 5 , , 6 2 8 9 0 3 0 5 , , 5 8 9 1 6 7 1 , 3 7 7 3 6 8 , , 9 4 7 9 8 1 8 5 , - - r e h t O s n a o l 8 9 5 7 , 0 4 3 0 0 1 , 8 3 9 7 0 1 , - - - r e h t O s n a o l 5 7 0 3 8 , 5 7 0 3 8 , e t a r o p r o C l a u d i v i d n I , 7 0 1 4 2 4 8 1 , , 2 8 8 2 9 6 2 2 , , 0 7 6 7 4 0 0 1 , , 0 4 6 0 7 4 4 , , 7 8 8 5 1 2 0 1 , , 9 1 6 0 0 0 1 , - , 5 9 1 1 5 2 4 , 3 8 1 0 7 1 , 0 2 3 1 0 9 , , 0 3 9 4 6 0 3 2 , , 4 8 2 1 6 0 8 3 , 3 9 7 2 5 3 , , 2 7 3 7 7 4 , 4 5 4 8 7 8 1 1 , - - 3 7 4 6 9 2 , 7 5 6 2 , , 0 3 1 9 9 2 s n a o l d e t a c i d n y S s n a o l t c e r i D t f a r d r e v O s e g a g t r o M s n a o l l a n o s r e P 3 1 3 5 8 , , 2 5 9 7 2 2 1 1 2 4 0 1 , , 9 5 7 4 5 5 0 1 , , 8 5 4 2 1 3 2 , , 1 0 3 4 8 7 1 , s d r a c t i d e r C s t f a r d r e v O , 9 6 0 8 9 3 2 , , 9 0 7 0 9 8 1 , 6 9 6 1 5 , 2 0 2 9 1 , 3 1 7 4 1 , 3 3 1 5 7 , 9 8 5 3 1 , 6 8 6 7 1 , s n a o i l g n m r o f r e p - n o N i g n h c t a w r a l u g e R t s i l h c t a W s n a o i l g n m r o f r e P 6 1 0 2 , 1 3 . c e D : s e d a r G e t a r o p r o C s n a o l d e t a c i d n y S s n a o l t c e r i D t f a r d r e v O s e g a g t r o M l a u d i v i d n I s n a o l l a n o s r e P s d r a c t i d e r C s t f a r d r e v O , 5 3 8 0 2 7 1 , , 2 8 7 1 0 0 3 , , 7 1 5 7 5 2 1 1 , , 6 2 7 4 1 0 0 2 , 7 9 9 1 2 , 1 1 2 4 6 , , 0 6 5 4 6 0 3 1 , , 0 1 6 7 4 4 1 , 7 1 9 8 5 4 , , 5 3 0 3 2 9 4 2 , , 3 6 6 2 6 6 7 , 2 0 1 3 4 2 , 7 3 9 0 0 2 , , 7 9 8 9 3 2 , 9 9 5 6 4 3 8 , - - , 6 6 2 6 8 2 9 5 3 2 , 5 2 6 8 8 2 , , 8 7 5 5 8 5 7 , , 3 6 9 7 0 9 1 , , 8 3 0 2 1 5 1 , 5 8 9 5 6 , 2 5 0 5 7 , , 8 6 6 1 1 2 2 4 5 9 3 , 5 9 7 6 1 , 4 7 8 9 , 6 3 2 7 3 , 1 6 6 8 , 3 6 4 3 1 , , 3 8 2 8 3 9 7 , , 4 7 1 4 7 9 1 , , 8 9 3 1 7 5 1 , s n a o i l g n m r o f r e p - n o N i g n h c t a w r a l u g e R t s i l h c t a W l a t o T s n a o i l g n m r o f r e P 5 1 0 2 , 1 3 . c e D : s e d a r G l a t o T 158 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 159 Financial StatementS: Separate l a t o T s d n a s u o Th P G E , 7 7 6 6 6 9 2 , 5 1 6 9 2 1 , 4 0 1 6 1 8 , , 6 9 3 2 1 9 3 , l a t o T s d n a s u o Th P G E , 1 1 9 8 1 3 2 , 9 6 0 5 9 , 9 9 1 6 5 2 , , 9 7 1 0 7 6 2 , - - 8 7 8 3 4 , s n a o l 8 7 8 3 4 , d e t a c i d n y S - - s n a o l 0 0 3 4 , 0 0 3 4 , d e t a c i d n y S , 0 6 3 2 2 5 2 , 2 2 0 5 5 , 0 3 6 2 9 3 , , 2 1 0 0 7 9 2 , 3 9 5 4 7 , 9 3 4 0 0 4 , 4 7 4 3 2 4 , 6 0 5 8 9 8 , , 9 6 6 9 2 0 1 , 8 6 1 6 4 , 7 8 9 4 4 1 , , 4 2 8 0 2 2 1 , 6 6 1 2 1 5 7 8 3 8 e t a r o p r o C s n a o l t c e r i D t f a r d r e v O l a t o T s e g a g t r o M e t a r o p r o C s n a o l t c e r i D t f a r d r e v O l a t o T s e g a g t r o M , 6 4 9 9 8 2 1 , , 5 6 6 4 2 0 1 , 8 6 7 0 4 , 5 2 9 2 1 1 , 1 0 3 4 5 , 4 7 2 3 4 1 , , 9 3 6 3 4 4 1 , , 0 4 2 2 2 2 1 , , 3 8 7 4 2 9 6 7 8 0 2 1 , 9 1 4 9 4 , , 8 7 0 5 9 0 1 , 1 9 4 2 4 1 1 4 4 7 6 s n a o l 2 3 7 4 2 , 9 7 6 4 1 , 2 8 3 9 , 3 9 7 8 4 , l a n o s r e P l a u d i v i d n I s n a o l l a n o s r e P 1 8 8 7 0 1 , 8 0 6 0 4 , 3 2 8 9 1 , , 2 1 3 8 6 1 l a u d i v i d n I 2 5 9 4 5 , 4 6 9 2 2 , 6 6 0 2 2 4 , 2 8 9 9 9 4 , 0 9 2 5 7 , 1 0 8 3 1 , 0 2 1 2 8 5 , 1 1 2 1 7 6 , s d r a c t i d e r C s t f a r d r e v O 5 6 7 2 4 , 0 2 8 0 2 , 2 1 8 9 1 3 , 7 9 3 3 8 3 , 5 3 7 8 , 1 6 3 7 3 , 9 9 5 6 9 4 , 5 9 6 2 4 5 , s d r a c t i d e r C s t f a r d r e v O s y a d 0 3 o t p u e u d t s a P s y a d 0 6 - 0 3 e u d t s a P s y a d 0 9 - 0 6 e u d t s a P l a t o T 6 1 0 2 , 1 3 . c e D s y a d 0 3 o t p u e u d t s a P s y a d 0 6 - 0 3 e u d t s a P s y a d 0 9 - 0 6 e u d t s a P l a t o T 5 1 0 2 , 1 3 . c e D . t n e m r i a p m i f o e c n e d i v e e v i t c e j b o n a s i e r e h t s s e l n u , d e r i a p m i d e r e d i s n o c t o n e r a e u d t s a p s y a d 0 9 n a h t s s e l s e c n a v d a d n a s n a o L : d e r i a p m i t o n t u b e u d t s a p s e c n a v d a d n a s n a o L : s w o l l o f s a e r a , k n a B e h t y b d l e h l a r e t a l l o c d e t a l e r f o e u l a v r i a f e h t h t i w g n o l a , t c u d o r p y b s e c n a v d a d n a s n a o l d e r i a p m i y l l a u d i v i d n i f o t n u o m a s s o r g e h t f o n w o d k a e r b e Th . d n a s u o h t 7 6 6 , 5 8 5 , 6 P G E d e l a t o t e r a s e e t n a r a u g m o r f s w o fl h s a c n o i t a r e d i s n o c o t n i g n i k a t t u o h t i w d e s s e s s a y l l a u d i v i d n i s e c n a v d a d n a s n a o L s n a o l d e r i a p m i y l l a u d i v i d n I s d n a s u o Th P G E l a t o T s n a o l d e t a c i d n y S e t a r o p r o C s n a o l t c e r i D t f a r d r e v O s n a o l r e h t O s e g a g t r o M , 7 6 6 5 8 5 6 , , 9 8 6 9 1 3 1 , , 3 9 2 5 0 5 2 , l a t o T s d n a s u o Th P G E s n a o l 1 3 5 0 9 5 , d e t a c i d n y S , 4 5 4 9 6 5 3 , , 5 7 3 8 6 3 1 , 8 3 8 0 2 , 9 7 4 7 , e t a r o p r o C s n a o l t c e r i D t f a r d r e v O s n a o l r e h t O s e g a g t r o M , 5 7 6 8 1 1 1 , 5 6 5 7 6 5 , 1 8 8 0 2 , 6 5 4 9 , s n a o l l a n o s r e P 2 0 3 8 4 2 , l a u d i v i d n I s n a o l l a n o s r e P 0 5 4 7 5 1 , l a u d i v i d n I s d r a c t i d e r C s t f a r d r e v O 6 1 0 2 , 1 3 . c e D 0 8 1 5 2 , 0 5 3 6 2 , s n a o l d e r i a p m i y l l a u d i v i d n I s d r a c t i d e r C s t f a r d r e v O 5 1 0 2 , 1 3 . c e D 1 8 5 1 2 , 4 5 1 9 1 , s n a o l d e r i a p m i y l l a u d i v i d n I loans and advances restructured Restructuring activities include rescheduling arrangements, applying obligatory management programs, modifying 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, which 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: Loans and advances to customer Corporate - Direct loans Total Dec. 31, 2016 Dec. 31, 2015 7,771,415 7,771,415 3,126,928 3,126,928 Debt instruments, treasury bills and other governmental notes 3.1.7. 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: Dec. 31, 2016 AAA AA- to AA+ A- to A+ Lower than A- Unrated Total Treasury bills and other gov. notes - - - - 39,177,184 39,177,184 Trading financial debt instruments - - - - 1,933,420 1,933,420 Non-trading financial debt instruments 72,175 335,898 2,103,699 2,197,716 53,892,423 58,601,911 EGP Thousands Total 72,175 335,898 2,103,699 2,197,716 95,003,027 99,712,515 concentration of risks of financial assets with credit risk exposure 3.1.8. 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. The Bank has allocated exposures to regions based on the country of domicile of its counterparties. Dec. 31, 2016 Treasury bills and other governmental notes Trading financial assets: - Debt instruments Gross loans and advances to banks Less:Impairment provision Gross loans and advances to customers Individual: - Overdrafts - Credit cards - Personal loans - Mortgages - Other loans Corporate: - Overdrafts - Direct loans - Syndicated loans - Other loans Unamortized bills discount Impairment provision Unearned interest Derivative financial instruments Financial investments: -Debt instruments - Investments in associates Total Cairo 39,216,387 Alex, Delta and Sinai - 1,933,420 161,451 (1,800) 1,079,308 1,966,055 6,853,463 245,530 - 10,567,240 31,427,313 21,312,520 82,382 (5,533) (9,818,007) (1,669,204) 269,269 - - - 610,432 389,788 3,245,954 54,338 20,838 1,931,226 11,029,913 3,245,102 28,000 - - (483,152) - EGP Thousands Upper Egypt Total - - - - 39,216,387 1,933,420 161,451 (1,800) 212,135 67,282 645,935 7,062 - 721,998 2,046,285 283,181 - - - (105,470) - 1,901,875 2,423,125 10,745,352 306,930 20,838 13,220,464 44,503,511 24,840,803 110,382 (5,533) (9,818,007) (2,257,826) 269,269 58,601,911 10,500 162,232,205 - - 20,072,439 - - 3,878,408 58,601,911 10,500 186,183,052 160 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 161 Financial StatementS: Separate s d n a s u o Th P G E l a t o T l a u d i v i d n I r e h t O s e i t i v i t c a r o t c e s t n e m n r e v o G e d a r t e l a s e l o h W l i a t e r d n a e t a t s e l a e R g n i r u t c a f u n a M l a i c n a n i F s n o i t u t i t s n i , 7 8 3 6 1 2 9 3 , , 0 2 4 3 3 9 1 , 1 5 4 1 6 1 , ) 0 0 8 1 ( , , 5 7 8 1 0 9 1 , , 5 2 1 3 2 4 2 , , 2 5 3 5 4 7 0 1 , - - - - , 5 7 8 1 0 9 1 , , 5 2 1 3 2 4 2 , , 2 5 3 5 4 7 0 1 , 8 3 8 0 2 , 0 3 9 6 0 3 , 8 3 8 0 2 , 0 3 9 6 0 3 , 2 8 3 0 1 1 , ) 3 3 5 5 ( , , 4 6 4 0 2 2 3 1 , , 1 1 5 3 0 5 4 4 , , 3 0 8 0 4 8 4 2 , , ) 7 0 0 8 1 8 9 ( , , ) 6 2 8 7 5 2 2 ( , 9 6 2 9 6 2 , 0 0 5 0 1 , , 1 1 9 1 0 6 8 5 , , 2 5 0 3 8 1 6 8 1 , - - - - - - - - - ) 9 0 4 7 6 2 ( , , 1 1 7 0 3 1 5 1 , - - - - - - - - - , 8 8 6 3 3 7 4 , , 1 4 3 6 5 1 9 1 , , 8 4 1 5 3 7 1 , - - , ) 7 4 2 4 8 8 4 ( , , ) 6 8 7 8 1 5 1 ( , - - - , 4 4 1 2 2 2 9 1 , , 7 8 3 6 1 2 9 3 , , 0 2 4 3 3 9 1 , - - - - - - - , 1 6 8 4 0 2 1 , , 7 3 1 5 0 4 3 , , 8 0 1 8 3 8 9 , - - - - ) 7 0 8 5 4 ( , , 9 3 1 0 9 0 6 5 , - , 5 4 2 2 4 6 1 1 1 , - - - - - - - - - - - - - - - 8 3 8 3 6 6 , 0 3 4 5 7 8 , ) 5 5 9 3 ( , ) 5 2 4 1 0 1 ( , , 8 8 8 3 3 4 1 , - - - - - - - - - - - - - - - - - - - , 3 8 5 6 7 1 1 , - - - - - - 8 4 3 9 8 1 , 4 0 6 0 6 4 , ) 1 4 3 2 1 ( , , 4 9 1 4 1 8 1 , - , 9 3 0 8 0 1 , 6 6 1 4 9 2 5 , , 3 1 9 5 2 1 0 2 , , 3 0 7 5 2 6 2 1 , , ) 5 6 4 2 8 4 4 ( , - - - ) 5 0 6 4 3 7 ( , , 1 5 7 6 3 9 2 3 , - - 1 5 4 1 6 1 , ) 0 0 8 1 ( , - - - - - 8 2 3 7 4 1 , 2 4 3 1 5 7 , 0 4 2 1 8 1 , 3 4 3 2 , ) 3 3 5 5 ( , ) 3 1 3 4 2 ( , ) 0 8 4 ( 9 6 2 9 6 2 , , 2 7 7 1 1 5 2 , 0 0 5 0 1 , , 9 1 1 3 0 0 4 , s e t o n l a t n e m n r e v o g r e h t o d n a s l l i b y r u s a e r T s r e m o t s u c o t s e c n a v d a d n a s n a o l s s o r G s k n a b o t s e c n a v d a d n a s n a o l s s o r G n o i s i v o r p t n e m r i a p m I : s s e L : s t e s s a l a i c n a n fi g n i d a r T s t n e m u r t s n i t b e D - 6 1 0 2 , 1 3 . c e D s t n e m u r t s n i l a i c n a n fi e v i t a v i r e D t n u o c s i d s l l i b d e z i t r o m a n U n o i s i v o r p t n e m r i a p m I t s e r e t n i d e n r a e n U s e t a i c o s s a n i s t n e m t s e v n I - : s t n e m t s e v n i l a i c n a n i F s t n e m u r t s n i t b e D - l a t o T s n a o l l a n o s r e P - s d r a c t i d e r C - : l a u d i v i d n I s t f a r d r e v O - s n a o l r e h t O s e g a g t r o M - - : e t a r o p r o C s n a o l t c e r i D s t f a r d r e v O - - s n a o l d e t a c i d n y S - s n a o l r e h t O - 3.2. Market risk Market risk represents as fluctuations in fair value, future cash flow, foreign exchange rates and commodity prices, inter- est rates, credit spreads and equity prices, and it may reduce the Bank’s income or the value of its portfolios. The bank assigns the market risk management department to measure, monitor and control the market risk. In addition, regular reports are submitted to the Asset and Liability"Management Committee (ALCO), Board Risk Committee and the heads of each business unit. The bank separates exposures to market risk into trading or non-trading portfolios. Trading portfolios include positions arising from market-making, position taking and others designated as marked-to-mar- ket. 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-maturity. 3.2.1. market risk measurement techniques As part of the management of market risk, the Bank undertakes various hedging strategies and enters into interest rate swaps to match the interest rate risk associated with the fixed-rate long-term debt instrument and loans to which the fair value option has been applied . 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 risk of positions held and the maximum losses expected under normal market conditions, based upon a number of as- sumptions for various changes in market conditions. VaR is a statistically based estimate of the potential loss on the current portfolio from adverse market movements. It expresses the ‘maximum’ amount the Bank might lose , but only to a certain level of confidence (95%). There is therefore a specified statistical probability (5%) that actual loss could be greater than the VaR estimate. The VaR model assumes a certain ‘holding period’ until positions can be closed ( 1 Day). The Bank assesses the historical movements in the market prices based on volatilities and correlations data for the past five years. The use of this approach does not prevent losses outside of these limits in the event of more significant market movements. As VaR constitutes an integral part of the Bank’s market risk control regime, the Market Risk Management set VaR Lim- its, for the trading book, which have been approved by the board, and are monitored and reported on a daily basis to the Senior Management. In addition, monthly limits compliance is reported to the ALCO. The Bank has developed the internal model to calculate VaR, however, it is not yet approved by the Central Bank as the regulator is currently applying and requiring banks to calculate the Market Risk Capital Requirements according to Basel II Standardized Approach. 3.2.1.2. Stress tests Stress tests provide an indication of the potential size of losses that could arise under extreme market conditions. There- fore, the bankcomputes on a daily basis trading Stressed VaR, combined with the trading VaR, to capture the abnormal movements in financial markets and to give more comprehensive picture of risk. The results of the stress tests are re- viewed by the ALCO on a monthly basis and the board risk committee on a quarterly basis. Value at risk (Var) Summary 3.2.2. Total VaR by risk type Foreign exchange risk Interest rate risk - For non trading purposes - For trading purposes Portfolio managed by others risk Investment fund Total VaR EGP Thousands Medium 31,561 365,258 340,853 24,405 4,775 392 381,247 Dec. 31, 2016 High 300,218 1,028,396 973,882 54,514 10,341 643 1,193,075 Low 276 112,744 102,443 10,301 2,682 264 113,480 Medium 248 157,097 134,436 22,661 5,072 361 156,811 Dec. 31, 2015 High 1,894 258,851 217,625 41,227 7,426 492 257,954 Low 5 96,690 88,109 8,581 2,689 287 96,562 ' . s e i t i v i t c a s r e m o t s u c s k n a B e h t y b d e z i r o g e t a c e u l a v k o o b r i e h t t a e r u s o p x e t i d e r c n i a m ’ s p u o r G e h t s i s y l a n a e l b a t g n w o i l l o f e Th s r o t c e s y r t s u d n I . 2 . 8 . 1 . 3 162 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 163 Financial StatementS: Separate Trading portfolio VaR by risk type Foreign exchange risk Interest rate risk - For trading purposes Funds managed by others risk Investment fund Total VaR Medium 31,561 24,405 24,405 4,775 392 51,651 Dec. 31, 2016 High 300,218 54,514 54,514 10,341 643 335,888 Low 276 10,301 10,301 2,682 264 11,285 Medium 248 22,661 22,661 5,072 361 23,462 Dec. 31, 2015 High 1,894 41,227 41,227 7,426 492 41,655 Low 5 8,581 8,581 2,689 287 11,345 Non trading portfolio VaR by risk type Interest rate risk - For non trading purposes Total VaR Medium Dec. 31, 2016 High Low Medium Dec. 31, 2015 High Low 340,853 340,853 973,882 973,882 102,443 102,443 134,436 134,436 217,625 217,625 88,109 88,109 The aggregate of the trading and non-trading VaR results does not constitute the Bank’s VaR due to correlations and con- sequent diversification effects between risk types and portfolio types. Foreign exchange risk 3.2.3. The Bank's financial position and cash flows are exposed to fluctuations in foreign currency exchange rates. The Board 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 exchange rate risk and financial instruments at carrying amounts, categorized by currency. Dec. 31, 2016 Financial assets Cash and balances with central bank Due from banks Treasury bills and other govern- mental notes Trading financial assets Gross loans and advances to banks Gross loans and advances to customers Derivative financial instruments Financial investments - Available for sale - Held to maturity Investments in associates Total financial assets Financial liabilities Due to banks Due to customers Derivative financial instruments Long term loans Total financial liabilities Net on-balance sheet financial position EGP USD EUR Equivalent EGP Thousands Total Other GBP 6,717,875 3,348,337 288,428 72,849 94,551 10,522,040 24,091,475 26,223,227 6,578,352 820,495 297,485 58,011,034 27,521,897 12,514,379 1,337,601 2,445,134 - - 161,451 - - - - - - - - 41,373,877 2,445,134 161,451 42,941,757 52,235,498 2,474,259 115,024 306,742 98,073,280 262,398 6,871 - - - 269,269 1,497,069 53,924,936 10,500 159,413,041 3,950,222 - - - - - 98,439,985 10,678,640 - - - 1,008,368 - - - 698,778 5,447,291 53,924,936 10,500 270,238,812 2,631,353 131,437,810 239,883 160,243 134,469,289 285,468 89,083,074 91,208 - 14,435 10,051,523 - - 89,459,750 10,065,958 17,021 984,837 - - 1,001,858 60,719 408,068 - - 468,787 3,008,996 231,965,312 331,091 160,243 235,465,642 24,943,752 8,980,235 612,682 6,510 229,991 34,773,170 interest rate risk 3.2.4. The Bank takes on exposure to the effects of fluctuations in the prevailing levels of market interest rates on both its fair value and cash flow risks. Interest margins may increase as a result of such changes but profit may decrease in the event that unexpected movements arise. The Board sets limits on the gaps of interest rate repricing that may be undertaken, which is monitored by the bank's Risk Management Department. The table below summarizes the Bank’s exposure to interest rate risks. It includes the Bank’s financial instruments at car- rying amounts, categorized by the earlier of repricing or contractual maturity dates. Dec. 31, 2016 Up to 1 Month 1-3 Months 3-12 Months 1-5 years Over 5 years Non- Interest Bearing Total Financial assets Cash and balances with cen- tral bank Due from banks Treasury bills and other gov- ernmental notes* Trading financial assets Gross loans and advances to banks Gross loans and advances to customers Derivatives financial instru- ments (including IRS notional amount) Financial investments - Available for sale - Held to maturity Investments in associates Total financial assets Financial liabilities Due to banks Due to customers Derivatives financial instru- ments (including IRS notional amount) Long term loans Total financial liabilities - - - 34,129,196 16,306,169 7,575,636 3,988,539 4,614,183 32,771,155 - - - - - - 10,522,040 10,522,040 33 58,011,034 - 41,373,877 210,383 221,987 126,111 1,192,101 362,995 331,557 2,445,134 23,409 57,093 80,949 - - - 161,451 54,977,665 15,258,356 18,453,189 7,763,724 1,620,346 - 98,073,280 854,063 564,788 4,792,125 10,650,921 493,196 6,871 17,361,964 - 2,106,096 3,295,916 4,044,117 - - 100,333,468 40,318,492 48,968 6,669,361 - 32,880 10,287,196 - 70,517,494 51,933,640 12,796,613 2,698,548 29,628,346 - 560,799 - 10,500 5,447,291 53,924,936 10,500 11,431,800 287,331,507 2,463,533 86,564,984 - 23,089,594 - 20,878,127 - 62,657,249 - 1,708,675 545,463 3,008,996 37,066,683 231,965,312 6,817,163 9,819,461 20,093 675,861 - 91,208 17,423,786 49,862 11,298 95,895,542 32,920,353 84,614 14,469 20,982,834 63,347,579 - 1,708,675 160,243 37,703,354 252,558,337 - Total interest re-pricing gap 4,437,926 7,398,139 49,534,660 (11,413,939) 11,087,938 (26,271,554) 34,773,170 * After adding reverse repos and deducting repos. Liquidity risk 3.3. Liquidity risk occurs when the Bank does not have sufficient financial resources to meet its obligations arising from its financial liabilities as they fall due or to replace funds when they are withdrawn. Consequently, the bank may fail to meet obligations to repay depositors and fulfill lending commitments. liquidity risk management process 3.3.1. The Bank’s liquidity management process, carried by the assets and Liabilities Management Department and monitored independently by the Risk Management Department, and includes projecting cash flows by major currency under various stress scenarios and considering the level of liquid assets necessary in relation thereto: • Maintaining an active presence in global money markets to enable this to happen. • Maintaining a diverse range of funding sources with back-up facilities. • Monitoring balance sheet liquidity and advances to core funding ratios against internal and CBE regulations. • Managing the concentration and profile of debt maturities. • Monitoring and reporting takes the form of cash flow measurement and projections for the next day, week and month re- spectively, as these are key periods for liquidity management. The starting point for those assets projections is an analysis of the contractual maturity of the financial liabilities and the expected collection date of the financial assets. Bank's Risk Management Department also monitors unmatched medium-term 164 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 165 Financial StatementS: Separate Funding approach 3.3.2. Sources of liquidity are regularly reviewed jointly by the Bank's Assets & Liabilities Management Department and Con- sumer Banking to maintain a wide diversification within currencies, geographical area,depositors, products and tenors. 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 disclosed in the table are the contractual undiscounted cash flows: 3.3.3. non-derivative cash flows The table below presents the undiscounted cash flows payable by the Bank under non-derivative financial liabilities, mea- sured by the remaining contractual maturities and the maturities assumption for non contractual products are based on there behavior studies. Dec. 31, 2016 Financial liabilities Due to banks Due to customers Long term loans Total liabilities (contrac- tual and non contractual maturity dates) Total financial assets (con- tractual and non con- tractual maturity dates) Dec. 31, 2015 Financial liabilities Due to banks Due to customers Long term loans Total liabilities (contrac- tual and non contractual maturity dates) Total financial assets (con- tractual and non con- tractual maturity dates) Up to 1 month One to three months Three months to one year One year to five years Over five years Total EGP Thousands 3,008,996 30,451,687 49,862 - 24,495,657 11,298 - 55,763,261 84,614 - 108,564,259 14,469 - 12,690,448 - 3,008,996 231,965,312 160,243 33,510,545 24,506,955 55,847,875 108,578,728 12,690,448 235,134,551 63,513,318 35,561,586 67,012,053 81,180,812 23,129,786 270,397,555 Up to 1 month One to three months Three months to one year One year to five years Over five years Total EGP Thousands 1,450,264 21,653,305 46,925 73,900 18,636,129 3,649 76,605 42,695,183 46,372 - 69,919,823 34,382 - 2,465,482 - 1,600,769 155,369,922 131,328 23,150,494 18,713,678 42,818,160 69,954,205 2,465,482 157,102,019 29,723,449 15,309,386 32,853,492 78,479,205 22,348,416 178,713,948 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 extended. 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 Derivatives settled on a net basis The Bank’s derivatives that will be settled on a net basis include: Foreign exchange derivatives: exchange traded options and over-the-counter (OTC) ,exchange traded forwards cur- rency options. Interest rate derivatives: interest rate swaps, forward rate agreements, OTC and exchange traded interest rate options, other interest rate contracts and exchange traded futures . Dec. 31, 2016 Liabilities Derivatives financial instruments - Foreign exchange derivatives - Interest rate derivatives Total Off balance sheet items Dec. 31, 2016 Letters of credit, guarantees and other commitments Total Up to 1 month One to three months Three months to one year One year to five years Over five years Total EGP Thousands 166,787 - 166,787 73,096 286 73,382 - 11,375 11,375 - 79,547 79,547 - - - 239,883 91,208 331,091 Up to 1 year 1-5 years Over 5 years EGP Thousands Total 42,110,948 19,714,615 6,783,263 68,608,826 42,110,948 19,714,615 6,783,263 68,608,826 Dec. 31, 2016 Credit facilities commitments Total Up to 1 year 1,997,899 1,997,899 1-5 years 5,247,162 5,247,162 EGP Thousands Total 7,245,061 7,245,061 3.4. Fair value of financial assets and liabilities 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 Bank’s balance sheet at their fair value. Financial assets Due from banks Gross loans and advances to banks Gross loans and advances to cus- tomers - Individual - Corporate Financial investments Held to Maturity Total financial assets Financial liabilities Due to banks Due to customers Long term loans Total financial liabilities Book value Fair value Dec. 31, 2016 Dec. 31, 2015 Dec. 31, 2016 Dec. 31, 2016 58,011,034 161,451 21,002,305 48,342 58,011,034 161,451 21,002,305 48,342 15,398,120 82,675,160 11,977,712 50,921,144 14,148,833 65,854,436 11,292,972 49,738,382 53,924,936 210,170,701 9,261,220 93,210,723 57,393,464 195,569,218 8,864,356 90,946,357 3,008,996 231,965,312 160,243 235,134,551 1,600,769 155,369,922 131,328 157,102,019 3,008,996 175,297,049 160,243 178,466,288 1,600,769 151,400,615 131,328 153,132,712 Due from banks 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 similar credit risk and similar maturity date. Loans and advances to banks Loans and advances to banks are represented in loans that do not consider 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 dis- counted using the current market rate to determine fair value. 166 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 167 Financial StatementS: Separate Loans and advances to customers 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. Financial Investments Investment securities include only interest-bearing assets, held to maturity assets, and available for sale assets that are measured at fair value. Fair value for held-to-maturity assets is based on market prices or broker/dealer price quotations. Where this information is not available, fair value is estimated using quoted market prices for securities with similar credit, maturity and yield characteristics. 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 repayable on demand. The estimated fair value of fixed interest-bearing deposits and other borrowings not quoted in an active market is based on discounted cash flows using interest rates for new debts with similar maturity date. Capital management 3.5 For capital management purposes, the Bank’s capital includes total equity as reported in the balance sheet plus some other elements that are managed as capital. The Bank manages its capital to ensure that the following objectives are achieved: • Complying with the legally imposed capital requirements in Egypt. • Protecting the Bank’s ability to continue as a going concern and enabling the generation of yield for shareholders and other parties dealing" with the bank. • Maintaining a strong capital base to enhance growth of the Bank’s operations. Capital adequacy and the use of regulatory capital are monitored on a daily basis by the Bank’s management, employing techniques based on the guidelines developed by the Basel Committee as implemented by the banking supervision unit in the Central Bank of Egypt. The required data is submitted to the Central Bank of Egypt on a quarterly basis. central Bank of egypt requires the following: • Maintaining EGP 500 million as a minimum requirement for the issued and paid-in capital. • Maintaining a minimum level of capital adequacy ratio of 10%, calculated as the ratio between total value of the capital elements, and the risk-weighted assets and contingent liabilities of the Bank. Tier one: Tier one comprises 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 and any retained losses Tier two: Tier two represents the gone concern capital which is composed of general risk provision according to the impairment provision guidelines issued by the Central Bank of Egypt to the maximum of 1.25% risk weighted assets and contingent liabilities ,subordinated loans with more than five years to maturity (amortizing 20% of its carrying amount in each year of the remaining 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. When calculating the numerator of capital adequacy ratio, the rules set limits of total tier 2 to no more than tier 1 capital and also limits the subordinated to no more than 50% of Tier 1. Assets risk weight scale ranging from zero to 100% is based on the counterparty risk to reflect the related credit risk scheme, taking into consideration the cash collateral. Similar criteria are used for off balance sheet items after adjust- ments to reflect the nature of contingency and the potential loss of those amounts. The Bank has complied with all local capital adequacy requirements for the current year. The tables below summarize the compositions of Teir 1, Teir 2 , the capital adequacy ratio and leverage ratio . 1-The capital adequacy ratio Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Restated** 11,470,603 (209,842) 5,755,642 - (2,666,248) 14,350,155 11,538,660 (22,981) 5,756,206 31,462 (2,793,403) 14,509,944 Tier 1 capital Share capital (net of the treasury shares) Goodwill Reserves Retained Earnings (Losses) Total deductions from tier 1 capital common equity Total qualifying tier 1 capital Tier 2 capital 45% of special reserve 45% of foreign currencies translation differences 45% of the Increase in fair value than the book value for available for sale and held to maturity investments Impairment provision for loans and regular contingent liabilities Total qualifying tier 2 capital Total capital 1+2 Risk weighted assets and contingent liabilities Total credit risk 79,363,222 Total market risk 4,030,779 12,225,993 Total operational risk Total 95,619,994 16.06% *Capital adequacy ratio (%) *Based on consolidated financial statement figures and in accordance with Central Bank of Egypt regulation issued on 24 December 2012. **After 2015 profit distribution. After the approval of appropriation account for the year 2016, The capital adequacy ratio will reach 13.97% 128,698,992 6,701,579 14,696,762 150,097,333 10.74% 1,606,644 1,610,558 16,120,502 991,210 1,005,216 15,355,371 49 3,865 13,957 49 - - 2-Leverage ratio Total qualifying tier 1 capital On-balance sheet items & derivatives Off-balance sheet items Total exposures *Percentage Dec. 31, 2016 EGP Thousands 14,509,944 271,962,373 41,080,543 313,042,916 4.64% Dec. 31, 2015 EGP Thousands 14,350,155 182,221,419 23,224,714 205,446,133 6.98% *Based on consolidated financial statement figures and in accordance with Central Bank of Egypt regulation issued on 14 July 2015. **After 2015 profit distribution. 4. Critical accounting estimates and judgments The Bank makes estimates and assumptions that affect the reported amounts of assets and liabilities within the next financial year. Estimates and judgments are continually evaluated and based on historical experience and other factors, including expecta- tions of future events that are believed to be reasonable under the circumstances and available information. Impairment losses on loans and advances 4.1. The Bank reviews its loan portfolios to assess impairment on monthly and quarterly basis. In determining whether an impair- ment loss should be recorded in the income statement, the Bank makes judgments as to whether there is any observable data in- dicating the availability of a measurable decrease in the estimated future cash flows from a portfolio of loans before the decrease can be identified with an individual loan in that portfolio. This evidence may indicate that there has been an adverse change in the payment status of borrowers in the Bank, or national or local economic conditions that correlate with defaults on assets in the Bank. Management uses estimates based on historical 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 assump- tions used for estimating both the amount and timing of future cash flows are reviewed regularly to reduce any differences be- tween loss estimates and actual loss experience. To the extent that the net present value of estimated cash flows differs by +/-5% 168 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 169 Financial StatementS: Separate Impairment of available for-sale equity investments 4.2. The Bank determines that available-for-sale equity investments are impaired when there has been a significant or pro- longed decline in the fair value below its cost. This determination of what is significant or prolonged requires judgment. In making this judgment, the Bank evaluates among other factors, the normal volatility in share price. In addition, impair- ment may be appropriate when there is evidence of a deterioration in the financial health of the investee, industry and sector performance, changes in technology, and operational and financing cash flows. Fair value of derivatives 4.3. The fair value of financial instruments that are not quoted in active markets are determined by using valuation tech- niques. These valuation techniques (as models) are validated and periodically reviewed by qualified personnel indepen- dent of the area that created them. All models are certified before they are used, and models are calibrated to ensure that outputs reflect actual data and comparative market prices. For practicality purposes, models use only observable data; however, areas such as credit risk (both own and counterparty), volatilities and correlations require management to make estimates. Changes in assumptions about these factors could affect reported fair value of financial instruments. 4.4 Held-to-Maturity investments The non-derivative financial assets with fixed or determinable payments and fixed maturity are being classified as held to maturity. This requires significant judgment, in which the bank evaluates its intention and ability to hold such invest- ments to maturity. If the bank fails to keep these investments to maturity other than for the specific circumstances – for example, selling an insignificant amount close to maturity it will be required to reclassify the entire category as available for sale. The investments would therefore be measured at fair value not amortized cost. 5. Segment analysis By business segment 5.1 The Bank is divided into four main business segments on a worldwide basis: • 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. • Retail banking – incorporating private banking services, private customer current accounts, savings, deposits, investment savings products, custody, credit and debit cards, consumer loans and mortgages; • Others – Including other banking business, such as Assets Management. • Transactions between the business segments are on normal commercial terms and conditions. Dec. 31, 2016 Corporate banking SMEs Investment banking Retail banking EGP Thousands Asset Liability Management Total Revenue according to busi- ness segment Expenses according to busi- ness segment Profit before tax Tax Profit for the year Total assets 5,118,246 1,558,634 2,277,759 3,017,976 201,808 12,174,423 (2,327,301) (475,389) (53,393) (1,268,235) (5,667) (4,129,985) 2,790,945 (726,472) 2,064,473 103,794,642 1,083,245 (281,954) 801,291 4,264,036 2,224,366 (578,971) 1,645,395 101,472,259 1,749,741 (455,433) 1,294,308 15,011,250 196,141 (51,053) 145,088 39,309,870 8,044,438 (2,093,883) 5,950,555 263,852,057 Dec. 31, 2015 Corporate banking SMEs Investment banking Retail banking Asset Liability Management Total Revenue according to busi- ness segment Expenses according to busi- ness segment Profit before tax Tax Profit for the year Total assets 5,076,710 916,342 2,248,793 2,465,783 246,862 10,954,490 (3,059,901) (209,692) (93,958) (1,134,143) (2,431) (4,500,125) 2,016,809 (566,713) 1,450,096 52,915,471 706,650 (198,566) 508,084 2,800,385 2,154,835 (605,499) 1,549,336 84,044,508 1,331,640 (374,185) 957,455 10,401,499 244,431 (68,684) 175,747 29,031,228 6,454,365 (1,813,647) 4,640,718 179,193,091 5.2. By geographical segment Dec. 31, 2016 Revenue according to geographical segment Expenses according to geographical segment Profit before tax Tax Profit for the year Total assets Dec. 31, 2015 Revenue according to geographical segment Expenses according to geographical segment Profit before tax Tax Profit for the year Total assets Cairo 10,883,293 (3,464,852) 7,418,441 (1,930,944) 5,487,497 237,224,923 Cairo 9,343,597 (3,877,962) 5,465,635 (1,535,819) 3,929,816 161,706,218 Alex, Delta & Sinai 1,104,147 (499,518) 604,629 (157,377) 447,252 21,740,165 Alex, Delta & Sinai 1,167,385 (420,704) 746,681 (209,814) 536,867 13,712,913 EGP Thousands Upper Egypt Total 186,983 (165,615) 21,368 (5,562) 15,806 4,886,969 12,174,423 (4,129,985) 8,044,438 (2,093,883) 5,950,555 263,852,057 Upper Egypt Total 443,508 (201,459) 242,049 (68,014) 174,035 3,773,960 10,954,490 (4,500,125) 6,454,365 (1,813,647) 4,640,718 179,193,091 6. Net interest income Interest and similar income - Banks - Clients Total Treasury bills and bonds Reverse repos Financial investments in held to maturity and available for sale debt instruments Total Interest and similar expense - Banks - Clients Total Financial instruments purchased with a commitment to re-sale (Repos) Other Total Net interest income 7. Net fee and commission income Fee and commission income Fee and commissions related to credit Custody fee Other fee Total Fee and commission expense Other fee paid Total Net income from fee and commission Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 2,568,172 6,656,743 9,224,915 9,794,089 - 125,214 366,302 5,147,557 5,513,859 9,154,619 2,338 94,521 19,144,218 14,765,337 (115,577) (9,010,782) (9,126,359) (153) - (9,126,512) 10,017,706 (79,801) (6,561,613) (6,641,414) (7,762) (832) (6,650,008) 8,115,329 Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 965,388 69,967 930,174 1,965,529 (417,573) (417,573) 1,547,956 1,041,382 73,268 770,894 1,885,544 (299,696) (299,696) 1,585,848 170 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 171 Financial StatementS: Separate 8. Dividend income Trading securities Available for sale securities Total 9. Net trading income Profit (losses) from foreign exchange Profit (Loss) from forward foreign exchange deals revaluation Profit (Loss) from interest rate swaps revaluation Profit (Loss) from currency swap deals revaluation Trading debt instruments Total 10. Administrative expenses 1.Staff costs Wages and salaries Social insurance Other benefits 2.Other administrative expenses Total 11. Other operating (expenses) income Profits from non-trading assets and liabilities revaluation Profits from selling property, plant and equipment Release (charges) of other provisions Other income/expenses Total 12. Impairment charge for credit losses Loans and advances to customers Total Dec. 31, 2016 EGP Thousands 5,045 29,191 34,236 Dec. 31, 2015 EGP Thousands 4,060 31,002 35,062 Dec. 31, 2016 EGP Thousands 603,565 12,947 (15,055) 38,472 675,253 1,315,182 Dec. 31, 2015 EGP Thousands 214,574 3,024 (9,240) 7,752 494,288 710,398 Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands (1,188,799) (50,542) (44,146) (1,149,165) (2,432,652) (993,761) (54,836) (37,328) (942,479) (2,028,404) Dec. 31, 2016 EGP Thousands (682,556) 1,682 (72,442) (483,871) (1,237,187) Dec. 31, 2015 EGP Thousands 42,062 564 (135,361) (430,755) (523,490) Dec. 31, 2016 EGP Thousands (892,874) (892,874) Dec. 31, 2015 EGP Thousands (1,682,439) (1,682,439) 13. Adjustments to calculate the effective tax rate Profit after settlement Tax rate Income tax based on accounting profit Add / (Deduct) Non-deductible expenses Tax exemptions Effect of provisions Depreciation 10% Withholding tax Income tax / Deferred tax Effective tax rate * As per the law no. 96 of 2015 tax rate became 22.5%. 14. Earning per share Net profit for the year, available for distribution Board member's bonus Staff profit sharing Profits shareholders' Stake Average number of shares Basic earning per share By issuance of ESOP earning per share will be: Average number of shares including ESOP shares Diluted earning per share 15. Cash and balances with central bank Cash Obligatory reserve balance with CBE - Current accounts Total Non-interest bearing balances 16. Due from banks Current accounts Deposits Total Central banks Local banks Foreign banks Total Non-interest bearing balances Fixed interest bearing balances Total Current balances Dec. 31, 2016 EGP Thousands 8,044,438 22.50% 1,809,999 Dec. 31, 2015 EGP Thousands 6,454,365 22.50% 1,452,232 939,873 (113,627) (588,519) 43,144 3,013 2,093,883 26.03% 278,391 (99,540) 186,533 (6,536) 2,567 1,813,647 28.10% Dec. 31, 2016 EGP Thousands 5,948,258 (89,224) (594,826) 5,264,208 1,153,866 4.56 Dec. 31, 2015 EGP Thousands 4,639,648 (69,595) (463,965) 4,106,088 1,153,866 3.56 1,171,428 4.49 1,170,567 3.51 Dec. 31, 2016 EGP Thousands 5,083,805 Dec. 31, 2015 EGP Thousands 1,580,752 5,438,235 10,522,040 10,522,040 8,268,202 9,848,954 9,848,954 Dec. 31, 2016 EGP Thousands 4,090,352 53,920,682 58,011,034 37,447,892 204,309 20,358,833 58,011,034 33 58,011,001 58,011,034 58,011,034 Dec. 31, 2015 EGP Thousands 1,386,078 19,616,227 21,002,305 14,121,507 3,263,306 3,617,492 21,002,305 353,197 20,649,108 21,002,305 21,002,305 172 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 173 Financial StatementS: Separate 17. Treasury bills and other governmental notes 20. Loans and advances to customers, net 91 Days maturity 182 Days maturity 364 Days maturity Unearned interest Total 1 Repos - treasury bills Total 2 Net 18. Trading financial assets Debt instruments - Governmental bonds Total Equity instruments - Mutual funds Total - Portfolio managed by others Total 19. Loans and advances to banks, net Time and term loans Less: Impairment provision Total Current balances Non-current balances Total Analysis for impairment provision of loans and advances to banks Beginning balance Release during the year Exchange revaluation difference Ending balance Dec. 31, 2016 EGP Thousands 1,051,375 4,350,975 36,010,730 (2,196,693) 39,216,387 (39,203) (39,203) 39,177,184 Dec. 31, 2015 EGP Thousands - 7,600 22,993,553 (870,983) 22,130,170 - - 22,130,170 Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 1,933,420 1,933,420 180,157 180,157 331,557 2,445,134 5,504,524 5,504,524 157,336 157,336 186,517 5,848,377 Dec. 31, 2016 EGP Thousands 161,451 Dec. 31, 2015 EGP Thousands 48,342 (1,800) 159,651 110,053 49,598 159,651 (9,899) 38,443 3,090 35,353 38,443 Dec. 31, 2016 EGP Thousands (9,899) 20,368 (12,269) (1,800) Dec. 31, 2015 EGP Thousands (14,582) 4,902 (219) (9,899) Individual - Overdraft - Credit cards - Personal loans - Real estate loans - Other loans Total 1 Corporate - Overdraft - Direct loans - Syndicated loans - Other loans Total 2 Total Loans and advances to customers (1+2) Less: Unamortized bills discount Impairment provision Unearned interest Net loans and advances to customers Distributed to Current balances Non-current balances Total Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 1,901,875 2,423,125 10,745,352 306,930 20,838 15,398,120 13,220,464 44,503,511 24,840,803 110,382 82,675,160 98,073,280 (5,533) (9,818,007) (2,257,826) 85,991,914 36,671,277 49,320,637 85,991,914 1,583,233 2,001,159 8,073,622 298,817 20,881 11,977,712 8,936,219 27,811,737 14,088,786 84,402 50,921,144 62,898,856 (14,375) (4,709,107) (1,002,669) 57,172,705 25,011,678 32,161,027 57,172,705 Analysis for impairment provision of loans and advances to customers Dec. 31, 2016 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Ending balance Overdraft Credit cards (11,835) (26,985) Individual Personal loans (135,339) Real estate loans (10,192) 669 (20,366) (55,022) - - (11,166) 37,099 (14,804) (25,056) 6 (237) (190,592) 2,391 - - (7,801) Other loans Total (20,881) (205,232) 43 (72,285) - - (20,838) 37,105 (15,041) (255,453) Dec. 31, 2016 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Exchange revaluation difference Ending balance Overdraft Direct loans (589,620) (132,021) - - (620,369) (1,342,010) (2,888,702) (1,206,476) 71,767 (33,221) (2,385,595) (6,442,227) Corporate Syndicated loans (1,024,226) 498,657 - - (1,250,304) (1,775,873) Other loans Total (1,327) (1,117) - - - (2,444) (4,503,875) (840,957) 71,767 (33,221) (4,256,268) (9,562,554) 174 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 175 Overdraft Credit cards (10,550) (7,434) Individual Personal loans (81,153) Real estate loans (8,422) Other loans Total (20,934) (128,493) in benefit for the Bank or conversely against its benefit and the total fair value of the financial derivatives in assets and liabilities. Hereunder are the fair values of the booked financial derivatives: (1,281) (28,331) (59,317) (1,770) 53 (90,646) 21.1.1. For trading derivatives Financial StatementS: Separate Dec. 31, 2015 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Ending balance - (4) (11,835) 14,120 (5,340) (26,985) 5,148 (17) (135,339) - - (10,192) - - (20,881) 19,268 (5,361) (205,232) Dec. 31, 2015 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Exchange revaluation difference Ending balance Overdraft Direct loans (491,763) (79,462) - - (18,395) (589,620) (2,172,426) (1,201,442) 545,777 (3,399) (57,212) (2,888,702) Corporate Syndicated loans (644,225) (349,313) - - (30,688) (1,024,226) Other loans Total (4,850) 3,523 - - - (1,327) (3,313,264) (1,626,694) 545,777 (3,399) (106,295) (4,503,875) 21. Derivative financial instruments 21.1. Derivatives The Bank uses the following financial derivatives for non hedging purposes. Forward contracts represent commitments to buy foreign and local currencies including unexecuted spot transactions. Future contracts for foreign currencies and/or interest rates represent contractual commitments to receive or pay net on the basis of changes in foreign exchange rates or interest rates, and/or to buy/sell foreign currencies or financial instru- ments in a future date with a fixed contractual price under active financial market. Credit risk is considered low, and future interest rate contract represents future exchange rate contracts negotiated for case by case, These contracts require financial settlements of any differences in contractual interest rates and prevailing market interest rates on future interest rates on future dates based on contractual amount (nominal value) pre agreed upon. Foreign exchange and/or interest rate swap represents commitments to exchange cash flows, resulting from these con- tracts are exchange of currencies or interest (fixed rate versus variable rate for example) or both (meaning foreign ex- change and interest rate contracts).Contractual amounts are not exchanged except for some foreign exchange contracts. Credit risk is represented in the expected cost of foreign exchange contracts that takes place if other parties default to fulfill their liabilities. This risk is monitored continuously through comparisons of fair value and contractual amount, and in order 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 represent contractual agreements for the buyer (issuer) to the seller (holders) as a right not an obligation whether to buy (buy option) or sell (sell option) at a certain day or within certain period for a predetermined 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 is 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 is considered a base to analyze the realized financial instruments on the balance sheet, but it doesn’t provide an indicator for the projected cash flows of the fair value for current instruments, and those amounts don’t reflects credit risk or interest rate risk. Derivatives in the Bank's benefit that are classified as (assets) are conversely considered (liabilities) as a result of the changes in foreign exchange prices or interest rates related to these derivatives. Contractual / expected total amounts of financial derivatives can fluctuate from time to time as well as the range through which the financial derivatives can be EGP Thousands Dec. 31, 2016 Dec. 31, 2015 Notional amount 2,174,176 2,662,940 - Assets Liabilities 182,508 79,890 - 262,398 178,479 61,404 - 239,883 Notional amount 972,438 3,448,349 26,830 34,706 144 144 14,687 - - Assets Liabilities 16,766 51,258 47 68,071 395 395 25,683 71,244 47 96,974 - - 262,542 239,883 68,466 96,974 Foreign currencies derivatives - Forward foreign exchange contracts - Currency swap - Options Total 1 Interest rate derivatives - Interest rate swaps Total 2 Total assets (liabilities) for trading derivatives (1+2) 21.1.2. Fair value hedge Interest rate derivatives - Governmental debt instruments hedging - Customers deposits hedging Total 3 Total financial derivatives (1+2+3) Notional amount 675,861 16,382,128 Dec. 31, 2016 Dec. 31, 2015 Assets Liabilities Notional amount Assets Liabilities EGP Thousands - 45,629 286,014 - 26,296 6,727 6,727 269,269 45,579 91,208 331,091 7,965,211 12,529 12,529 80,995 22,465 48,761 145,735 21.2. Hedging derivatives 21.2.1. Fair value hedge The Bank uses interest rate swap contracts to cover part of the risk of potential decrease in fair value of its fixed rate gov- ernmental debt instruments in foreign currencies. Net derivative value resulting from the related hedging instruments is EGP 45,629 thousand at December 31, 2016 against EGP 26,296 thousand at the December 31, 2015, Resulting in losses form hedging instruments at December 31, 2016 EGP 19,333 thousand against net gains EGP 37,106 thousand at the De- cember 31, 2015. Net losses arose from the hedged items at December 31, 2016 reached EGP 30.579 thousand against EGP 48,941 thousand at December 31, 2015. The Bank uses interest rate swap contracts to cover part of the risk of potential increase in fair value of its fixed rate cus- tomer deposits in foreign currencies. Net derivative value resulting from the related hedging instruments is EGP 38,852 thousand at the end of December 31, 2016 against EGP 9,936 thousand at December 31, 2015, resulting in net losses from hedging instruments at December 31, 2016 of EGP 28,916 thousand against net losses of EGP 26,618 thousand at December 31, 2015. Gains arose from the hedged items at December 31, 2016 reached EGP 56,314 thousand against gains EGP 27,540 thousand at December 31 , 2015. 176 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 177 Financial StatementS: Separate 22. Financial investments Available for sale - Listed debt instruments with fair value - Listed equity instruments with fair value - Unlisted instruments Total Held to maturity - Listed debt instruments - Unlisted instruments Total Total financial investment - Actively traded instruments - Not actively traded instruments Total Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 4,709,487 97,631 640,173 5,447,291 53,892,423 32,513 53,924,936 45,589,793 28,496 670,786 46,289,075 9,228,707 32,513 9,261,220 59,372,227 55,550,295 57,097,553 2,274,674 59,372,227 53,957,991 1,592,304 55,550,295 53,244,689 Fixed interest debt instruments 1,573,811 Floating interest debt instruments Total 54,818,500 *During 2016, an amount of EGP 43,424,141 thousands of governmental bonds has been re-classified from available-for-sale to held to maturity. 56,090,139 2,511,772 58,601,911 Beginning balance Addition Deduction (selling - redemptions) Exchange revaluation differences for foreign financial assets Profit (losses) from fair value difference Impairment charges Ending Balance as of Dec. 31, 2015 Beginning balance Addition/transfer Deduction (selling - redemptions - transfer) Exchange revaluation differences for foreign financial assets Profit (losses) from fair value difference Impairment charges Ending Balance as of Dec. 31, 2016 Available for sale financial investments 27,688,410 25,392,460 (5,138,456) Held to maturity financial investments 9,160,746 4,019,548 (3,919,074) 96,638 (1,572,274) (177,703) 46,289,075 46,289,075 3,334,122 (46,335,658) 2,219,961 42,132 (102,341) 5,447,291 - - - 9,261,220 9,261,220 44,667,810 (4,094) - - - 53,924,936 Total EGP Thousands 36,849,156 29,412,008 (9,057,530) 96,638 (1,572,274) (177,703) 55,550,295 55,550,295 48,001,932 (46,339,752) 2,219,961 42,132 (102,341) 59,372,227 22.1. Profits (Losses) on financial investments Profit (Loss) from selling available for sale financial instruments Released (Impairment) charges of available for sale equity instru- ments Profit (Loss) from selling investments in associates Released (Impairment) charges of associates Profit (Loss) from selling held to maturity debt investments Total Dec. 31, 2016 EGP Thousands 35,193 Dec. 31, 2015 EGP Thousands 163,270 (102,341) (32,793) 131,799 263 32,121 (177,703) 285,431 - - 270,998 23. Investments in associates Company's country Company's assets Company's liabilities (without equity) Company's revenues Company's net profit Investment book value Stake % EGP Thousands Egypt 300,739 208,188 301,390 12,478 10,500 35 300,739 208,188 301,390 12,478 10,500 Company’s country Company’s assets Company’s liabilities (without equity) Company’s revenues Company’s net profit Investment book value Stake % EGP Thousands Egypt Egypt Egypt 5,010 313,515 193,470 511,995 211 272,665 272 20,827 41 (15,672) 600 - 109,644 257,943 36,190 12,000 40 49 40 382,520 279,042 20,559 12,600 Dec. 31, 2016 Associates - International Co. for Security and Services (Falcon) Total Dec. 31, 2015 Associates - Haykala for Investment - Egypt Factors - International Co. for Security and Services (Falcon) Total 24. Other assets Accrued revenues Prepaid expenses Advances to purchase of fixed assets Accounts receivable and other assets Assets acquired as settlement of debts Insurance Total Dec. 31, 2016 EGP Thousands 3,330,223 144,422 203,410 1,691,603 56,599 19,768 5,446,025 Dec. 31, 2015 EGP Thousands 2,903,149 123,436 157,202 1,547,660 52,569 15,921 4,799,937 25. Property, plant and equipment Land Premises IT Vehicles Fitting -out Dec. 31, 2016 Beginning gross assets (1) Additions during the year 64,709 - 822,646 114,336 1,192,514 203,124 70,161 17,499 483,217 124,556 Machines and equipment 415,795 43,777 Furniture and furnishing 131,641 12,813 Total 3,180,683 516,105 Ending gross assets (2) 64,709 936,982 1,395,638 87,660 607,773 459,572 144,454 3,696,788 Accumulated depreciation at beginning of the year (3) Current year depreciation Accumulated depreciation at end of the year (4) Ending net assets (2-4) Beginning net assets (1-3) Depreciation rates - - - 64,709 64,709 273,768 897,584 42,250 413,848 327,697 117,631 2,072,778 41,424 131,660 5,654 54,520 44,825 7,298 285,381 315,192 621,790 548,878 %5 1,029,244 366,394 294,930 %33.3 47,904 468,368 372,522 124,929 2,358,159 39,756 27,911 %20 139,405 69,369 %33.3 87,050 88,098 %20 19,525 14,010 %20 1,338,629 1,107,905 Net fixed assets value on the balance sheet date includes EGP 258,773 thousand non registered assets while their registrations procedures are in process. 178 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 179 Financial StatementS: Separate 26. Due to banks Current accounts Deposits Total Central banks Local banks Foreign banks Total Non-interest bearing balances Fixed interest bearing balances Total Current balances 27. Due to customers Demand deposits Time deposits Certificates of deposit Saving deposits Other deposits Total Corporate deposits Individual deposits Total Non-interest bearing balances Fixed interest bearing balances Total Current balances Non-current balances Total Dec. 31, 2016 EGP Thousands 271,470 2,737,526 3,008,996 163,420 2,636,009 209,567 3,008,996 545,463 2,463,533 3,008,996 3,008,996 Dec. 31, 2016 EGP Thousands 60,293,401 57,478,218 69,215,320 38,519,158 6,459,215 231,965,312 110,382,138 121,583,174 231,965,312 37,066,683 194,898,629 231,965,312 159,717,409 72,247,903 231,965,312 Dec. 31, 2015 EGP Thousands 224,002 1,376,767 1,600,769 816,844 271,845 512,080 1,600,769 59,127 1,541,642 1,600,769 1,600,769 Dec. 31, 2015 EGP Thousands 43,418,352 42,996,421 37,518,922 25,790,179 5,646,048 155,369,922 82,320,757 73,049,165 155,369,922 26,385,328 128,984,594 155,369,922 115,250,582 40,119,340 155,369,922 During the year, the Bank’s total deposits increased by 12% representing actual increase after eliminating the devaluation impact. 28. Long term loans Interest rate % Maturity date Maturing through next year Balance on Dec. 31, 2016 EGP Thousands Balance on Dec. 31, 2015 EGP Thousands Financial Investment & Sector Cooperation (FISC) Environmental Compliance Project (ECO) Agricultural Research and De- velopment Fund (ARDF) Social Fund for Development (SFD) Balance 3.5 - 5.5 depends on maturity date 3.5 - 5.5 depends on maturity date 3.5 - 5.5 depends on maturity date 3 months T/D or 9% which is more 3-5 years 3-5 years 3-5 years 04-Jan-20 1,111 2,778 - - 3,889 550 81,486 88,800 28,000 63,178 68,665 98,889 145,775 160,243 131,328 29. Other liabilities Accrued interest payable Accrued expenses Accounts payable Other credit balances Total 30. Other provisions Dec. 31, 2016 Provision for income tax claims Provision for legal claims Provision for Stamp Duty Provision for contingent Provision for other claim Total Dec. 31, 2015 Provision for income tax claims Provision for legal claims Provision for Stamp Duty Provision for contingent Provision for other claim Total Dec. 31, 2016 EGP Thousands 1,455,029 645,979 1,329,189 149,133 3,579,330 Dec. 31, 2015 EGP Thousands 763,040 586,640 1,078,821 193,768 2,622,269 Beginning balance Charged amounts 6,910 41,324 31,000 759,173 23,354 861,761 - 9,630 - 132,845 8,372 150,847 Beginning balance Charged amounts 6,910 40,247 31,000 620,546 19,653 718,356 - 1,686 - 125,764 8,416 135,866 Exchange revaluation difference - 1,456 - 579,997 2,097 583,550 Exchange revaluation difference - 53 - 12,863 414 13,330 Utilized amounts Reversed amounts - (924) - - (2,772) (3,696) - (5,451) (31,000) (37,312) (4,642) (78,405) Utilized amounts Reversed amounts - (157) - - (5,129) (5,286) - (505) - - - (505) Ending balance EGP Thousands 6,910 46,035 - 1,434,703 26,409 1,514,057 Ending balance EGP Thousands 6,910 41,324 31,000 759,173 23,354 861,761 * Provision for other claim formed on December 31, 2016 amounted to EGP 3,730 thousand to face the potential risk of banking operations against amount EGP 8,416 thousand on December 31, 2015 . 180 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 181 Financial StatementS: Separate 31. Equity 31.1. Capital The authorized capital reached EGP 20 billion according to the extraordinary general assembly decision on March 17, 2010. "Issued and Paid in Capital reached EGP 11,538,660 thousand to be divided on 1,153,866 thousand shares with EGP 10 par value for each share "and registered in the commercial register dated 19th April 2016. • Increase issued and Paid in Capital by amount EGP 68,057 thousand on April 19,2016 to reach EGP 11,538,660 thousand according to Board of Directors decision on November 10, 2015 by issuance of seventh tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 2,294,121 thousand on December 10, 2015 to reach 11,470,603 accord- ing to Ordinary General Assembly Meeting decision on March 12 ,2015 by distribution of a one share for every four out- standing shares by capitalizing on the General Reserve. • Increase issued and Paid in Capital by amount EGP 94,748 thousand on April 5,2015 to reach EGP 9,176,482 thousand ac- cording to Board of Directors decision on November 11, 2014 by issuance of sixth tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 79,299 thousand on March 23,2014 to reach EGP 9,081,734 thousand according to Board of Directors decision on December 10, 2013 by issuance of fifth tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 3,000,812 thousand on December 5, 2013 according to Extraordinary General Assembly Meeting decision on July 15 ,2013 by distribution of a one share for every two outstanding shares by capitalizing on the General Reserve. • Increase issued and Paid in Capital by amount EGP 29,348 thousand on April 7,2013 to reach EGP 6,001,624 thousand ac- cording to Board of Directors decision on October 24,2012 by issuance of fourth tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 37,712 thousand on April 9, 2012 in according to Board of Directors decision on December 22,2011 by issuance of third tranche for E.S.O.P program. 32. Deferred tax assets (Liabilities) Deferred tax assets and liabilities are attributable to the following: Fixed assets (depreciation) Other provisions (excluded loan loss, contingent liabilities and income tax provisions) Intangible Assets & Good will Other investments impairment Reserve for employee stock ownership plan (ESOP) Interest rate swaps revaluation Trading investment revaluation Forward foreign exchange deals revaluation Balance Assets (Liabilities) Dec. 31, 2016 EGP Thousands (28,741) Assets (Liabilities) Dec. 31, 2015 EGP Thousands (22,367) 16,300 17,090 86,845 79,981 3,722 18,338 (12,227) 181,308 14,553 3,255 123,243 60,870 335 78,927 (659) 258,157 33. Share-based payments According to the extraordinary general assembly meeting on June 26, 2006, the Bank launched new Employees Share Owner- ship Plan (ESOP) scheme and issued equity-settled share-based payments. Eligible employees should complete a term of 3 years of service in The Bank to have the right in ordinary shares at face value (right to share) that will be issued on the vest- ing date,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 number of shares that will eventually vest(True up model). The fair value for such equity instruments is measured using the Black-Scholes pricing model. • Increase issued and Paid in Capital by amount EGP 33,119 thousand on July 31, 2011 in according to Board of Directors Details of the rights to share outstanding during the year are as follows: decision on November 10,2010 by issuance of second tranche for E.S.O.P program. • The Extraordinary General Assembly approved in the meeting of June 26, 2006 to activate a motivating and rewarding 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 2006 and delegated the Board of Directors to 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 disbursement of this dividend, which includes staff profit share and remuneration of the Board of Directors stated in the law. 31.2. Reserves According to The Bank status 5% of net profit is used to increase the legal reserve to reaches 50% of The Bank's issued and paid in capital. Central Bank of Egypt concurrence for usage of special reserve is required. Outstanding at the beginning of the year Granted during the year Forfeited during the year Exercised during the year Outstanding at the end of the year Dec. 31, 2016 No. of shares in thousand 20,373 9,262 (478) (6,806) 22,351 Details of the outstanding tranches are as follows: Maturity date Exercise price Fair value 2017 2018 2019 Total 10.00 10.00 10.00 18.27 31.67 28.43 The fair value of granted shares is calculated using Black-Scholes pricing model with the following: 10th tranche 10 38.09 3 12.40% 2.50% 31% Exercise price Current share price Expected life (years) Risk free rate % Dividend yield% Volatility% Volatility is calculated based on the daily standard deviation of returns for the last three years. 34. Reserves Dec. 31, 2015 No. of shares in thousand 21,872 8,653 (677) (9,475) 20,373 No. of shares in thousand 7,935 5,314 9,102 22,351 9th tranche 10 39.35 3 13.40% 2.00% 31% 182 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 183 Financial StatementS: Separate Legal reserve General reserve Special reserve Reserve for A.F.S investments revaluation difference Banking risks reserve Total 34.1. Banking risks reserve Beginning balance Transferred to bank risk reserve Ending balance 34.2. Legal reserve Beginning balance Transferred from previous year profits Ending balance 34.3. Reserve for A.F.S investments revaluation difference Beginning balance Unrealized losses from A.F.S investment revaluation Ending balance 35. Cash and cash equivalent Cash and balances with central bank Due from banks Treasury bills and other governmental notes Obligatory reserve balance with CBE Due from banks with maturities more than three months Treasury bills with maturities more than three months Total Dec. 31, 2016 EGP Thousands 1,035,363 4,554,403 30,778 (2,180,244) 3,019 3,443,319 Dec. 31, 2015 EGP Thousands 803,355 1,518,525 30,214 (2,202,463) 2,513 152,144 Dec. 31, 2016 EGP Thousands 2,513 506 3,019 Dec. 31, 2015 EGP Thousands 1,991 522 2,513 Dec. 31, 2016 EGP Thousands 803,355 232,008 1,035,363 Dec. 31, 2015 EGP Thousands 621,084 182,271 803,355 Dec. 31, 2016 EGP Thousands (2,202,463) 22,219 (2,180,244) Dec. 31, 2015 EGP Thousands (593,237) (1,609,226) (2,202,463) Dec. 31, 2016 EGP Thousands 10,522,040 58,011,034 39,177,184 (5,438,235) (2,565,895) (38,187,428) 61,518,700 Dec. 31, 2015 EGP Thousands 9,848,954 21,002,305 22,130,170 (8,268,202) - (22,130,170) 22,583,057 36. Contingent liabilities and commitments 36.1. Legal claims There is a number of existing cases filed against the bank on December 31,2016 without provision as the bank doesn't expect to incur losses from it 36.2. Capital commitments 36.2.1. Financial investments The capital commitments for the financial investments reached on the date of financial position EGP 36,533 thousand as follows: Available for sale financial investments Investments value 182,665 Paid 146,132 Remaining 36,533 36.2.2. Fixed assets and branches constructions The value of commitments for the purchase of fixed assets, contracts, and branches constructions that have not been implemented till the date of financial statement amounted to EGP 38,059 thousand. 36.3. Letters of credit, guarantees and other commitments Letters of guarantee Letters of credit (import and export) Customers acceptances Total 36.4. Credit facilities commitments Credit facilities commitments 37. Mutual funds Osoul fund Dec. 31, 2016 EGP Thousands 65,575,370 2,382,849 650,607 68,608,826 Dec. 31, 2015 EGP Thousands 29,640,729 862,279 504,774 31,007,782 Dec. 31, 2016 EGP Thousands 7,245,061 Dec. 31, 2015 EGP Thousands 24,237,408 • CIB established an accumulated return mutual fund under license no.331 issued from capital market authority on Febru- ary 22, 2005. CI Assets Management Co. - Egyptian joint stock co - manages the fund. • The number of certificates issued reached 8,454,956 with redeemed value of EGP 2,346,419 thousands. • The market value per certificate reached EGP 277.52 on December 31, 2016. • The Bank portion got 601,064 certificates with redeemed value of EGP 166,807 thousands. Istethmar fund • CIB bank established the second accumulated return mutual fund under license no.344 issued from capital market au- thority on February 26, 2006. CI Assets Management Co.- Egyptian joint stock co - manages the fund. • The number of certificates issued reached 789,723 with redeemed value of EGP 101,937 thousands. • The market value per certificate reached EGP 129.08 on December 31, 2016. • The Bank portion got 194,744 certificates with redeemed value of EGP 25,138 thousands. Aman fund (CIB and Faisal Islamic Bank Mutual Fund) • CIB and Faisal Islamic Bank established an accumulated return mutual fund under license no.365 issued from capital market authority on July 30, 2006. CI Assets Management Co.- Egyptian joint stock co - manages the fund. • The number of certificates issued reached 459,607 with redeemed value of EGP 33,505 thousands. • The market value per certificate reached EGP 72.90 on December 31, 2016. • The Bank portion got 51,943 certificates with redeemed value of EGP 3,787 thousands. Hemaya fund • CIB bank established an accumulated return mutual fund under license no.585 issued from financial supervisory Author- ity on June 23, 2010. CI Assets Management Co.- Egyptian joint stock co - manages the fund. • The number of certificates issued reached 107,340 with redeemed value of EGP 17,577 thousands. • The market value per certificate reached EGP 163.75 on December 31, 2016. • The Bank portion got 50,000 certificates with redeemed value of EGP 8,188 thousands. Thabat fund • CIB bank established an accumulated return mutual fund under license no.613 issued from financial supervisory author- ity on September 13, 2011. CI Assets Management Co.- Egyptian joint stock co - manages the fund. • The number of certificates issued reached 1,007,657 with redeemed value of EGP 164,863 thousands. • The market value per certificate reached EGP 163.61 on December 31, 2016. • The Bank portion got 52,404 certificates with redeemed value of EGP 8,574 thousands. 184 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 185 Financial StatementS: Separate Takamol fund • CIB bank established an accumulated return mutual fund under license no.431 issued from financial supervisory author- 40. Tax status ity on February 18, 2015. CI Assets Management Co.- Egyptian joint stock co - manages the fund. • The number of certificates issued reached 180,767 with redeemed value of EGP 23,344 thousands. • The market value per certificate reached EGP 129.14 on December 31, 2016. • The Bank portion got 50,000 certificates with redeemed value of EGP 6,457 thousands. 38. Transactions with related parties All banking transactions with related parties are conducted in accordance with the normal banking practices and regulations applied to all other customers without any discrimination. 38.1. Loans, advances, deposits and contingent liabilities Loans and advances Deposits Contingent liabilities 38.2. Other transactions with related parties International Co. for Security & Services 39. Main currencies positions Egyptian pound US dollar Sterling pound Japanese yen Swiss franc Euro EGP Thousands 156 169,789 1,436 Income EGP Thousands 175 Expenses EGP Thousands 346 Dec. 31, 2016 EGP Thousands 1,371,677 (1,360,474) 266 851 25 4,440 Dec. 31, 2015 EGP Thousands 166,732 (191,276) (660) 356 32 (8,018) Important events The Central Bank of Egypt, in its meeting held on November 3, 2016, decided to float the exchange rate for foreign cur- rencies in order to give the banks operating in Egypt the flexibility to determine the sale and purchase price for foreign currencies within legal channels. Foreign currency exchange rates for the period subsequent to the decision have thus ranged between: Key currencies US dollar Euro Buy 15.25 16.83 Sell 15.75 17.53 Accordingly, the value of foreign currency-denominated assets and liabilities may differ significantly from the values reported in the financial statements for the financial year which ended December 31, 2016. The income statement would also be impacted by the revaluation of the outstanding foreign currency positions on the date of financial position and in subsequent periods. Along with the exchange rate liberalization, the Central Bank of Egypt also decided to raise the overnight deposit and lending rates by 300 basis points to 14.75% and 15.75%, respectively, which is expected to impact the Bank's pricing policies for its current and future products. Corporate income tax The Bank's corporate income tax position has been examined, paid and settled with the tax authority since the operations start up until the end of year 2014. Corporate income tax annual report is submitted. Salary tax The Bank's salary tax has been examined, paid and settled since the operations start up until the end of 2013. The Bank's salary tax is currently under examination for the period 2014-2015. Stamp duty tax The Bank's stamp duty tax has been examined and paid since the operations start up until 31/7/2006. Any disputes are currently under discussion at the tax appeal committee and the court for adjudication. The Bank's stamp duty tax is being re-examined for the period from 1/8/2006 till 30/9/2015 according to the protocol be- tween the Federation of Egyptian banks and the tax authority. 41. Goodwill and Intangible assets: Due to the acquisition process, Goodwill and Intangible assets have been arisen with the following balances : 41.1. Goodwill: Book value Goodwill impairment Net book value 41.2. Intangible assets: Book value Amortization Net book value Dec. 31, 2016 EGP Thousands 209,842 (209,842) - Dec. 31, 2015 EGP Thousands 217,078 (7,236) 209,842 651,041 (151,910) 499,131 651,041 (21,701) 629,340 According to CBE's regulation issued on December 16, 2008, an annual amortization of 20% has been applied on intan- gible assets starting from acquisition date. Goodwill amount was fully impaired on 31 December 2016. 42. Non current assets held for sale Subsidiaries - CI Capital Holding Associates - Corplease Dec. 31, 2016 EGP Thousands Investment book value 428,011 Dec. 31, 2015 EGP Thousands Investment book value 428,011 - 75,055 186 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 187 Financial StatementS: conSolidated 188 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 189 Financial StatementS: conSolidated Commercial International Bank (Egypt) S.A.E Consolidated balance sheet as at December 31, 2016 Commercial International Bank (Egypt) S.A.E Consolidated income statement for the year ended December 31, 2016 Notes Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Notes Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 15 16 17 18 19 20 42 21 22 22 23 24 41 41 32 25 26 27 42 21 29 28 30 31 34 Assets Cash and balances with central bank Due from banks Treasury bills and other governmental notes Trading financial assets Loans and advances to banks, net Loans and advances to customers, net Non current assets held for sale Derivative financial instruments Financial investments - Available for sale - Held to maturity Investments in associates Other assets Goodwill Intangible assets Deferred tax assets (Liabilities) Property, plant and equipment Total assets Liabilities and equity Liabilities Due to banks Due to customers Non current liabilities held for sale Derivative financial instruments Current tax liabilities Other liabilities Long term loans Other provisions Total liabilities Equity Issued and paid up capital Reserves Reserve for employee stock ownership plan (ESOP) Retained earnings (losses) Total equity Net profit for the year Total equity and net profit for the year Minority interest Total minority interest, equity and net profit for the year Total liabilities, equity, minority interest and net profit for the year The accompanying notes are an integral part of these financial statements. 10,522,040 58,011,034 39,177,184 2,445,134 159,651 85,224,148 4,890,438 269,269 5,447,291 53,924,936 36,723 5,434,563 - 499,131 181,308 1,320,905 267,543,755 3,008,996 231,740,795 3,684,676 331,091 2,017,034 3,579,330 160,243 1,514,057 246,036,222 11,538,660 3,451,756 343,460 31,462 15,365,338 6,009,118 21,374,456 133,077 21,507,533 267,543,755 9,848,954 21,002,305 22,130,170 5,848,377 38,443 56,797,576 1,066,270 80,995 46,289,075 9,261,220 159,983 4,789,291 209,842 629,340 258,157 1,090,181 179,500,179 1,600,769 155,234,416 371,622 145,735 1,949,694 2,622,269 131,328 861,761 162,917,594 11,470,603 151,993 248,148 (64,566) 11,806,178 4,728,976 16,535,154 47,431 16,582,585 179,500,179 Hisham Ezz Al-Arab Chairman and Managing Director Continued Operations Interest and similar income Interest and similar expense Net interest income Fee and commission income Fee and commission expense Net fee and commission income Dividend income Net trading income Profits on financial investments Administrative expenses Other operating (expenses) income Goodwill impairment Intangible assets amortization Impairment charge for credit losses Bank's share in the profits of associates Profit before income tax Income tax expense Deferred tax assets (Liabilities) Net profit from continued operations "Discontinued Operations " "Net profit from discontinued operations" Net profit for the year Minority interest Bank shareholders Earning per share Basic Diluted 6 7 8 9 22 10 11 41 41 12 13 32 & 13 42 14 19,144,218 (9,126,512) 10,017,706 1,965,529 (417,573) 1,547,956 34,236 1,315,182 (25,533) (2,432,652) (1,237,187) (209,842) (130,208) (892,874) 2,989 7,989,773 (2,017,034) (76,849) 5,895,890 127,376 6,023,266 14,148 6,009,118 14,765,337 (6,650,008) 8,115,329 1,885,544 (299,696) 1,585,848 35,062 710,398 270,998 (2,024,511) (527,383) (7,236) (21,701) (1,682,439) 27,829 6,482,194 (1,949,694) 136,047 4,668,547 61,115 4,729,662 686 4,728,976 4.56 4.49 3.56 3.51 Hisham Ezz Al-Arab Chairman and Managing Director 190 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 191 Financial StatementS: conSolidated Commercial International Bank (Egypt) S.A.E Consolidated cash flow for the year ended on December 31, 2016 Commercial International Bank (Egypt) S.A.E Consolidated cash flow for the year ended on December 31, 2016 (Cont.) Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Cash flow from financing activities Increase (decrease) in long term loans Dividend paid Capital increase Net cash used in financing activities Net increase (decrease) in cash and cash equivalent during the year Beginning balance of cash and cash equivalent Cash and cash equivalent at the end of the year Cash and cash equivalent comprise: Cash and balances with central bank Due from banks Treasury bills and other governmental notes Obligatory reserve balance with CBE Due from banks with maturities more than three months Treasury bills with maturity more than three months Total cash and cash equivalent 28,915 (1,463,450) 68,057 (1,366,478) 38,935,643 22,583,057 61,518,700 10,522,040 58,011,034 39,177,184 (5,438,235) (2,565,895) (38,187,428) 61,518,700 (111,550) (1,563,646) 94,748 (1,580,448) 15,871,272 6,711,785 22,583,057 9,848,954 21,002,305 22,130,170 (8,268,202) - (22,130,170) 22,583,057 Cash flow from operating activities Profit before income tax from continued operations Profit before income tax from discontinued operations Adjustments to reconcile net profit to net cash provided by operating activities Fixed assets depreciation Impairment charge for credit losses Other provisions charges Trading financial investments revaluation differences Available for sale and held to maturity investments exchange revaluation differences Goodwill impairment Intangible assets amortization Financial investments impairment charge Utilization of other provisions Other provisions no longer used Exchange differences of other provisions Profits from selling property, plant and equipment Profits from selling financial investments Profits (losses) from selling associates Shares based payments Impairment (Released) charges of associates Associates financial investments revaluation differences Operating profits before changes in operating assets and liabilities Net decrease (increase) in assets and liabilities Due from banks Treasury bills and other governmental notes Trading financial assets Derivative financial instruments Loans and advances to banks and customers Other assets Goodwill impairment Intangible Assets Due to banks Due to customers Income tax obligations paid Other liabilities Net cash provided from operating activities Cash flow from investing activities Payment for purchase of subsidiary and associates Proceeds from selling subsidiary and associates Payment for purchases of property, plant, equipment and branches construc- tions Proceeds from redemption of held to maturity financial investments Payment for purchases of held to maturity financial investments Payment for purchases of available for sale financial investments Proceeds from selling available for sale financial investments Proceeds (payments) from real estate investments Net cash used in investing activities 7,989,773 158,041 285,381 892,874 150,847 (269,283) (2,219,961) 209,842 130,208 82,428 (3,696) (78,405) 583,550 (1,682) (35,193) 90,447 187,000 (131,799) 2,989 8,023,361 264,072 (16,057,258) 3,672,526 (2,918) (29,440,654) (4,450,111) - - 1,408,227 76,506,379 (1,949,694) 4,354,673 42,328,603 (12,036) 176,161 (560,631) 4,094 (29,979,743) (3,334,122) 31,682,784 (2,989) (2,026,482) 6,482,194 71,161 188,256 1,682,439 135,866 353,590 (96,638) 7,236 21,701 140,751 (17,242) (505) 13,330 (564) (163,270) (285,431) 133,395 - (27,829) 8,638,440 2,131,856 8,331,133 (2,439,249) (20,247) (9,714,737) (1,273,556) (217,078) (651,041) 469,384 33,259,457 (1,814,609) 15,319 36,715,072 - 334,451 (304,401) 3,919,074 (4,019,548) (25,392,460) 5,315,438 884,094 (19,263,352) 192 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 193 Financial StatementS: conSolidated l a t o T - ) 8 6 3 1 ( , 8 6 3 1 , l a t o T t s e r e t n I y t i r o n i M l a t o T y t i u q E s r e d l o h e r a h S , 9 3 2 4 5 7 4 1 , , 6 5 4 1 4 7 3 , 1 9 9 1 , ) 6 3 2 3 9 5 ( , 8 0 1 8 2 , ) 0 6 1 5 5 1 ( , , 6 9 4 0 5 8 1 , n a l p 6 6 7 7 7 1 , e e y o l p m e r o f e v r e s e R k c o t s p i h s r e n w o t fi o r p t e N r a e y e h t r o f s k s i r e v r e s e r g n i k n a B e v r e s e R . . S F A r o F . ff i d s t n e m t s e v n i n o i t a u l a v e r l a i c e p S e v r e s e r d e n i a t e R s g n i n r a e ) s e s s o l ( l a r e n e G e v r e s e r l a g e L e v r e s e r p u d i a p l a t i p a c d n a d e u s s I - - 8 4 7 4 9 , , 3 3 4 3 0 8 4 1 , , 2 6 6 9 2 7 4 , , ) 7 2 4 9 6 5 1 ( , - - - 4 9 1 9 4 , 6 8 6 ) 1 8 0 1 ( , , ) 6 2 2 9 0 6 1 ( , - 5 9 3 3 3 1 , , 5 8 5 2 8 5 6 1 , - - - 1 3 4 7 4 , - - , ) 6 4 3 8 6 5 1 ( , , 6 7 9 8 2 7 4 , - , ) 6 2 2 9 0 6 1 ( , - - - - - - ) 3 1 0 3 6 ( , 8 4 7 4 9 , - - - - , ) 2 6 3 3 8 0 2 ( , ) 6 2 9 3 9 ( , , ) 6 4 6 3 6 5 1 ( , , 6 7 9 8 2 7 4 , - - - - - - - ) 2 2 5 ( 2 2 5 5 9 3 3 3 1 , 5 9 3 3 3 1 , - , 4 5 1 5 3 5 6 1 , 8 4 1 8 4 2 , , 6 7 9 8 2 7 4 , - 3 1 5 2 , - - - - - - - - , ) 6 2 2 9 0 6 1 ( , - - - - - - - - - - 6 2 9 3 9 , - 8 6 3 1 , ) 0 0 7 4 ( , - - - - - - - - 6 0 1 2 , - - , 8 9 9 1 6 9 1 , , ) 1 2 1 4 9 2 2 ( , , ) 2 6 4 2 0 2 2 ( , 4 1 2 0 3 , ) 6 6 5 4 6 ( , , 3 7 3 8 1 5 1 , - - - - - - - - 4 8 0 1 2 6 , 1 7 2 2 8 1 , 5 5 3 3 0 8 , , 4 3 7 1 8 0 9 , , 9 6 8 8 8 3 2 , - - - - - - - - , 3 0 6 0 7 4 1 1 , i s g n n r a e d e n i a t e r o t d e r r e f s n a r T s e v r e s e r o t d e r r e f s n a r T e c n a l a b g n n n i g e B i e s a e r c n i l a t i p a C r a e y e h t f o t fi o r p t e N d i a p d n e d i v i D ) s e s s o l ( 5 1 0 2 , 1 3 . c e D e g a t n e c r e p p h s r e n w o n i i e g n a h C S F A n o ) s s o l ( / n i a g d e s i l a e r n u t e N k s i r k n a b o t ) m o r f ( d e r r e f s n a r T e v r e s e r - r e n w o k c o t s l s e e y o p m e f o t s o C ) P O S E ( n a l p p h s i r a e y e h t f o d n e e h t t a e c n a l a B n o d e d n e r a e y e h t r o f y t i u q e ' s r e d l o h e r a h s n i s e g n a h c f o t n e m e t a t s d e t a d i l o s n o C E . A . S ) t p y g E ( k n a B l a n o i t a n r e t n I l a i c r e m m o C 5 1 0 2 , 1 3 r e b m e c e D d e d n e r a e y e h t r o f y t i u q e ' s r e d l o h e r a h s n i s e g n a h c f o t n e m e t a t s d e t a d i l o s n o C E . A . S ) t p y g E ( k n a B l a n o i t a n r e t n I l a i c r e m m o C 6 1 0 2 , 1 3 r e b m e c e D , 5 8 5 2 8 5 6 1 , , 4 5 1 5 3 5 6 1 , - - 7 5 0 8 6 , - - - - - 7 5 0 8 6 , , ) 0 4 7 8 6 4 1 ( , , 6 6 2 3 2 0 6 , - 8 5 5 4 8 , 9 1 2 2 2 , 8 8 5 8 , 0 0 0 7 8 1 , , 3 3 5 7 0 5 1 2 , - - - - ) 4 9 3 1 ( , 8 4 1 4 1 , 2 9 8 2 7 , 7 7 0 3 3 1 , , ) 6 4 3 7 6 4 1 ( , , 8 1 1 9 0 0 6 , - 6 6 6 1 1 , 9 1 2 2 2 , 8 8 5 8 , 0 0 0 7 8 1 , , 6 5 4 4 7 3 1 2 , - - - - - - - - - - 8 8 5 8 , 8 8 5 8 , t s e r e t n I y t i r o n i M 1 3 4 7 4 , y t i u q E n o i t a l s n a r t s e c n e r e ff i d s r e d l o h e r a h S s e i c n e r r u c k c o t s l a t o T n g i e r o f e v i t a l u m u C e e y o l p m e r o f e v r e s e R n a l p 8 4 1 8 4 2 , p i h s r e n w o - ) 8 8 6 1 9 ( , - - - - - - 0 0 0 7 8 1 , - 0 6 4 3 4 3 , t fi o r p t e N r a e y e h t r o f s k s i r e v r e s e r g n i k n a B e v r e s e R . . S F A r o F . ff i d s t n e m t s e v n i n o i t a u l a v e r l a i c e p S e v r e s e r d e n i a t e R s g n i n r a e ) s e s s o l ( l a r e n e G e v r e s e r l a g e L e v r e s e r p u d i a p l a t i p a c d n a d e u s s I 6 1 0 2 , 1 3 . c e D , 6 7 9 8 2 7 4 , - - - ) 8 5 2 8 8 ( , , ) 2 6 7 6 7 1 3 ( , , ) 0 5 4 3 6 4 1 ( , , 8 1 1 9 0 0 6 , - - - - - - - 3 1 5 2 , ) 6 0 5 ( 6 0 5 - - , 8 1 1 9 0 0 6 , - - 9 1 0 3 , - - - - - - - - - 9 1 2 2 2 , , ) 2 6 4 2 0 2 2 ( , - - - - - - - - - - - - 8 5 2 8 8 , ) 6 9 8 3 ( , - 6 6 6 1 1 , - - - - - - - - - 4 6 5 - - 4 1 2 0 3 , ) 6 6 5 4 6 ( , , 3 7 3 8 1 5 1 , - , 8 7 8 5 3 0 3 , , ) 3 4 2 0 8 1 2 ( , 8 7 7 0 3 , 2 6 4 1 3 , , 1 5 2 4 5 5 4 , - - - - - - - - 5 5 3 3 0 8 , - 8 0 0 2 3 2 , , 3 6 3 5 3 0 1 , , 3 0 6 0 7 4 1 1 , - - - - - - - - - 7 5 0 8 6 , , 0 6 6 8 3 5 1 1 , i s g n n r a e d e n i a t e r o t d e r r e f s n a r T s e v r e s e r o t d e r r e f s n a r T e c n a l a b g n n n i g e B i e s a e r c n i l a t i p a C r a e y e h t f o t fi o r p t e N d i a p d n e d i v i D ) s e s s o l ( e g a t n e c r e p p h s r e n w o n i i e g n a h C S F A n o ) s s o l ( / n i a g d e s i l a e r n u t e N k s i r k n a b o t ) m o r f ( d e r r e f s n a r T e v r e s e r - r e n w o k c o t s l s e e y o p m e f o t s o C ) P O S E ( n a l p p h s i s e i c n e r r u c n g i e r o f e v i t a l u m u C i s e c n e r e ff d n o i t a l s n a r t r a e y e h t f o d n e e h t t a e c n a l a B 194 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 195 Financial StatementS: conSolidated Notes to the consolidated financial statements for the year ended December 31, 2016 1. General information Commercial International Bank (Egypt) S.A.E. provides retail, corporate and investment banking services in various parts of Egypt through 168 branches, and 24 units employing 6422 employees on the statement of financial position date. Commercial international Bank (Egypt) S.A.E. was formed as a commercial bank under the investment law no. 43 of 1974. The 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. 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 of 1992 and its executive regulations. Financial register no. 166798 on April 10th, 2005 and the company have been licensed by the Capital Market Authority to carry out its activities under license no. 353 on May 24th, 2006. As of December 31, 2016 the Bank directly owns 54,988,500 shares representing 99.98% of CI Capital Holding Company’s capital and on December 31, 2016 CI Capital Holding Co. Directly owns the following shares in its subsidiaries: Company name • CIBC Co. • CI Assets Management • CI Investment Banking Co. • Dynamic Brokerage Co. • Corplease No. of shares 1,979,290 478,577 2,481,578 3,393,500 1,262,237 Ownership% 98.96 95.72 99.27 99.97 72.96 Indirect Share% 98.94 95.70 99.25 99.95 72.94 2. Summary of accounting policies 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. 2.1. Basis of preparation 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 Directors on December 16, 2008 consistent with the principles referred to. The consolidated financial statements have been prepared under the historical cost convention, as modified by the revaluation of trading, financial assets and liabilities held at fair value through profit or loss, available for sale and all derivatives contracts. Basis of consolidation 2.1.1. The method of full consolidation is the basis of the preparation of the consolidated financial statement of the Bank, given that the Bank’s acquisition proportion is 99.98 % (full control) in CI Capital Holding. Consolidated financial statements consist of the financial statements of Commercial International Bank and consoli- dated financial statements of CI Capital Holding and its subsidiaries. Control is achieved through the Bank’s ability to control the financial and operational policies of the companies that the Bank invests in it in order to obtain benefits from its activities. The basis of the consolidation is as follows: • • • • Eliminating all balances and transactions between the Bank and group companies. The cost of acquisition of subsidiary companies is based on the company's share in the fair value of assets acquired and obligations outstanding on the acquisition date. Minority shareholders represent the rights of others in subsidiary companies. Proportional consolidation is used in consolidating method for companies under joint control. Subsidiaries 2.2. Subsidiaries and associates 2.2.1. 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 voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are consid- ered when assessing whether the Bank has the ability to control the entity or not. 2.2.2. associates 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. The acquisition method of accounting is used to account for the purchase of subsidiaries. The cost of an acquisition is 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. The equity method is applied to account for investments associates, whereby, investments are recorded based on the equity method including any goodwill, deducting any impairment losses, and dividends are recorded in the income state- ment in the adoption of the distribution of these profits and evidence of the Bank right to collect them. 2.3. Segment reporting 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 of segments operating in other economic environments. Foreign currency translation 2.4. 2.4.1. The financial statements are presented in Egyptian pound, which is the Bank’s functional and presentation currency. Functional and presentation currency transactions and balances in foreign currencies 2.4.2. 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. Monetary assets and liabilities denominated in foreign currencies are retranslated at the end of reporting period at the 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: • Net trading income from held-for-trading assets and liabilities. • Other operating revenues (expenses) from the remaining assets and liabilities. 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 changes in the amortized cost of the instrument, differences resulting from changes in the applicable exchange rates and differences resulting from changes in the fair value of the instrument. Valuation differences resulting from changes in the amortized cost are recognized and reported in the income statement in ‘income from loans and similar revenues’ whereas differences resulting from changes in foreign exchange rates are recognized and reported in ‘other operating revenues (expenses)’. The remaining differences resulting from changes in fair value are deferred in equity and accumulated in the ‘revaluation reserve of available-for-sale investments’. 196 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 197 Financial StatementS: conSolidated 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. Financial assets 2.5. The Bank classifies its financial assets in the following categories: • Financial assets designated at fair value through profit or loss. • Loans and receivables. • Held to maturity investments. • Available for sale financial investments. Management determines the classification of its investments at initial recognition. Financial assets at fair value through profit or loss 2.5.1. This category has two sub-categories: • Financial assets held for trading. • Financial assets designated at fair value through profit and loss at inception. A financial asset is classified as held for trading if it is acquired or incurred principally for the purpose of selling or repur- chasing in the short term or if it is part of a portfolio of identified financial instruments that are managed together and for which there is evidence of a recent actual pattern of short term profit making. Derivatives are also categorized as held for trading unless they are designated as hedging instruments. 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: • 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 mismatch 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- ments designated by the Bank are loans and advances and long-term debt issues. • Applies to groups of financial assets, financial liabilities or combinations thereof that are managed, and their performance 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. • 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. Any financial derivative initially recognized at fair value can't be reclassified during the holding period. Re-classification is not allowed for any financial instrument initially recognized at fair value through profit and loss. loans and advances 2.5.2. Loans and advances are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market, other than: • Those that the Bank intends to sell immediately or in the short term, which is classified as held for trading, or those that the Bank upon initial recognition designates as at fair value through profit or loss. • Those that the Bank upon initial recognition designates as available for sale; or • Those for which the holder may not recover substantially all of its initial investment, other than credit deterioration. 2.5.3. Held to maturity financial investments Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturi- ties that the Bank’s management has the positive intention and ability to hold till maturity. If the Bank has to sell other 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. 2.5.4. available for sale financial investments 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. The following are applied in respect to all financial assets: Debt securities and equity shares intended to be held on a continuing basis, other than those designated at fair value, are 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. Financial assets are initially recognized at fair value plus transaction costs for all financial assets not carried at fair value through profit and loss. Financial assets carried at fair value through profit and loss are initially recognized at fair value, and transaction costs are expensed in the income statement. Financial assets are derecognized when the rights to receive cash flows from the financial assets have expired or when 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. Available-for-sale, held–for-trading and financial assets designated at fair value through profit and loss are subsequently mea- sured at fair value. Loans and receivables and held-to-maturity investments are subsequently measured at amortized cost. 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 and losses arising from changes in the fair value of available for sale investments are recognized directly in equity, until the 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. Interest income is recognized on available for sale debt securities using the effective interest method, calculated over the asset’s expected life. Premiums and discounts arising on the purchase are included in the calculation of effective interest rates. Dividends are recognized in the income statement when the right to receive payment has been established. The fair values of quoted investments in active markets are based on current bid prices. If there is no active market for a financial asset, or no current demand prices available, the Bank measures fair value using valuation models. These include the use of recent arm’s length transactions, discounted cash flow analysis, option pricing models and other valuation models commonly used by market participants. If the Bank has not been able to estimate the fair value of equity instru- ments classified as available for sale, the value is measured at cost less impairment. 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 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 based on the following: • 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- ized gains or losses in equity are recognized directly in the profits and losses. • In the case of financial asset which has infinite life, any previously recognized profit or loss in equity will remain until the sale of the asset or its disposal, in the case of impairment of the value of the financial asset after the re-classification, any gain or loss previously recognized in equity is recycled to the profits and losses. • 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 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. • In all cases, if the Bank re-classifies financial asset in accordance with the above criteria and increases its estimate of the proceeds of future cash flow, this increase adjusts the effective interest rate of this asset only without affecting the invest- ment book value. 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 enforceable right to offset the recognized amounts and there is an intention to be settled on a net basis. 198 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 199 Financial StatementS: conSolidated 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- 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 is positive and as liabilities when their fair value is negative. Embedded derivatives in other financial instruments, such as conversion option in a convertible bond, are treated as separate derivatives when their economic characteristics and risks are not closely related to those of the host contract, 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 the hybrid contact as at fair value through net trading income in profit or loss. The timing of recognition in profit and loss, of any gains or losses arising from changes in the fair value of derivatives, depends on whether the derivative is designated as a hedging instrument, and the nature of the item being hedged. The Bank designates certain derivatives as: • Hedging instruments of the risks associated with fair value changes of recognized assets or liabilities or firm commit- ments (fair value hedge). • Hedging of risks relating to future cash flows attributable to a recognized asset or liability or a highly probable forecast transaction (cash flow hedge) • Hedge accounting is used for derivatives designated in a hedging relationship when the following criteria are met. • At the inception of the hedging relationship, the Bank documents the relationship between the hedging instrument and the hedged item, along with its risk management objectives and its strategy for undertaking various hedge transac- tions. 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. Fair value hedge 2.7.1. Changes in the fair value of derivatives that are designated and qualified as fair value hedges are recognized in profit or loss immediately together with any changes in the fair value of the hedged asset or liability that are 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 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’. 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 or loss from that date using the effective interest method. 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 immediately in the income statement. These gains and losses are reported in ‘net trading income’, except where deriva- 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’. Interest income and expense 2.8. Interest income and expense for all financial instruments except for those classified as held-for-trading or designated at fair value are recognized in ‘interest income’ and ‘interest expense’ in the income statement 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 allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that ex- actly discounts estimated future cash payments or receipts through the expected life of the financial instrument or, when appropriate, a shorter period to the net carrying amount of the financial asset or financial liability. When calculating the 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 or received between parties to the contract that represents an integral part of the effective interest rate, transaction costs and all other premiums or discounts. Once loans or debts are classified as nonperforming or impaired, the revenue of interest income will not be recognized and will be recorded off balance sheet, and are recognized as income subsequently based on a cash basis according to the following: • When all arrears are collected for consumer loans, personnel mortgages and micro-finance loans. • When calculated interest for corporate are capitalized according to the rescheduling agreement conditions until paying 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. Fee and commission income 2.9. 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 and are rather recorded off balance sheet. These are recognized as revenue, on a cash basis, only when interest income on those loans is recognized in profit and loss, at that time, fees and commissions that represent an integral part of the effective interest rate of a financial asset, are treated as an adjustment to the effective interest rate of that financial asset. Commitment fees and related direct costs for loans and advances where draw down is probable are deferred and recog- nized as an adjustment to the effective interest on the loan once drawn. Commitment fees in relation to facilities where draw down is not probable are recognized at the maturity of the term of the commitment. 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 does not hold any portion of it or holds a part at the same effective interest rate used for the other participants portions. Commission and fee arising from negotiating, or participating in the negotiation of a transaction for a third party such as the arrangement of the acquisition of shares or other securities or the purchase or sale of properties are recognized upon completion of the underlying transaction in the income statement. Other management advisory and service fees are recognized based on the applicable service contracts, usually on accrual basis. Financial planning fees related to investment funds are recognized steadily over the period in which the service is 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. Operating revenues in the holding company are: • Commission income is resulting from purchasing and selling securities to a customer account upon receiving the transac- tion confirmation from the Stock Exchange. • Mutual funds and investment portfolios management which is calculated as a percentage of the net value of assets under 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. 2.10. Dividend income Dividends are recognized in the income statement when the right to collect is established. 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 and deducted from treasury bills balance. Securities borrowed or purchased subject to a commitment to resell them (Re- verse Repos) are reclassified in the financial statements and added to treasury bills balance. The difference between sale and repurchase price is treated as interest and accrued over the life of the agreements using the effective interest method. Impairment of financial assets 2.12. 2.12.1. Financial assets carried at amortised cost The Bank assesses at each balance sheet date whether there is objective evidence that a financial asset or group of finan- cial assets is impaired. A financial asset or a group of financial assets is impaired only if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event/s’) and that loss event/s has an impact on the estimated future cash flows of the financial asset or group of financial assets that can be reliably estimated. 200 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 201 Financial StatementS: conSolidated The criteria that the Bank uses to determine that there is objective evidence of an impairment loss include: • Cash flow difficulties experienced by the borrower (for example, equity ratio, net income percentage of sales) • Violation of the conditions of the loan agreement such as non-payment. • Initiation of Bankruptcy proceedings. • Deterioration of the borrower’s competitive position. • The Bank for reasons of economic or legal financial difficulties of the borrower by granting concessions may not agree with the Bank granted in normal circumstances. • Deterioration in the value of collateral or deterioration of the creditworthiness of the borrower. The objective evidence of impairment loss for a group of financial assets is observable data indicating that there is a 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 instance an increase in the default rates for a particular Banking product. 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. The Bank first assesses whether objective evidence of impairment exists individually for financial assets that are individu- ally significant, and individually or collectively for financial assets that are not individually significant and in this field the following are considered: • 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- tively assesses them for impairment according to historical default ratios. • If the Bank determines that an objective evidence of financial asset impairment exist that are individually assessed for impairment and for which an impairment loss is or continues to be recognized are not included in a collective assess- ment of impairment. The amount of the loss is measured as the difference between the asset’s carrying amount and the present value of esti- mated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s 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- est rate, the discount rate for measuring any impairment loss is the current effective interest rate determined under the 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. The calculation of the present value of the estimated future cash flows of a collateralized financial asset reflects the cash flows that may result from foreclosure less costs for obtaining and selling the collateral, whether or not foreclosure is probable. For the purposes of a collective evaluation of impairment, financial assets are grouped on the basis of similar credit risk 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 con- tractual terms of the assets being evaluated. 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 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 effects of current conditions that did not affect the period on which the historical loss experience is based and to remove the effects of conditions in the historical period that do not currently exist. Estimates of changes in future cash flows for groups of assets should reflect and be directionally consistent with changes in related observable data from period to period (for example, changes in unemployment rates, property prices, payment status, or other indicative factors of changes in the probability of losses in the Bank and their magnitude. The methodol- ogy and assumptions used for estimating future cash flows are reviewed regularly by the Bank. 2.12.2. available for sale investments The Bank assesses at each balance sheet date whether there is objective evidence that a financial asset or a group of finan- cial assets classify under available for sale is impaired. In the case of equity investments classified as available for sale, a significant or prolonged decline in the fair value of the security below its cost is considered in determining whether the assets are impaired. During periods start from first of January 2009, the decrease consider significant when it became 10% from the book value of the financial instrument and the decrease consider to be extended if it continues 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 securities, impairment losses previously recognized in profit or loss are not reversed through the income statement. If, in a subsequent period, the fair value of a debt instrument classified as available for sale increases and the increase can be objec- tively related to an event occurring after the impairment loss was recognized in the income statement, the impairment loss is re- versed through the income statement to the extent of previously recognized impairment charge from equity to income statement. 2.13. Real estate investments The real estate investments represent lands and buildings owned by the Bank in order to obtain rental returns or capital gains and therefore do not include real estate assets which the Bank exercised its work through or those that have owned by the Bank as settlement of debts. The accounting treatment is the same used with property, plant and equipment. 2.14. Property, plant and equipment Land and buildings comprise mainly branches and offices. All property, plant and equipment are stated at historical cost less de- preciation and impairment losses. Historical cost includes expenditure that is directly attributable to the acquisition of the items. Subsequent costs are included in the asset’s carrying amount or as a separate asset, as appropriate, only when it is prob- able that future economic benefits will flow to the Bank and the cost of the item can be measured reliably. All other repairs and maintenance are charged to other operating expenses during the financial period in which they are incurred. Land is not depreciated. Depreciation of other assets is calculated using the straight-line method to allocate their residual values over estimated useful lives, as follows: Buildings Leasehold improvements Furniture and safes Typewriters, calculators and air-conditions Vehicles Computers and core systems Fixtures and fittings 20 years. 3 years, or over the period of the lease if less 3/5 years. 5 years 5 years 3/10 years 3 years The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date. Depreciable as- sets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be re- covered. An asset’s carrying amount is written down immediately to its recoverable value if the asset’s carrying amount exceeds its estimated recoverable amount. The recoverable amount is the higher of the asset’s fair value less costs to sell and value in use. Gains and losses on disposals are determined by comparing the selling proceeds with the asset carrying amount and charged to other operating expenses in the income statement. Impairment of non-financial assets 2.15. Assets that have an indefinite useful life are not amortized -except goodwill- and are tested annually for impairment. As- sets that are subject to amortization are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognized for the amount by which the asset’s carrying amount exceeds its recoverable amount. 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- ment with reference to the lowest level of cash generating unit/s. A previously recognized impairment loss relating to a fixed asset may be reversed in part or in full when a change in circumstances leads to a change in the estimates used to 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. 202 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 203 Financial StatementS: conSolidated 2.15.1. Goodwill Goodwill is capitalized and represents the excess of acquisition cost over the fair value of the Bank’s share in the ac- quired entity’s net identifiable assets on the date of acquisition. For the purpose of calculating goodwill, the fair values of acquired assets, liabilities and contingent liabilities are determined by reference to market values or by discounting 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. Goodwill is allocated to the cash generating units for the purpose of impairment testing. The cash generating units rep- resented in the Bank main segments. 2.15.2. other intangible assets Is the intangible assets other than goodwill and computer programs (trademarks, licenses, contracts for benefits, the benefits of contracting with clients). Other intangible assets that are acquired by the Bank are recognized at cost less accumulated amortization and impair- ment losses. Amortization is charged to the income statement on a straight-line basis over the estimated useful lives of the intangible asset with definite life. Intangible assets with indefinite life are not amortized and tested for impairment. 2.16. Leases The accounting treatment for the finance lease is complied with law 95/1995, if the contract entitles the lessee to purchase the asset at a specified date and predefined value, or the current value of the total lease payments representing at least 90% of the value of the asset. The other leases contracts are considered operating leases contracts. 2.16.1. Being lessee Finance lease contract recognizes the lease cost, including the cost of maintenance of the leased assets in the income statement for the period in which they occurred. If the Bank decides to exercise the right to purchase the leased asset the leased assets are capitalized and included in ‘property, plant and equipment’ and depreciated over the useful life of the expected remaining life of the asset in the same manner as similar assets. 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’. 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 expected useful life of this asset in the same manner as similar assets. Lease income is recognized on the basis of rate of re- turn 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 statement until the expiration of the lease to be reconciled with a net book value of the leased asset. Maintenance and insurance expenses are charged to the income statement when incurred to the extent that they are not charged to the tenant. In case there is objective evidence that the Bank will not be able to collect the of financial lease obligations, the finance lease payments are reduced to the recoverable amount. For assets leased under operating lease it appears in the balance sheet under property, plant and equipment, and depreci- ated 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. 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’ maturity from the date of acquisition, including cash and non-restricted balances with Central Bank, treasury bills and other eligible bills, loans and advances to banks, amounts due from other banks and short-term government securities. 2.18. Other provisions Provisions for restructuring costs and legal claims are recognized when the Bank has present legal or constructive obliga- 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. 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 obligations. When a provision is wholly or partially no longer required, it is reversed through profit or loss under other operating income (expenses). 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 to settle the present obligation at the balance sheet date. An appropriate pretax discount rate that reflects the time value of money is used to calculate the present value of such provisions. For obligations due within less than twelve months from the bal- 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. 2.19. Share based payments The Bank applies an equity-settled, share-based compensation plan. The fair value of equity instruments recognized as an ex- pense 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 conditions of a share-based payment arrangement are to be satisfied. Vesting conditions include service conditions and performance condi- tions and market performance conditions are taken into account when estimating the fair value of equity instruments at the date of grant. At each balance sheet date the number of options that are expected to be exercised are estimated. Recognizes estimate changes, if any, in the income statement, and a corresponding adjustment to equity over the remaining vesting period. 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. 2.20. Income tax Income tax on the profit or loss for the period and deferred tax are recognized in the income statement except for income tax relating to items of equity that are recognized directly in equity. Income tax is recognized based on net taxable profit using the tax rates applicable at the date of the balance sheet in ad- dition to tax adjustments for previous years. 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 value of deferred tax on the expected manner to realize or settle the values of assets and liabilities, using tax rates appli- cable at the date of the balance sheet. 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 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. 2.21. Borrowings Borrowings are recognized initially at fair value net of transaction costs incurred. Borrowings are subsequently stated at 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 Dividends on ordinary shares and profit sharing are recognized as a charge of equity upon the general assembly approval. Profit sharing includes the employees’ profit share and the Board of Directors’ remuneration as prescribed by the Bank’s articles of incorporation and the corporate law. 2.23. Comparatives Comparative figures have been adjusted to conform to changes in presentation in the current period where necessary. 204 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 205 Financial StatementS: conSolidated 2.24. Noncurrent assets held for sale a non-current asset (or disposal group) to be classified as held for sale if its carrying amount will be recovered principally through a sale transaction rather than through continuing use. • The ‘probability of default’ by the client or counterparty on its contractual obligations • Current exposures to the counterparty and its likely future development, from which the Bank derive the ‘exposure at default. • The likely recovery ratio on the defaulted obligations (the ‘loss given default’). Determining whether (and when) an asset stops being recovered principally through use and becomes recoverable prin- cipally through sale. For an asset (or disposal group) to be classified as held for sale: (a) It must be available for immediate sale in its present condition, subject only to terms that are usual and customary for sales of such assets (or disposal groups); (b) Its sale must be highly probable; The standard requires that non-current assets (and, in a 'disposal group', related liabilities and current assets,) meeting its criteria to be classified as held for sale be: (a) Measured at the lower of carrying amount and fair value less costs to sell, with depreciation on them ceasing; and (b) Presented separately on the face of the statement of financial position with the results of discontinued operations presented separately in the income statement. 2.25. D iscontinued operation Discontinued operation as 'a component of an entity that either has been disposed of, or is classified as held for sale, and (a) Represents a separate major line of business or geographical area of operations, (b) Is part of a single coordinated plan to dispose of a separate major line of business or geographical area of operations or (c) Is a subsidiary acquired exclusively with a view to resale. When presenting discontinued operations in the income statement, the comparative figures should be adjusted as if the operations had been discontinued in the comparative period. 3. Financial risk management The Bank’s activities expose it to a variety of financial risks and those activities involve the analysis, evaluation, accep- tance and 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 risk and rewards and minimize potential adverse effects on the Bank’s financial performance. The most important types of financial risks are credit risk, market risk, liquidity risk and other operating risks. Also market risk includes exchange rate risk, rate of return risk and other prices risks. These credit risk measurements, which reflect expected loss (the ‘expected loss model’) are required by the Basel commit- 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 EAS 26, which are based on losses that have been incurred at the balance sheet date (the ‘incurred loss model’) rather than expected losses (note 3.1). The Bank assesses the probability of default of individual counterparties using internal rating tools tailored to the various categories of counterparty. They have been developed internally and combine statistical analysis with credit officer judg- ment and are validated, where appropriate. Clients of the Bank are segmented into four rating classes. The Bank’s rating 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 are kept under review and upgraded as necessary. The Bank regularly validates the performance of the rating and their predictive power with regard to default events. Bank’s rating 1 2 3 4 description of the grade performing loans regular watching watch list non-performing loans Loss given default or loss severity represents the Bank expectation of the extent of loss on a claim should default occur. It is expressed as percentage loss per unit of exposure and typically varies by type of counterparty, type and seniority of claim and availability of collateral or other credit mitigation. 3.1.1.2. Debt instruments and treasury and other bills For debt instruments and bills, external rating such as standard and poor’s rating or their equivalents are used for man- 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- ping and maintain a readily available source to meet the funding requirement at the same time. The Bank’s risk management policies are designed to identify and analyze these risks, to set appropriate risk limits and controls, 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. Risk limit control and mitigation policies 3.1.2. The Bank manages, limits and controls concentrations of credit risk wherever they are identified − in particular, to indi- vidual counterparties and banks, and to industries and countries. Risk management is carried out by risk department under policies approved by the Board of Directors. Bank treasury identifies, evaluates and hedges financial risks in close co-operation with the Bank’s operating units. The board provides written principles for overall risk management, as well as written policies covering specific areas, such as for- eign exchange risk, interest rate risk, credit risk, use of derivative financial instruments and non-derivative financial instruments. In addition, credit risk management is responsible for the independent review of risk management and the control environment. Credit risk 3.1. The Bank takes on exposure to credit risk, which is the risk that counterparty will cause a financial loss for the Bank by failing to discharge an obligation. Management therefore carefully manages its exposure to credit risk. Credit exposures 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 management team in Bank treasury and reported to the Board of Directors and head of each business unit regularly. credit risk measurement 3.1.1. 3.1.1.1. Loans and advances to banks and customers In measuring credit risk of loans and facilities to banks and customers at a counterparty level, the Bank reflects three components: 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 basis and subject to an annual or more frequent review, when considered necessary. Limits on the level of credit risk by individual, counterparties, product, and industry sector and by country are approved quarterly by the Board of Directors. The exposure to any one borrower including banks and brokers is further restricted by sub-limits covering on- and off- balance sheet exposures, and daily delivery risk limits in relation to trading items such as forward foreign exchange con- tracts. Actual exposures against limits are monitored daily. Exposure to credit risk is also managed through regular analysis of the ability of borrowers and potential borrowers to meet interest and capital repayment obligations and by changing these lending limits where appropriate. Some other specific control and mitigation measures are outlined below: 3.1.2.1. Collateral The Bank employs a range of policies and practices to mitigate credit risk. The most traditional of these is the taking of security for funds advances, which is common practice. The Bank implements guidelines on the acceptability of specific classes of collateral or credit risk mitigation. The principal collateral types for loans and advances are: • Mortgages over residential properties. 206 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 207 Financial StatementS: conSolidated • Mortgage business assets such as premises, and inventory. • Mortgage financial instruments such as debt securities and equities. ing table illustrates the proportional distribution of loans and advances reported in the balance sheet for each of the four internal credit risk ratings of the Bank and their relevant impairment losses: Longer-term finance and lending to corporate entities are generally secured; revolving individual credit facilities are gen- erally unsecured. In addition, in order to minimize the credit loss the Bank will seek additional collateral from the coun- terparty as soon as impairment indicators are noticed for the relevant individual loans and advances. Collateral held as security for financial assets other than loans and advances is determined by the nature of the instru- ment. Debt securities, treasury and other governmental securities are generally unsecured, with the exception of asset- backed securities and similar instruments, which are secured by portfolios of financial instruments. 3.1.2.2. Derivatives The Bank maintains strict control limits on net open derivative positions (i.e., the difference between purchase and sale 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 small fraction of the contract, or notional values used to express the volume of instruments outstanding. This credit risk exposure is managed as part of the overall lending limits with customers, together with potential exposures from market movements. Collateral or other security is not usually obtained for credit risk exposures on these instruments, except 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- responding receipt in cash, securities or equities. Daily settlement limits are established for each counterparty to cover the aggregate of all settlement risk arising from the Bank market transactions on any single day. 3.1.2.3. Master netting arrangements The Bank further restricts its exposure to credit losses by entering into master netting arrangements with counterpar- ties with which it undertakes a significant volume of transactions. Master netting arrangements do not generally result in an offset of balance sheet assets and liabilities, as transactions are usually settled on a gross basis. However, the credit risk associated with favorable contracts is reduced by a master netting arrangement to the extent that if a default occurs, all amounts with the counterparty are terminated and settled on a net basis. The Bank overall exposure to credit risk on 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. 3.1.2.4. Credit related commitments The primary purpose of these instruments is to ensure that funds are available to a customer as required. Guarantees and standby letters of credit carry the same credit risk as loans. Documentary and commercial letters of credit – which are written undertakings by the Bank on behalf of a customer authorizing a third party to draw drafts on the Bank up to a 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. Commitments to extend credit represent unused portions of authorizations to extend credit in the form of loans, guaran- tees or letters of credit. With respect to credit risk on commitments to extend credit, the Bank is potentially exposed to loss in an amount equal to the total unused commitments. However, the likely amount of loss is less than the total unused commitments, as most commitments to extend credit are contingent upon customers maintaining specific credit stan- dards. The Bank monitors the term to maturity of credit commitments because longer-term commitments generally have a greater degree of credit risk than shorter-term commitments. impairment and provisioning policies 3.1.3. The internal rating system described in Note 3.1.1 focus on the credit-quality mapping from the lending and investment 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 different method- ologies applied, the amount of incurred impairment losses in balance sheet are usually lower than the amount determined from the expected loss model that is used for internal operational management and CBE regulation purposes. The impairment provision reported in balance sheet at the end of the period is derived from each of the four internal credit risk ratings. However, the majority of the impairment provision is usually driven by the last two rating degrees. The follow- Bank’s rating 1-Performing loans 2-Regular watching 3-Watch list 4-Non-Performing Loans December 31, 2016 December 31, 2015 Loans and advances (%) 68.27 18.43 6.54 6.76 Impairment provision (%) 13.78 19.53 16.81 49.88 Loans and advances (%) 82.27 9.32 4.43 3.98 Impairment provision (%) 30.70 12.97 21.78 34.55 The internal rating tools assists management to determine whether objective evidence of impairment exists under EAS 26, based on the following criteria set by the Bank: • Cash flow difficulties experienced by the borrower or debtor • Breach of loan covenants or conditions • Initiation of bankruptcy proceedings • Deterioration of the borrower’s competitive position • Bank granted concessions may not be approved under normal circumstances due to economic, legal reasons and financial difficulties facing the borrower • Deterioration of the collateral value • Deterioration of the credit situation 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 evaluation of the incurred loss at balance-sheet date, and are applied to all significant accounts individually. The assess- ment normally encompasses collateral held (including re-confirmation of its enforceability) and the anticipated receipts for that individual account. Collective impairment provisions are provided portfolios of homogenous assets by using the available historical loss experience, experienced judgment and statistical techniques. Pattern of measuring the general banking risk 3.1.4. In addition to the four categories of the Bank’s internal credit ratings indicated in note 3.1.1, management classifies loans and advances based on more detailed subgroups in accordance with the CBE regulations. Assets exposed to credit risk in these cat- egories are classified according to detailed rules and terms depending heavily on information relevant to the customer, his activ- ity, financial position and his repayment track record. The Bank calculates required provisions for impairment of assets exposed to credit risk, including commitments relating to credit on the basis of rates determined by CBE. In case, the provision required for impairment losses as per CBE credit worthiness rules exceeds the required 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 a regular basis, by any increase or decrease so, that reserve shall always be equivalent to the amount of increase between the two provisions. Such reserve is not available for distribution. Below is a statement of institutional worthiness according to internal ratings compared with CBE ratings and rates of provisions needed for assets impairment related to credit risk: CBE Rating 1 2 3 4 5 6 7 8 9 10 Categorization Provision% Internal rating Categorization Low risk Average risk Satisfactory risk Reasonable risk Acceptable risk Marginally acceptable risk Watch list Substandard Doubtful Bad debts 0% 1% 1% 2% 2% 3% 5% 20% 50% 100% 1 1 1 1 1 2 3 4 4 4 Performing loans Performing loans Performing loans Performing loans Performing loans Regular watching Watch list Non performing loans Non performing loans Non performing loans 208 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 209 Financial StatementS: conSolidated 3.1.5. maximum exposure to credit risk before collateral held 3.1.6. loans and advances Loans and advances are summarized as follows: Neither past due nor impaired Past due but not impaired Individually impaired Gross Less: Impairment provision Unamortized bills discount Unearned interest Net Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Loans and advances to customers 85,586,627 5,133,220 6,585,667 97,305,514 9,818,007 5,533 2,257,826 85,224,148 Loans and advances to banks 161,451 - - 161,451 1,800 - - 159,651 Loans and advances to customers 56,273,952 3,765,257 2,484,518 62,523,727 4,709,107 14,375 1,002,669 56,797,576 Loans and advances to banks 27,567 - 20,775 48,342 9,899 - - 38,443 Impairment provision losses for loans and advances reached EGP 9,819,807 thousand. During the period the Bank’s total loans and advances increased by 5% representing actual increase after eliminating the devaluation impact. In order to minimize the propable exposure to credit risk, the Bank focuses more on the business with large enterprises,banks or retail customers with good credit rating or sufficient collateral. In balance sheet items exposed to credit risk Treasury bills and other governmental notes Trading financial assets: - Debt instruments Gross loans and advances to banks Less:Impairment provision Gross loans and advances to customers Individual: - Overdraft - Credit cards - Personal loans - Mortgages - Other loans Corporate: - Overdraft - Direct loans - Syndicated loans - Other loans Unamortized bills discount Impairment provision Unearned interest Derivative financial instruments Financial investments: -Debt instruments -Investments in associates Total Off balance sheet items exposed to credit risk Financial guarantees Customers acceptances Letters of credit (import and export) Letter of guarantee Total Dec. 31, 2016 EGP Thousands 39,216,387 Dec. 31, 2015 EGP Thousands 22,130,170 1,933,420 161,451 (1,800) 1,901,875 2,423,125 10,745,352 306,930 20,838 12,452,698 44,503,511 24,840,803 110,382 (5,533) (9,818,007) (2,257,826) 269,269 58,601,911 36,723 185,441,509 2,832,705 650,607 2,382,849 65,575,370 71,441,531 5,504,524 48,342 (9,899) 1,583,233 2,001,159 8,073,622 298,817 20,881 8,561,090 27,811,737 14,088,786 84,402 (14,375) (4,709,107) (1,002,669) 80,995 54,818,500 159,983 139,530,191 2,741,310 504,774 862,279 29,640,729 33,749,092 The above table represents the Bank's Maximum exposure to credit risk on December 31, 2016, before taking into account 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 46.04% of the total maximum exposure is derived from loans and advances to banks and customers while investments in debt instruments represents 32.64%. 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: • 86.70% of the loans and advances are concentrated in the top two grades of the internal credit risk rating system. • 93.30% of loans and advances portfolio are considered to be neither past due nor impaired. • Loans and advances assessed individualy are valued EGP thousands 6,585,667 • The Bank has implemented more prudent processes when granting loans and advances during the financial year ended on December 31, 2016. • 95.33% of the investments in debt Instruments are Egyptian sovereign instruments. 210 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 211 Financial StatementS: conSolidated - - - 1 5 6 9 5 1 , s k n a b 1 5 6 9 5 1 , o t s e c n a v d a , 8 4 7 7 2 0 5 6 , , 5 2 5 9 4 0 6 1 , , 2 9 0 2 2 7 4 , , 2 4 1 8 8 6 1 , , 7 0 5 7 8 4 7 8 , s d n a s u o Th P G E d n a s n a o l l a t o T d n a s n a o l l a t o T - - 8 9 5 7 , 0 4 3 0 0 1 , 8 3 9 7 0 1 , - - - 5 7 0 3 8 , 5 7 0 3 8 , s n a o l r e h t O s d n a s u o Th P G E d n a s n a o l l a t o T d n a s n a o l l a t o T e t a r o p r o C s r e m o t s u c o t s e c n a v d a s n a o l r e h t O s n a o l d e t a c i d n y S s n a o l t c e r i D t f a r d r e v O s e g a g t r o M , 7 0 1 4 2 4 8 1 , , 2 8 8 2 9 6 2 2 , , 4 0 9 9 7 2 9 , , 0 4 6 0 7 4 4 , , 7 8 8 5 1 2 0 1 , , 9 1 6 0 0 0 1 , - , 5 9 1 1 5 2 4 , 3 8 1 0 7 1 , 0 2 3 1 0 9 , , 0 3 9 4 6 0 3 2 , , 4 8 2 1 6 0 8 3 , , 3 9 7 2 5 3 2 7 3 7 7 4 , , 8 8 6 0 1 1 1 1 , - - , 3 7 4 6 9 2 7 5 6 2 , 0 3 1 9 9 2 , , 9 5 7 4 5 5 0 1 , , 9 6 0 8 9 3 2 , , 9 0 7 0 9 8 1 , l a u d i v i d n I s n a o l l a n o s r e P s d r a c t i d e r C s t f a r d r e v O 6 1 0 2 , 1 3 . c e D : s e d a r G , 3 8 2 7 3 1 0 1 , , 8 5 4 2 1 3 2 , , 1 0 3 4 8 7 1 , s n a o i l g n m r o f r e P 2 5 9 7 2 2 , 3 1 3 5 8 , 1 1 2 4 0 1 , 6 9 6 1 5 , 2 0 2 9 1 , 3 1 7 4 1 , 3 3 1 5 7 , 9 8 5 3 1 , 6 8 6 7 1 , s n a o i l g n m r o f r e p - n o N i g n h c t a w r a l u g e R t s i l h c t a W : ) n o i s i v o r p t n e m r i a p m i g n i t c u d e d r e t f a ( s k n a b d n a s r e m o t s u c o t s e c n a v d a d n a s n a o l t e n e t a r o p r o C s n a o l d e t a c i d n y S s n a o l t c e r i D t f a r d r e v O s e g a g t r o M l a u d i v i d n I s n a o l l a n o s r e P s d r a c t i d e r C s t f a r d r e v O , 5 3 8 0 2 7 1 , , 7 1 5 7 5 2 1 1 , 7 9 9 1 2 , 1 1 2 4 6 , , 0 6 5 4 6 0 3 1 , , 2 8 7 1 0 0 3 , , 6 2 7 4 1 0 0 2 , , 0 1 6 7 4 4 1 , 7 1 9 8 5 4 , , 5 3 0 3 2 9 4 2 , , 4 3 5 7 8 2 7 , , 2 0 1 3 4 2 7 3 9 0 0 2 , 7 9 8 9 3 2 , , 0 7 4 1 7 9 7 , - - , 6 6 2 6 8 2 9 5 3 2 , 5 2 6 8 8 2 , , 8 7 5 5 8 5 7 , , 3 6 9 7 0 9 1 , , 8 3 0 2 1 5 1 , 5 8 9 5 6 , 2 5 0 5 7 , 8 6 6 1 1 2 , 2 4 5 9 3 , 5 9 7 6 1 , 4 7 8 9 , 6 3 2 7 3 , 1 6 6 8 , 3 6 4 3 1 , , 3 8 2 8 3 9 7 , , 4 7 1 4 7 9 1 , , 8 9 3 1 7 5 1 , s n a o i l g n m r o f r e p - n o N i g n h c t a w r a l u g e R t s i l h c t a W l a t o T s n a o i l g n m r o f r e P 5 1 0 2 , 1 3 . c e D : s e d a r G l a t o T - s k n a b 5 5 3 1 , 1 8 8 5 2 , 7 0 2 1 1 , 3 4 4 8 3 , o t s e c n a v d a l a t o T , 7 7 6 6 6 9 2 , l a t o T , 6 9 3 2 1 9 3 , , 1 1 9 8 1 3 2 , 9 6 0 5 9 , 9 9 1 6 5 2 , , 9 7 1 0 7 6 2 , s r e m o t s u c o t s e c n a v d a , 7 9 6 4 3 9 9 4 , , 5 6 1 4 5 2 5 , 3 7 7 3 6 8 , , 5 8 9 1 6 7 1 , , 0 2 6 4 1 8 7 5 , e t a r o p r o C 5 1 6 9 2 1 , 4 0 1 6 1 8 , - - 2 2 0 5 5 , 0 3 6 2 9 3 , s n a o l 8 7 8 3 4 , d e t a c i d n y S , 0 6 3 2 2 5 2 , 8 7 8 3 4 , , 2 1 0 0 7 9 2 , e t a r o p r o C s n a o l t c e r i D t f a r d r e v O l a t o T s e g a g t r o M 3 9 5 4 7 , 9 3 4 0 0 4 , 4 7 4 3 2 4 , 6 0 5 8 9 8 , , 9 6 6 9 2 0 1 , 8 6 1 6 4 , 7 8 9 4 4 1 , , 4 2 8 0 2 2 1 , 6 6 1 2 1 5 7 8 3 8 - - s n a o l 0 0 3 4 , 0 0 3 4 , d e t a c i d n y S , 6 4 9 9 8 2 1 , , 5 6 6 4 2 0 1 , 8 6 7 0 4 , 5 2 9 2 1 1 , 1 0 3 4 5 , 4 7 2 3 4 1 , , 9 3 6 3 4 4 1 , , 0 4 2 2 2 2 1 , 3 8 7 4 2 9 , 6 7 8 0 2 1 , 9 1 4 9 4 , , 8 7 0 5 9 0 1 , 1 9 4 2 4 1 1 4 4 7 6 s n a o l t c e r i D t f a r d r e v O l a t o T s e g a g t r o M s n a o l 2 3 7 4 2 , 9 7 6 4 1 , 2 8 3 9 , 3 9 7 8 4 , l a n o s r e P l a u d i v i d n I s n a o l l a n o s r e P 1 8 8 7 0 1 , 8 0 6 0 4 , 3 2 8 9 1 , 2 1 3 8 6 1 , l a u d i v i d n I 2 5 9 4 5 , 4 6 9 2 2 , 6 6 0 2 2 4 , 2 8 9 9 9 4 , 0 9 2 5 7 , 1 0 8 3 1 , 0 2 1 2 8 5 , 1 1 2 1 7 6 , s d r a c t i d e r C s t f a r d r e v O 5 6 7 2 4 , 0 2 8 0 2 , 2 1 8 9 1 3 , 7 9 3 3 8 3 , 5 3 7 8 , 1 6 3 7 3 , 9 9 5 6 9 4 , 5 9 6 2 4 5 , s d r a c t i d e r C s t f a r d r e v O s y a d 0 3 o t p u e u d t s a P s y a d 0 6 - 0 3 e u d t s a P s y a d 0 9 - 0 6 e u d t s a P l a t o T 6 1 0 2 , 1 3 . c e D s y a d 0 3 o t p u e u d t s a P s y a d 0 6 - 0 3 e u d t s a P s y a d 0 9 - 0 6 e u d t s a P l a t o T 5 1 0 2 , 1 3 . c e D . t n e m r i a p m i f o e c n e d i v e e v i t c e j b o n a s i e r e h t s s e l n u , d e r i a p m i d e r e d i s n o c t o n e r a e u d t s a p s y a d 0 9 n a h t s s e l s e c n a v d a d n a s n a o L : d e r i a p m i t o n t u b e u d t s a p s e c n a v d a d n a s n a o L e t a r o p r o C l a t o T s n a o l d e t a c i d n y S s n a o l t c e r i D t f a r d r e v O s n a o l r e h t O s e g a g t r o M l a t o T , 7 6 6 5 8 5 6 , , 3 9 2 5 0 5 2 , , 9 8 6 9 1 3 1 , e t a r o p r o C , 4 5 4 9 6 5 3 , , 5 7 3 8 6 3 1 , 8 3 8 0 2 , 9 7 4 7 , s n a o l 1 3 5 0 9 5 , d e t a c i d n y S , 5 7 6 8 1 1 1 , 5 6 5 7 6 5 , 1 8 8 0 2 , 6 5 4 9 , s n a o l t c e r i D t f a r d r e v O s n a o l r e h t O s e g a g t r o M s n a o l l a n o s r e P 2 0 3 8 4 2 , l a u d i v i d n I s n a o l l a n o s r e P 0 5 4 7 5 1 , l a u d i v i d n I s d r a c t i d e r C s t f a r d r e v O 6 1 0 2 , 1 3 . c e D 0 8 1 5 2 , 0 5 3 6 2 , s n a o l d e r i a p m i y l l a u d i v i d n I s d r a c t i d e r C s t f a r d r e v O 5 1 0 2 , 1 3 . c e D 1 8 5 1 2 , 4 5 1 9 1 , s n a o l d e r i a p m i y l l a u d i v i d n I : s w o l l o f s a e r a , k n a B e h t y b d l e h l a r e t a l l o c d e t a l e r f o e u l a v r i a f e h t h t i w g n o l a , t c u d o r p y b s e c n a v d a d n a s n a o l d e r i a p m i y l l a u d i v i d n i f o t n u o m a s s o r g e h t f o n w o d k a e r b e Th . d n a s u o h t 7 6 6 , 5 8 5 , 6 P G E d e l a t o t e r a s e e t n a r a u g m o r f s w o fl h s a c n o i t a r e d i s n o c o t n i g n i k a t t u o h t i w d e s s e s s a y l l a u d i v i d n i s e c n a v d a d n a s n a o L s n a o l d e r i a p m i y l l a u d i v i d n i 212 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 213 Financial StatementS: conSolidated loans and advances restructured Restructuring activities include rescheduling arrangements, applying obligatory management programs, odifying 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, which 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: Loans and advances to customer Corporate - Direct loans Total Dec.31, 2016 Dec.31, 2015 7,771,415 7,771,415 3,126,928 3,126,928 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 year, based on Standard & Poor’s ratings or their equivalent: Dec.31, 2016 AAA AA- to AA+ A- to A+ Lower than A- Unrated Total Treasury bills and other gov. notes - - - - 39,177,184 39,177,184 Trading financial debt instruments - - - - 1,933,420 1,933,420 Non-trading financial debt instruments 72,175 335,898 2,103,699 2,197,716 53,892,423 58,601,911 EGP Thousands Total 72,175 335,898 2,103,699 2,197,716 95,003,027 99,712,515 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. The Bank has allocated exposures to regions based on the country of domicile of its counterparties. Dec.31, 2016 Treasury bills and other governmental notes Trading financial assets: - Debt instruments Gross loans and advances to banks Less:Impairment provision Gross loans and advances to customers Individual: - Overdrafts - Credit cards - Personal loans - Mortgages - Other loans Corporate: - Overdrafts - Direct loans - Syndicated loans - Other loans Unamortized bills discount Impairment provision Unearned interest Derivative financial instruments Financial investments: -Debt instruments -Investments in associates Total Cairo 39,216,387 Alex, Delta and Sinai - 1,933,420 161,451 (1,800) 1,079,308 1,966,055 6,853,463 245,530 - 9,799,474 31,427,313 21,312,520 82,382 (5,533) (9,818,007) (1,669,204) 269,269 - - - 610,432 389,788 3,245,954 54,338 20,838 1,931,226 11,029,913 3,245,102 28,000 - - (483,152) - Upper Egypt Total - - - - 212,135 67,282 645,935 7,062 - 721,998 2,046,285 283,181 - - - (105,470) - 39,216,387 1,933,420 161,451 (1,800) 1,901,875 2,423,125 10,745,352 306,930 20,838 12,452,698 44,503,511 24,840,803 110,382 (5,533) (9,818,007) (2,257,826) 269,269 58,601,911 36,723 161,490,662 - - 20,072,439 - - 3,878,408 58,601,911 36,723 185,441,509 s r o t c e s y r t s u d n I . 2 . 8 . 1 . 3 ' . s e i t i v i t c a s r e m o t s u c s k n a B e h t y b d e z i r o g e t a c e u l a v k o o b r i e h t t a e r u s o p x e t i d e r c n i a m ’ s p u o r G e h t s i s y l a n a e l b a t g n w o i l l o f e Th P G E l a t o T s d n a s u o Th l a u d i v i d n I r e h t O s e i t i v i t c a r o t c e s t n e m n r e v o G e d a r t e l a s e l o h W l i a t e r d n a e t a t s e l a e R g n i r u t c a f u n a M l a i c n a n i F s n o i t u t i t s n i , 7 8 3 6 1 2 9 3 , , 0 2 4 3 3 9 1 , 1 5 4 1 6 1 , ) 0 0 8 1 ( , , 5 7 8 1 0 9 1 , , 5 2 1 3 2 4 2 , , 2 5 3 5 4 7 0 1 , - - - - , 5 7 8 1 0 9 1 , , 5 2 1 3 2 4 2 , , 2 5 3 5 4 7 0 1 , 8 3 8 0 2 , 0 3 9 6 0 3 , 8 3 8 0 2 , 0 3 9 6 0 3 , 2 8 3 0 1 1 , ) 3 3 5 5 ( , , 8 9 6 2 5 4 2 1 , , 1 1 5 3 0 5 4 4 , , 3 0 8 0 4 8 4 2 , , ) 7 0 0 8 1 8 9 ( , , ) 6 2 8 7 5 2 2 ( , 9 6 2 9 6 2 , , 1 1 9 1 0 6 8 5 , 3 2 7 6 3 , , 9 0 5 1 4 4 5 8 1 , - - - - - - - - - ) 9 0 4 7 6 2 ( , , 1 1 7 0 3 1 5 1 , - - - - - - - - - , 8 8 6 3 3 7 4 , , 7 8 3 6 1 2 9 3 , , 0 2 4 3 3 9 1 , - - - - - - - , 1 6 8 4 0 2 1 , - - , 8 4 1 5 3 7 1 , , 1 4 3 6 5 1 9 1 , , ) 7 4 2 4 8 8 4 ( , , ) 6 8 7 8 1 5 1 ( , - - - , 4 4 1 2 2 2 9 1 , , 7 3 1 5 0 4 3 , - - - - ) 7 0 8 5 4 ( , , 8 0 1 8 3 8 9 , , 9 3 1 0 9 0 6 5 , - , 5 4 2 2 4 6 1 1 1 , - - - - - - - - - - - - - - - 8 3 8 3 6 6 , 0 3 4 5 7 8 , ) 5 5 9 3 ( , ) 5 2 4 1 0 1 ( , , 8 8 8 3 3 4 1 , - - - - - - - - - - - - - - - - - - , 3 8 5 6 7 1 1 , - - - - - - 8 4 3 9 8 1 , 4 0 6 0 6 4 , ) 1 4 3 2 1 ( , , 4 9 1 4 1 8 1 , , 0 0 4 6 2 5 4 , , 3 1 9 5 2 1 0 2 , - , 9 3 0 8 0 1 , 3 0 7 5 2 6 2 1 , , ) 5 6 4 2 8 4 4 ( , - - - ) 5 0 6 4 3 7 ( , , 5 8 9 8 6 1 2 3 , - - 1 5 4 1 6 1 , ) 0 0 8 1 ( , - - - - - 8 2 3 7 4 1 , 2 4 3 1 5 7 , 0 4 2 1 8 1 , 3 4 3 2 , ) 3 3 5 5 ( , ) 3 1 3 4 2 ( , ) 0 8 4 ( 9 6 2 9 6 2 , , 2 7 7 1 1 5 2 , 3 2 7 6 3 , , 2 4 3 9 2 0 4 , s r e m o t s u c o t s e c n a v d a d n a s n a o l s s o r G s k n a b o t s e c n a v d a d n a s n a o l s s o r G n o i s i v o r p t n e m r i a p m I : s s e L l a t n e m n r e v o g r e h t o d n a s l l i b y r u s a e r T : s t e s s a l a i c n a n fi g n i d a r T s t n e m u r t s n i t b e D - s e t o n 6 1 0 2 , 1 3 . c e D s t n e m u r t s n i l a i c n a n fi e v i t a v i r e D t n u o c s i d s l l i b d e z i t r o m a n U n o i s i v o r p t n e m r i a p m I t s e r e t n i d e n r a e n U s e t a i c o s s a n i s t n e m t s e v n I - : s t n e m t s e v n i l a i c n a n i F s t n e m u r t s n i t b e D - l a t o T s n a o l l a n o s r e P - s d r a c t i d e r C - : l a u d i v i d n I s t f a r d r e v O - s n a o l r e h t O s e g a g t r o M - - : e t a r o p r o C s n a o l t c e r i D s t f a r d r e v O - - s n a o l d e t a c i d n y S - s n a o l r e h t O - 214 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 215 Financial StatementS: conSolidated 3.2. Market risk Market risk represents as fluctuations in fair value, future cash flow, foreign exchange rates and commodity prices, interest rates, credit spreads and equity prices, and it may reduce the Bank’s income or the value of its portfolios. The bank assigns the market risk management department to measure, monitor and control the market risk. In addition, regular reports are submit- ted to the Asset and Liability"Management Committee (ALCO), Board Risk Committee and the heads of each business unit." The bank separates exposures to market risk into trading or non-trading portfolios. Trading portfolios include positions arising from market-making, position taking and others designated as marked-to- 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- maturity. 3.2.1. market risk measurement techniques As part of the management of market risk, the Bank undertakes various hedging strategies and enters into interest rate swaps to match the interest rate risk associated with the fixed-rate long-term debt instrument and loans to which the fair value option has been applied. 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 risk of positions held and the maximum losses expected under normal market conditions, based upon a number of as- sumptions for various changes in market conditions. VaR is a statistically based estimate of the potential loss on the current portfolio from adverse market movements. It expresses the ‘maximum’ amount the Bank might lose, but only to a certain level of confidence (95%). There is therefore a specified statistical probability (5%) that actual loss could be greater than the VaR estimate. The VaR model assumes a certain ‘holding period’ until positions can be closed ( 1 Day). The Bank assesses the historical movements in the market prices based on volatilities and correlations data for the past five years. The use of this approach does not prevent losses outside of these limits in the event of more significant market movements. As VaR constitutes an integral part of the Bank’s market risk control regime, the Market Risk Management set VaR Lim- its, for the trading book, which have been approved by the board, and are monitored and reported on a daily basis to the Senior Management. In addition, monthly limits compliance is reported to the ALCO. The Bank has developed the internal model to calculate VaR, however, it is not yet approved by the Central Bank as the regulator is currently applying and requiring banks to calculate the Market Risk Capital Requirements according to Basel II Standardized Approach. 3.2.1.2. Stress tests Stress tests provide an indication of the potential size of losses that could arise under extreme market conditions. There- fore, the bank computes on a daily basis trading Stressed VaR, combined with the trading VaR, to capture the abnormal movements in financial markets and to give more comprehensive picture of risk. The results of the stress tests are re- viewed by the ALCO on a monthly basis and the board risk committee on a quarterly basis. 3.2.2. Value at risk (VaR) Summary Total VaR by risk type Foreign exchange risk Interest rate risk - For non trading purposes - For trading purposes Portfolio managed by others risk Investment fund Total VaR 216 • Annual Report 2016 • CIB EGP Thousands Medium 31,561 365,258 340,853 24,405 4,775 392 381,247 Dec. 31, 2016 High 300,218 1,028,396 973,882 54,514 10,341 643 1,193,075 Low 276 112,744 102,443 10,301 2,682 264 113,480 Medium 248 157,097 134,436 22,661 5,072 361 156,811 Dec. 31, 2015 High 1,894 258,851 217,625 41,227 7,426 492 257,954 Low 5 96,690 88,109 8,581 2,689 287 96,562 Trading portfolio VaR by risk type Foreign exchange risk Interest rate risk - For trading purposes Funds managed by others risk Investment fund Total VaR EGP Thousands Medium 31,561 24,405 24,405 4,775 392 51,651 Dec. 31, 2016 High 300,218 54,514 54,514 10,341 643 335,888 Low 276 10,301 10,301 2,682 264 11,285 Medium 248 22,661 22,661 5,072 361 23,462 Dec. 31, 2015 High 1,894 41,227 41,227 7,426 492 41,655 Low 5 8,581 8,581 2,689 287 11,345 Non trading portfolio VaR by risk type Interest rate risk - For non trading purposes Total VaR Medium Dec. 31, 2016 High Low Medium Dec. 31, 2015 High Low EGP Thousands 340,853 340,853 973,882 973,882 102,443 102,443 134,436 134,436 217,625 217,625 88,109 88,109 The aggregate of the trading and non-trading VaR results does not constitute the Bank’s VaR due to correlations and con- sequent diversification effects between risk types and portfolio types. 3.2.3. Foreign exchange risk The Bank's financial position and cash flows are exposed to fluctuations in foreign currency exchange rates. The Board 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 exchange rate risk and financial instruments at carrying amounts, categorized by currency. Dec. 31, 2016 Financial assets Cash and balances with central bank Due from banks Treasury bills and other governmen- tal notes Trading financial assets Gross loans and advances to banks Gross loans and advances to custom- ers Derivative financial instruments Financial investments - Available for sale - Held to maturity Investments in associates Total financial assets Financial liabilities Due to banks Due to customers Derivative financial instruments Long term loans Total financial liabilities Net on-balance sheet financial position EGP USD EUR Equivalent EGP Thousands Total Other GBP 6,717,875 24,091,475 3,348,337 26,223,227 288,428 6,578,352 72,849 820,495 94,551 297,485 10,522,040 58,011,034 27,521,897 12,514,379 1,337,601 2,445,134 - - 161,451 - - - - - - - - 41,373,877 2,445,134 161,451 42,173,991 52,235,498 2,474,259 115,024 306,742 97,305,514 262,398 6,871 - - - 269,269 1,497,069 53,924,936 36,723 158,671,498 2,631,353 131,213,293 239,883 160,243 134,244,772 3,950,222 - - - - - 98,439,985 10,678,640 1,008,368 - - - 285,468 89,083,074 91,208 - 17,021 984,837 - - 89,459,750 10,065,958 1,001,858 14,435 10,051,523 - - - - - 698,778 5,447,291 53,924,936 36,723 269,497,269 60,719 408,068 - - 468,787 3,008,996 231,740,795 331,091 160,243 235,241,125 24,426,726 8,980,235 612,682 6,510 229,991 34,256,144 3.2.4. interest rate risk The Bank takes on exposure to the effects of fluctuations in the prevailing levels of market interest rates on both its fair value and cash flow risks. Interest margins may increase as a result of such changes but profit may decrease in the event CIB • Annual Report 2016 • 217 Financial StatementS: conSolidated that unexpected movements arise. The Board sets limits on the gaps of interest rate repricing that may be undertaken, which is monitored by the bank's Risk Management Department. The table below summarizes the Bank’s exposure to interest rate risks. It includes the Bank’s financial instruments at car- rying amounts, categorized by the earlier of repricing or contractual maturity dates. Dec. 31, 2016 Up to 1 Month 1-3 Months 3-12 Months 1-5 years Over 5 years Non-Interest Bearing Total 3.3.2. Funding approach Sources of liquidity are regularly reviewed jointly by the Bank's Assets & Liabilities Management Department and Con- sumer Banking to maintain a wide diversification within currencies, geographical area, depositors, products and tenors. 3.3.3. non-derivative cash flows The table below presents the undiscounted cash flows payable by the Bank under non-derivative financial liabilities, mea- sured by the remaining contractual maturities and the maturities assumption for non contractual products are based on there behavior studies. Financial assets Cash and balances with central bank Due from banks Treasury bills and other gov- ernmental notes* Trading financial assets Gross loans and advances to banks Gross loans and advances to customers Derivatives financial instru- ments (including IRS notional amount) Financial investments - Available for sale - Held to maturity Investments in associates Total financial assets - - - 34,129,196 16,306,169 7,575,636 3,988,539 4,614,183 32,771,155 - - - - - - 10,522,040 10,522,040 33 58,011,034 - 41,373,877 210,383 221,987 126,111 1,192,101 362,995 331,557 2,445,134 23,409 57,093 80,949 - - - 161,451 54,209,899 15,258,356 18,453,189 7,763,724 1,620,346 - 97,305,514 854,063 564,788 4,792,125 10,650,921 493,196 6,871 17,361,964 2,106,096 4,044,117 - 48,968 6,669,361 - 99,565,702 40,318,492 70,517,494 - 3,295,916 - 2,698,548 32,880 29,628,346 10,287,196 - - 51,933,640 12,796,613 560,799 5,447,291 - 53,924,936 36,723 11,458,023 286,589,964 36,723 Financial liabilities Due to banks Due to customers Derivatives financial instru- ments (including IRS notional amount) Long term loans Total financial liabilities 2,463,533 86,340,467 - 23,089,594 - 20,878,127 - 62,657,249 - 1,708,675 545,463 3,008,996 37,066,683 231,740,795 6,817,163 9,819,461 20,093 675,861 - 91,208 17,423,786 49,862 84,614 95,671,025 32,920,353 20,982,834 11,298 14,469 63,347,579 - 1,708,675 160,243 37,703,354 252,333,820 - Total interest re-pricing gap 3,894,677 7,398,139 49,534,660 (11,413,939) 11,087,938 (26,245,331) 34,256,144 * After adding reverse repos and deducting repos. 3.3. Liquidity risk Liquidity risk occurs when the Bank does not have sufficient financial resources to meet its obligations arising from its financial liabilities as they fall due or to replace funds when they are withdrawn. Consequently, the bank may fail to meet obligations to repay depositors and fulfill lending commitments. 3.3.1. liquidity risk management process The Bank’s liquidity management process, carried by the assets and Liabilities Management Department and monitored independently by the Risk Management Department, and includes projecting cash flows by major currency under various stress scenarios and considering the level of liquid assets necessary in relation thereto: • Maintaining an active presence in global money markets to enable this to happen. • Maintaining a diverse range of funding sources with back-up facilities. • Monitoring balance sheet liquidity and advances to core funding ratios against internal and CBE regulations. • Managing the concentration and profile of debt maturities. • Monitoring and reporting takes the form of cash flow measurement and projections for the next day, week and month re- spectively, as these are key periods for liquidity management. The starting point for those assets projections is an analysis of the contractual maturity of the financial liabilities and the expected collection date of the financial assets. Bank's Risk Management Department also monitors unmatched medium-term Dec. 31, 2016 Financial liabilities Due to banks Due to customers Long term loans Total liabilities (contractual and non contractual maturity dates) Total financial assets (contractual and non contractual maturity dates) Dec. 31, 2015 Financial liabilities Due to banks Due to customers Long term loans Total liabilities (contractual and non contractual maturity dates) Total financial assets (contractual and non contractual maturity dates) Up to 1 month One to three months Three months to one year One year to five years Over five years Total EGP Thousands 3,008,996 30,227,170 49,862 - 24,495,657 11,298 - - 55,763,261 108,564,259 14,469 84,614 - 3,008,996 12,690,448 231,740,795 160,243 - 33,286,028 24,506,955 55,847,875 108,578,728 12,690,448 234,910,034 63,513,318 35,561,586 67,012,053 81,180,812 23,129,786 270,397,555 Up to 1 month One to three months Three months to one year One year to five years Over five years Total EGP Thousands 1,450,264 21,517,799 46,925 73,900 18,636,129 3,649 76,605 42,695,183 46,372 - 69,919,823 34,382 - 1,600,769 2,465,482 155,234,416 131,328 - 23,014,988 18,713,678 42,818,160 69,954,205 2,465,482 156,966,513 29,723,449 15,309,386 32,853,492 78,479,205 22,348,416 178,713,948 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 Derivatives settled on a net basis The Bank’s derivatives that will be settled on a net basis include: Foreign exchange derivatives: exchange traded options and over-the-counter (OTC),exchange traded forwards currency options. Interest rate derivatives: interest rate swaps, forward rate agreements, OTC and exchange traded interest rate options, other interest rate contracts and exchange traded futures. 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 disclosed in the table are the contractual undiscounted cash flows: Dec. 31, 2016 Liabilities Derivatives financial instruments - Foreign exchange derivatives - Interest rate derivatives Total Up to 1 month One to three months Three months to one year One year to five years Over five years Total EGP Thousands 166,787 - 166,787 73,096 286 73,382 - 11,375 11,375 - 79,547 79,547 - - - 239,883 91,208 331,091 218 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 219 Financial StatementS: conSolidated Off balance sheet items Dec. 31, 2016 Letters of credit, guarantees and other commitments Total Credit facilities commitments Total Up to 1 year 42,110,948 42,110,948 1-5 years Over 5 years 6,783,263 6,783,263 19,714,615 19,714,615 Total 68,608,826 68,608,826 Up to 1 year 1,997,899 1,997,899 1-5 years 5,247,162 5,247,162 Total 7,245,061 7,245,061 3.4. Fair value of financial assets and liabilities 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 Bank’s balance sheet at their fair value. Financial assets Due from banks Gross loans and advances to banks Gross loans and advances to customers - Individual - Corporate Financial investments Held to Maturity Total financial assets Financial liabilities Due to banks Due to customers Long term loans Total financial liabilities Book value Fair value Dec. 31, 2016 Dec. 31, 2015 Dec. 31, 2016 Dec. 31, 2015 58,011,034 161,451 15,398,120 81,907,394 21,002,305 48,342 11,977,712 50,546,015 58,011,034 161,451 14,148,833 65,086,670 21,002,305 48,342 11,292,972 49,738,382 53,924,936 209,402,935 9,261,220 92,835,594 57,393,464 194,801,452 8,864,356 90,946,357 3,008,996 231,740,795 160,243 234,910,034 1,600,769 155,234,416 131,328 156,966,513 3,008,996 175,297,049 160,243 178,466,288 1,600,769 151,400,615 131,328 153,132,712 Due from banks 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 similar credit risk and similar maturity date. Loans and advances to banks Loans and advances to banks are represented in loans that do not consider 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 dis- counted using the current market rate to determine fair value. Loans and advances to customers 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. Financial Investments Investment securities include only interest-bearing assets, held to maturity assets, and available for sale assets that are measured at fair value. Fair value for held-to-maturity assets is based on market prices or broker/dealer price quotations. Where this information is not available, fair value is estimated using quoted market prices for securities with similar credit, maturity and yield characteristics. 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 repayable on demand. The estimated fair value of fixed interest-bearing deposits and other borrowings not quoted in an active market is based on discounted cash flows using interest rates for new debts with similar maturity date. 3.5 Capital management For capital management purposes, the Bank’s capital includes total equity as reported in the balance sheet plus some other elements that are managed as capital. The Bank manages its capital to ensure that the following objectives are achieved: • Complying with the legally imposed capital requirements in Egypt. • Protecting the Bank’s ability to continue as a going concern and enabling the generation of yield for shareholders and other parties dealing"with the bank. Capital adequacy and the use of regulatory capital are monitored on a daily basis by the Bank’s management, employing techniques based on the guidelines developed by the Basel Committee as implemented by the banking supervision unit in the Central Bank of Egypt. The required data is submitted to the Central Bank of Egypt on a quarterly basis. central Bank of egypt requires the following: • Maintaining EGP 500 million as a minimum requirement for the issued and paid-in capital. • Maintaining a minimum level of capital adequacy ratio of 10%, calculated as the ratio between total value of the capital elements, and the risk-weighted assets and contingent liabilities of the Bank. tier one: Tier one comprises 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 and any retained losses tier two: Tier two represents the gone concern capital which is composed of general risk provision according to the impairment provision guidelines issued by the Central Bank of Egypt to the maximum of 1.25% risk weighted assets and contingent liabilities,subordinated loans with more than five years to maturity (amortizing 20% of its carrying amount in each year of the remaining 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. When calculating the numerator of capital adequacy ratio, the rules set limits of total tier 2 to no more than tier 1 capital and also limits the subordinated to no more than 50% of Tier-1. Assets risk weight scale ranging from zero to 100% is based on the counterparty risk to reflect the related credit risk scheme, taking into consideration the cash collateral. Similar criteria are used for off balance sheet items after adjust- ments to reflect the nature of contingency and the potential loss of those amounts. The Bank has complied with all local capital adequacy requirements for the current year. 220 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 221 Financial StatementS: conSolidated The tables below summarize the compositions of Teir 1, teir 2, the capital adequacy ratio and leverage ratio. 1-The capital adequacy ratio Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Restated** 11,470,603 (209,842) 5,755,642 - (2,666,248) 14,350,155 11,538,660 (22,981) 5,756,206 31,462 (2,793,403) 14,509,944 Tier 1 capital Share capital (net of the treasury shares) Goodwill Reserves Retained Earnings (Losses) Total deductions from tier 1 capital common equity Total qualifying tier 1 capital Tier 2 capital 45% of special reserve 45% of foreign currencies translation differences 45% of the Increase in fair value than the book value for available for sale and held to maturity investments Impairment provision for loans and regular contingent liabilities Total qualifying tier 2 capital Total capital 1+2 Risk weighted assets and contingent liabilities Total credit risk 79,363,222 Total market risk 4,030,779 Total operational risk 12,225,993 Total 95,619,994 16.06% *Capital adequacy ratio (%) *Based on consolidated financial statement figures and in accordance with Central Bank of Egypt regulation issued on 24 December 2012. **After 2015 profit distribution. After the approval of appropriation account for the year 2016, The capital adequacy ratio will reach 13.97% 128,698,992 6,701,579 14,696,762 150,097,333 10.74% 1,606,644 1,610,558 16,120,502 991,210 1,005,216 15,355,371 49 3,865 13,957 49 - - 2-Leverage ratio Total qualifying tier 1 capital On-balance sheet items & derivatives Off-balance sheet items Total exposures *Percentage Dec. 31, 2016 EGP Thousands 14,509,944 271,962,373 41,080,543 313,042,916 4.64% Dec. 31, 2015 EGP Thousands 14,350,155 182,221,419 23,224,714 205,446,133 6.98% *Based on consolidated financial statement figures and in accordance with Central Bank of Egypt regulation issued on 14 July 2015. **After 2015 profit distribution. 4. Critical accounting estimates and judgments The Bank makes estimates and assumptions that affect the reported amounts of assets and liabilities within the next financial year. Estimates and judgments are continually evaluated and based on historical experience and other factors, including ex- pectations of future events that are believed to be reasonable under the circumstances and available information. 4.1. Impairment losses on loans and advances The Bank reviews its loan portfolios to assess impairment on monthly and quarterly basis. In determining whether an impairment loss should be recorded in the income statement, the Bank makes judgments as to whether there is any ob- servable data indicating the availability of a measurable portfolio. This evidence may indicate that there has been an adverse change in the payment status of borrowers in the Bank, or national or local economic conditions that correlate with defaults on assets in the Bank. Management uses estimates based on historical 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 and timing of future cash flows are reviewed regularly to reduce any differences between loss estimates and actual loss experience. To the extent that the net present value of estimated cash flows differs by +/-5% 4.2. Impairment of available for-sale equity investments The Bank determines that available-for-sale equity investments are impaired when there has been a significant or pro- longed decline in the fair value below its cost. This determination of what is significant or prolonged requires judgment. In making this judgment, the Bank evaluates among other factors, the normal volatility in share price. In addition, impair- ment may be appropriate when there is evidence of a deterioration in the financial health of the investee, industry and sector performance, changes in technology, and operational and financing cash flows. 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- niques. These valuation techniques (as models) are validated and periodically reviewed by qualified personnel indepen- dent of the area that created them. All models are certified before they are used, and models are calibrated to ensure that outputs reflect actual data and comparative market prices. For practicality purposes, models use only observable data; however, areas such as credit risk (both own and counterparty), volatilities and correlations require management to make estimates. Changes in assumptions about these factors could affect reported fair value of financial instruments. 4.4 Held-to-Maturity investments The non-derivative financial assets with fixed or determinable payments and fixed maturity are being classified as held to maturity. This requires significant judgment, in which the bank evaluates its intention and ability to hold such invest- ments to maturity. If the bank fails to keep these investments to maturity other than for the specific circumstances –for example, selling an insignificant amount close to maturity it will be required to reclassify the entire category as available for sale. The investments would therefore be measured at fair value not amortized cost. 5. Segment analysis 5.1. By business segment The Bank is divided into four main business segments on a worldwide basis: • 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. • Retail banking – incorporating private banking services, private customer current accounts, savings, deposits, investment savings products, custody, credit and debit cards, consumer loans and mortgages; • Others –Including other banking business, such as Assets Management. • Transactions between the business segments are on normal commercial terms and conditions. Dec. 31, 2016 Revenue according to business segment Expenses according to business segment Profit before tax Tax Profit for the year Total assets Dec. 31, 2015 Revenue according to business segment Expenses according to business segment Profit before tax Tax Profit for the year Total assets Corporate banking SMEs Investment banking Retail banking Asset Liability Management Total 5,117,764 1,558,634 2,367,468 3,017,976 201,808 12,263,650 EGP Thousands (2,327,301) (475,389) (53,393) (1,268,235) (5,667) (4,129,985) 2,790,463 (724,546) 2,065,917 107,486,340 1,083,245 (281,954) 801,291 4,264,036 2,314,075 (611,561) 1,702,514 101,472,259 1,749,741 (455,433) 1,294,308 15,011,250 196,141 (51,053) 145,088 8,133,665 (2,124,547) 6,009,118 39,309,870 267,543,755 Corporate banking SMEs Investment banking Retail banking Asset Liability Management Total 5,076,710 916,342 2,347,097 2,465,783 246,862 11,052,794 (3,059,901) (209,692) (93,958) (1,134,143) (2,431) (4,500,125) 2,016,809 (564,787) 1,452,022 53,222,559 706,650 (198,566) 508,084 2,800,385 2,253,139 (617,471) 1,635,668 84,044,508 1,331,640 (374,185) 957,455 10,401,499 244,431 (68,684) 175,747 6,552,669 (1,823,693) 4,728,976 29,031,228 179,500,179 222 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 223 Financial StatementS: conSolidated 5.2. By geographical segment Dec. 31, 2016 Revenue according to geographical segment Expenses according to geographical segment Profit before tax Tax Profit for the year Total assets Dec. 31, 2015 Revenue according to geographical segment Expenses according to geographical segment Profit before tax Tax Profit for the year Total assets Cairo 10,972,520 (3,464,852) 7,507,668 (1,961,608) 5,546,060 240,916,621 Cairo 9,441,901 (3,877,962) 5,563,939 (1,545,865) 4,018,074 162,013,306 Alex, Delta & Sinai 1,104,147 (499,518) 604,629 (157,377) 447,252 21,740,165 Alex, Delta & Sinai 1,167,385 (420,704) 746,681 (209,814) 536,867 13,712,913 EGP Thousands Upper Egypt Total 186,983 (165,615) 21,368 (5,562) 15,806 4,886,969 12,263,650 (4,129,985) 8,133,665 (2,124,547) 6,009,118 267,543,755 Upper Egypt Total 443,508 (201,459) 242,049 (68,014) 174,035 3,773,960 11,052,794 (4,500,125) 6,552,669 (1,823,693) 4,728,976 179,500,179 6. Net interest income Interest and similar income - Banks - Clients Total Treasury bills and bonds Reverse repos Financial investments in held to maturity and available for sale debt instruments Total Interest and similar expense - Banks - Clients Total Financial instruments purchased with a commitment to re-sale (Repos) Other Total Net interest income 7. Net fee and commission income Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 2,568,172 6,656,743 9,224,915 9,794,089 - 125,214 366,302 5,147,557 5,513,859 9,154,619 2,338 94,521 19,144,218 14,765,337 (115,577) (9,010,782) (9,126,359) (153) - (9,126,512) 10,017,706 (79,801) (6,561,613) (6,641,414) (7,762) (832) (6,650,008) 8,115,329 8. Dividend income Trading securities Available for sale securities Total 9. Net trading income Profit (losses) from foreign exchange Profit (Loss) from forward foreign exchange deals revaluation Profit (Loss) from interest rate swaps revaluation Profit (Loss) from currency swap deals revaluation Trading debt instruments Total 10. Administrative expenses 1.Staff costs Wages and salaries Social insurance Other benefits 2.Other administrative expenses Total 11. Other operating (expenses) income Profits from non-trading assets and liabilities revaluation Profits from selling property, plant and equipment Release (charges) of other provisions Other income/expenses Total 12. Impairment charge for credit losses Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Loans and advances to customers Total Fee and commission income Fee and commissions related to credit Custody fee Other fee Total Fee and commission expense Other fee paid Total Net income from fee and commission 965,388 69,967 930,174 1,965,529 (417,573) (417,573) 1,547,956 1,041,382 73,268 770,894 1,885,544 (299,696) (299,696) 1,585,848 Dec. 31, 2016 EGP Thousands 5,045 29,191 34,236 Dec. 31, 2015 EGP Thousands 4,060 31,002 35,062 Dec. 31, 2016 EGP Thousands 603,565 12,947 (15,055) 38,472 675,253 1,315,182 Dec. 31, 2015 EGP Thousands 214,574 3,024 (9,240) 7,752 494,288 710,398 Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands (1,188,799) (50,542) (44,146) (1,149,165) (2,432,652) (993,761) (54,836) (37,328) (938,586) (2,024,511) Dec. 31, 2016 EGP Thousands (682,556) 1,682 (72,442) (483,871) (1,237,187) Dec. 31, 2015 EGP Thousands 42,062 564 (135,361) (434,648) (527,383) Dec. 31, 2016 EGP Thousands (892,874) (892,874) Dec. 31, 2015 EGP Thousands (1,682,439) (1,682,439) 224 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 225 Financial StatementS: conSolidated 13. Adjustments to calculate the effective tax rate 17. Treasury bills and other governmental notes Profit after settlement Tax rate Income tax based on accounting profit Add / (Deduct) Non-deductible expenses Tax exemptions Effect of provisions Depreciation 10% Withholding tax Income tax / Deferred tax Effective tax rate 14. Earning per share Net profit for the year, available for distribution Board member's bonus Staff profit sharing * Profits shareholders' stake Average number of shares Basic earning per share By issuance of ESOP earning per share will be: Average number of shares including ESOP shares Diluted earning per share * Based on separate financial statement profits. 15. Cash and balances with central bank Cash Obligatory reserve balance with CBE - Current accounts Total Non-interest bearing balances 16. Due from banks Current accounts Deposits Total Central banks Local banks Foreign banks Total Non-interest bearing balances Fixed interest bearing balances Total Current balances Dec. 31, 2016 EGP Thousands 8,147,813 22.50% 1,833,258 Dec. 31, 2015 EGP Thousands 6,553,355 22.50% 1,474,506 953,418 (127,439) (584,097) 42,922 6,485 2,124,547 26.08% 268,903 (103,447) 186,107 (7,259) 4,883 1,823,693 27.83% Dec. 31, 2016 EGP Thousands 5,948,258 (89,224) (594,826) 5,264,208 1,153,866 4.56 Dec. 31, 2015 EGP Thousands 4,639,648 (69,595) (463,965) 4,106,088 1,153,866 3.56 1,171,428 4.49 1,170,567 3.51 Dec. 31, 2016 EGP Thousands 5,083,805 Dec. 31, 2015 EGP Thousands 1,580,752 5,438,235 10,522,040 10,522,040 8,268,202 9,848,954 9,848,954 Dec. 31, 2016 EGP Thousands 4,090,352 53,920,682 58,011,034 37,447,892 204,309 20,358,833 58,011,034 33 58,011,001 58,011,034 58,011,034 Dec. 31, 2015 EGP Thousands 1,386,078 19,616,227 21,002,305 14,121,507 3,263,306 3,617,492 21,002,305 353,197 20,649,108 21,002,305 21,002,305 91 Days maturity 182 Days maturity 364 Days maturity Unearned interest Total 1 Repos - treasury bills Total 2 Net 18. Trading financial assets Debt instruments - Governmental bonds Total Equity instruments - Mutual funds Total - Portfolio managed by others Total 19. Loans and advances to banks, net Time and term loans Less: Impairment provision Total Current balances Non-current balances Total Analysis for impairment provision of loans and advances to banks Beginning balance Release during the year Exchange revaluation difference Ending balance Dec. 31, 2016 EGP Thousands 1,051,375 4,350,975 36,010,730 (2,196,693) 39,216,387 (39,203) (39,203) 39,177,184 Dec. 31, 2015 EGP Thousands - 7,600 22,993,553 (870,983) 22,130,170 - - 22,130,170 Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 1,933,420 1,933,420 180,157 180,157 331,557 2,445,134 5,504,524 5,504,524 157,336 157,336 186,517 5,848,377 Dec. 31, 2016 EGP Thousands 161,451 Dec. 31, 2015 EGP Thousands 48,342 (1,800) 159,651 110,053 49,598 159,651 (9,899) 38,443 3,090 35,353 38,443 Dec. 31, 2016 EGP Thousands (9,899) 20,368 (12,269) (1,800) Dec. 31, 2015 EGP Thousands (14,582) 4,902 (219) (9,899) 226 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 227 Financial StatementS: conSolidated 20. Loans and advances to customers, net Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands Individual - Overdraft - Credit cards - Personal loans - Real estate loans - Other loans Total 1 Corporate - Overdraft - Direct loans - Syndicated loans - Other loans Total 2 Total Loans and advances to customers (1+2) Less: Unamortized bills discount Impairment provision Unearned interest Net loans and advances to customers Distributed to Current balances Non-current balances Total 1,901,875 2,423,125 10,745,352 306,930 20,838 15,398,120 12,452,698 44,503,511 24,840,803 110,382 81,907,394 97,305,514 (5,533) (9,818,007) (2,257,826) 85,224,148 36,671,277 48,552,871 85,224,148 1,583,233 2,001,159 8,073,622 298,817 20,881 11,977,712 8,561,090 27,811,737 14,088,786 84,402 50,546,015 62,523,727 (14,375) (4,709,107) (1,002,669) 56,797,576 25,011,678 31,785,898 56,797,576 Analysis for impairment provision of loans and advances to customers Dec. 31, 2016 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Ending balance Overdraft Credit cards (11,835) (26,985) Individual Personal loans (135,339) Real estate loans (10,192) 669 (20,366) (55,022) - - (11,166) 37,099 (14,804) (25,056) 6 (237) (190,592) 2,391 - - (7,801) Other loans Total (20,881) (205,232) 43 (72,285) - - (20,838) 37,105 (15,041) (255,453) Dec. 31, 2016 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Exchange revaluation difference Ending balance Overdraft Direct loans (589,620) (132,021) - - (620,369) (1,342,010) (2,888,702) (1,206,476) 71,767 (33,221) (2,385,595) (6,442,227) Corporate Syndicated loans (1,024,226) 498,657 - - (1,250,304) (1,775,873) Other loans Total (1,327) (1,117) - - - (2,444) (4,503,875) (840,957) 71,767 (33,221) (4,256,268) (9,562,554) Dec. 31, 2015 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Ending balance Overdraft Credit cards (10,550) (7,434) Individual Personal loans (81,153) Real estate loans (8,422) Other loans Total (20,934) (128,493) (1,281) (28,331) (59,317) (1,770) 53 (90,646) - (4) (11,835) 14,120 (5,340) (26,985) 5,148 (17) (135,339) - - (10,192) - - (20,881) 19,268 (5,361) (205,232) Dec. 31, 2015 Beginning balance Released (charged) released during the year Write off during the year Recoveries during the year Exchange revaluation difference Ending balance Overdraft Direct loans (491,763) (79,462) - - (18,395) (589,620) (2,172,426) (1,201,442) 545,777 (3,399) (57,212) (2,888,702) Corporate Syndicated loans (644,225) (349,313) - - (30,688) (1,024,226) Other loans Total (4,850) 3,523 - - - (1,327) (3,313,264) (1,626,694) 545,777 (3,399) (106,295) (4,503,875) 21. Derivative financial instruments 21.1. Derivatives The Bank uses the following financial derivatives for non hedging purposes. Forward contracts represent commitments to buy foreign and local currencies including unexecuted spot transactions. Future contracts for foreign currencies and/or interest rates represent contractual commitments to receive or pay net on the basis of changes in foreign exchange rates or interest rates, and/or to buy/sell foreign currencies or financial instru- ments in a future date with a fixed contractual price under active financial market. Credit risk is considered low, and future interest rate contract represents future exchange rate contracts negotiated for case by case, These contracts require financial settlements of any differences in contractual interest rates and prevailing market interest rates on future interest rates on future dates based on contractual amount (nominal value) pre agreed upon. Foreign exchange and/or interest rate swap represents commitments to exchange cash flows, resulting from these con- tracts are exchange of currencies or interest (fixed rate versus variable rate for example) or both (meaning foreign ex- change and interest rate contracts).Contractual amounts are not exchanged except for some foreign exchange contracts. Credit risk is represented in the expected cost of foreign exchange contracts that takes place if other parties default to fulfill their liabilities. This risk is monitored continuously through comparisons of fair value and contractual amount, and in order 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 represent contractual agreements for the buyer (issuer) to the seller (holders) as a right not an obligation whether to buy (buy option) or sell (sell option) at a certain day or within certain period for a predetermined 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 is 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 is considered a base to analyze the realized financial instruments on the balance sheet, but it doesn’t provide an indicator for the projected cash flows of the fair value for current instruments, and those amounts don’t reflects credit risk or interest rate risk. Derivatives in the Bank's benefit that are classified as (assets) are conversely considered (liabilities) as a result of the changes in foreign exchange prices or interest rates related to these derivatives. Contractual / expected total amounts of financial derivatives can fluctuate from time to time as well as the range through which the financial derivatives can be in benefit for the Bank or conversely against its benefit and the total fair value of the financial derivatives in assets and liabilities. Hereunder are the fair values of the booked financial derivatives: 228 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 229 Financial StatementS: conSolidated 21.1.1 For trading derivatives Foreign currencies derivatives - Forward foreign exchange contracts - Currency swap - Options Total 1 Interest rate derivatives - Interest rate swaps Total 2 Total assets (liabilities) for trading derivatives (1+2) 21.1.2 Fair value hedge Interest rate derivatives - Governmental debt instru- ments hedging - Customers deposits hedging Total 3 Total financial derivatives (1+2+3) Notional amount 2,174,176 2,662,940 - 34,706 Dec. 31, 2016 Dec. 31, 2015 Assets Liabilities Notional amount Assets Liabilities 182,508 178,479 972,438 79,890 - 262,398 61,404 - 239,883 3,448,349 26,830 144 144 - - 14,687 16,766 51,258 47 68,071 395 395 25,683 71,244 47 96,974 - - 262,542 239,883 68,466 96,974 Notional amount 675,861 16,382,128 Dec. 31, 2016 Dec. 31, 2015 Assets Liabilities - 6,727 6,727 45,629 45,579 91,208 Notional amount 286,014 7,965,211 Assets Liabilities - 12,529 12,529 26,296 22,465 48,761 269,269 331,091 80,995 145,735 21.2 Hedging derivatives 21.2.1 Fair value hedge The Bank uses interest rate swap contracts to cover part of the risk of potential decrease in fair value of its fixed rate gov- ernmental debt instruments in foreign currencies. Net derivative value resulting from the related hedging instruments is EGP 45,629 thousand at December 31, 2016 against EGP 26,296 thousand at the December 31, 2015, Resulting in losses form hedging instruments at December 31, 2016 EGP 19,333 thousand against net gains EGP 37,106 thousand at the De- cember 31, 2015. Net losses arose from the hedged items at December 31, 2016 reached EGP 30.579 thousand against EGP 48,941 thousand at December 31, 2015. The Bank uses interest rate swap contracts to cover part of the risk of potential increase in fair value of its fixed rate cus- tomer deposits in foreign currencies. Net derivative value resulting from the related hedging instruments is EGP 38,852 thousand at the end of December 31, 2016 against EGP 9,936 thousand at December 31, 2015, resulting in net losses from hedging instruments at December 31, 2016 of EGP 28,916 thousand against net losses of EGP 26,618 thousand at December 31, 2015. Gains arose from the hedged items at December 31, 2016 reached EGP 56,314 thousand against gains EGP 27,540 thousand at December 31, 2015. 22. Financial investments Available for sale - Listed debt instruments with fair value - Listed equity instruments with fair value - Unlisted instruments Total Held to maturity - Listed debt instruments - Unlisted instruments Total Total financial investment - Actively traded instruments - Not actively traded instruments Total Dec. 31, 2016 EGP Thousands Dec. 31, 2015 EGP Thousands 4,709,487 97,631 640,173 5,447,291 53,892,423 32,513 53,924,936 45,589,793 28,496 670,786 46,289,075 9,228,707 32,513 9,261,220 59,372,227 55,550,295 57,097,553 2,274,674 59,372,227 53,957,991 1,592,304 55,550,295 53,244,689 Fixed interest debt instruments 1,573,811 Floating interest debt instruments Total 54,818,500 * During 2016, an amount of EGP 43,424,141 thousands of governmental bonds has been re-classified from available-for-sale to held to maturity. 56,090,139 2,511,772 58,601,911 Beginning balance Addition Deduction (selling - redemptions) Exchange revaluation differences for foreign financial assets Profit (losses) from fair value difference Impairment charges Ending Balance as of Dec. 31, 2015 Beginning balance Addition/transfer Deduction (selling - redemptions - transfer) Exchange revaluation differences for foreign financial assets Profit (losses) from fair value difference Impairment charges Ending Balance as of Dec. 31, 2016 Available for sale financial investments 27,702,122 25,392,460 (5,152,168) Held to maturity financial investments 9,160,746 4,019,548 (3,919,074) 96,638 (1,572,274) (177,703) 46,289,075 46,289,075 3,334,122 (46,335,658) 2,219,961 42,132 (102,341) 5,447,291 - - - 9,261,220 9,261,220 44,667,810 (4,094) - - - 53,924,936 Total EGP Thousands 36,862,868 29,412,008 (9,071,242) 96,638 (1,572,274) (177,703) 55,550,295 55,550,295 48,001,932 (46,339,752) 2,219,961 42,132 (102,341) 59,372,227 22.1. Profits (Losses) on financial investments Profit (Loss) from selling available for sale financial instruments Released (Impairment) charges of available for sale equity instru- ments Profit (Loss) from selling investments in associates Released (Impairment) charges of associates Profit (Loss) from selling held to maturity debt investments Total Dec. 31, 2016 EGP Thousands 35,193 Dec. 31, 2015 EGP Thousands 163,270 (102,341) (90,447) 131,799 263 (25,533) (177,703) 285,431 - - 270,998 230 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 231 Financial StatementS: conSolidated 23 Investments in associates Dec. 31, 2016 Company’s country Company’s assets EGP Thousands Company’s revenues Company’s net profit Investment book value Stake % Company’s liabilities (without equity) Associates - International Co. for Security and Services (Falcon) Total Egypt 300,739 208,188 301,390 12,478 36,723 35 300,739 208,188 301,390 12,478 36,723 Dec. 31, 2015 Company’s country Company’s assets EGP Thousands Company’s revenues Company’s net profit Investment book value Stake % Company’s liabilities (without equity) Associates - Corplease - Haykala for Investment - Egypt Factors - International Co. for Security and Services (Falcon) Total 24. Other assets Egypt Egypt Egypt 2,623,964 5,010 313,515 2,356,465 211 272,665 421,621 272 20,827 24,752 41 (15,672) 124,149 1,202 - Egypt 193,470 109,644 257,943 36,190 34,632 43 40 49 40 3,135,959 2,738,985 700,663 45,311 159,983 Accrued revenues Prepaid expenses Advances to purchase of fixed assets Accounts receivable and other assets Assets acquired as settlement of debts Insurance Total Dec. 31, 2016 EGP Thousands 3,318,761 144,422 203,410 1,691,603 56,599 19,768 5,434,563 Dec. 31, 2015 EGP Thousands 2,892,503 123,436 157,202 1,547,660 52,569 15,921 4,789,291 25. Property, plant and equipment Beginning gross assets (1) Additions during the year Ending gross assets (2) Accumulated depreciation at beginning of the year (3) Current year depreciation Accumulated depreciation at end of the year (4) Ending net assets (2-4) Beginning net assets (1-3) Depreciation rates Dec. 31, 2016 Land Premises IT Vehicles Fitting -out Machines and equipment Furniture and furnishing Total 64,709 - 64,709 70,161 483,217 804,922 1,192,514 17,499 124,556 203,124 114,336 919,258 1,395,638 87,660 607,773 415,795 43,777 459,572 131,641 3,162,959 516,105 12,813 144,454 3,679,064 - - 280,234 897,584 42,250 413,848 327,697 111,165 2,072,778 34,958 131,660 5,654 54,520 44,825 13,764 285,381 - 315,192 1,029,244 47,904 468,368 372,522 124,929 2,358,159 64,709 64,709 604,066 524,688 %5 366,394 39,756 139,405 294,930 27,911 69,369 %20 %33.3 %33.3 87,050 88,098 %20 19,525 1,320,905 20,476 1,090,181 %20 Net fixed assets value on the balance sheet date includes EGP 258,773 thousand non registered assets while their registrations procedures are in process. 26. Due to banks Current accounts Deposits Total Central banks Local banks Foreign banks Total Non-interest bearing balances Fixed interest bearing balances Total Current balances 27. Due to customers Demand deposits Time deposits Certificates of deposit Saving deposits Other deposits Total Corporate deposits Individual deposits Total Non-interest bearing balances Fixed interest bearing balances Total Current balances Non-current balances Total Dec. 31, 2016 EGP Thousands 271,470 2,737,526 3,008,996 163,420 2,636,009 209,567 3,008,996 545,463 2,463,533 3,008,996 3,008,996 Dec. 31, 2016 EGP Thousands 60,068,884 57,478,218 69,215,320 38,519,158 6,459,215 231,740,795 110,157,621 121,583,174 231,740,795 37,066,683 194,674,112 231,740,795 159,492,892 72,247,903 231,740,795 Dec. 31, 2015 EGP Thousands 224,002 1,376,767 1,600,769 816,844 271,845 512,080 1,600,769 59,127 1,541,642 1,600,769 1,600,769 Dec. 31, 2015 EGP Thousands 43,282,846 42,996,421 37,518,922 25,790,179 5,646,048 155,234,416 82,185,251 73,049,165 155,234,416 26,385,328 128,849,088 155,234,416 115,115,076 40,119,340 155,234,416 During the year, the Bank’s total deposits increased by 12% representing actual increase after eliminating the devaluation impact. 28. Long term loans Interest rate % Maturity date Maturing through next year EGP Thousands Balance on Dec. 31, 2016 EGP Thousands Balance on Dec. 31, 2015 EGP Thousands Financial Investment & Sector Coopera- tion (FISC) Environmental Compliance Project (ECO) Agricultural Research and Development Fund (ARDF) Social Fund for Development (SFD) 3.5 - 5.5 depends on maturity date 3.5 - 5.5 depends on maturity date 3.5 - 5.5 depends on maturity date 3 months T/D or 9% which is more 3-5 years 3-5 years 3-5 years 4 January 2020 Balance 1,111 2,778 - - 3,889 550 81,486 88,800 28,000 63,178 68,665 98,889 145,775 160,243 131,328 232 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 233 Financial StatementS: conSolidated 29. Other liabilities Accrued interest payable Accrued expenses Accounts payable Other credit balances Total 30. Other provisions Dec. 31, 2016 Provision for income tax claims Provision for legal claims Provision for Stamp Duty Provision for contingent Provision for other claim Total Dec. 31, 2015 Provision for income tax claims Provision for legal claims Provision for Stamp Duty Provision for contingent Provision for other claim Total Dec. 31, 2016 EGP Thousands 1,455,029 645,979 1,329,189 149,133 3,579,330 Dec. 31, 2015 EGP Thousands 763,040 586,640 1,078,821 193,768 2,622,269 Beginning balance Charged amounts 22,145 29,556 31,000 759,174 19,886 861,761 - 9,630 - 132,845 8,372 150,847 Beginning balance Charged amounts 22,145 40,435 31,000 620,547 16,185 730,312 - 1,686 - 125,764 8,416 135,866 Exchange revaluation difference - 1,456 - 579,997 2,097 583,550 Exchange revaluation difference - 53 - 12,863 414 13,330 Utilized amounts Reversed amounts - (924) - - (2,772) (3,696) - (5,451) (31,000) (37,312) (4,642) (78,405) Utilized amounts Reversed amounts - (12,113) - - (5,129) (17,242) - (505) - - - (505) Ending balance EGP Thousands 22,145 34,267 - 1,434,704 22,941 1,514,057 Ending balance EGP Thousands 22,145 29,556 31,000 759,174 19,886 861,761 * Total Provision for other claim formed on December 31, 2016 amounted to EGP 3,730 thousand to face the potential risk of banking operations against amount EGP 8,416 thousand on December 31, 2015. 31. Equity 31.1. Capital The authorized capital reached EGP 20 billion according to the extraordinary general assembly decision on March 17, 2010. "Issued and Paid in Capital reached EGP 11,538,660 thousand to be divided on 1,153,866 thousand shares with EGP 10 par value for each share "and registered in the commercial register dated 19th April 2016. • Increase issued and Paid in Capital by amount EGP 68,057 thousand on April 19,2016 to reach EGP 11,538,660 thousand according to Board of Directors decision on November 10, 2015 by issuance of seventh tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 2,294,121 thousand on December 10, 2015 to reach 11,470,603 accord- ing to Ordinary General Assembly Meeting decision on March 12,2015 by distribution of a one share for every four out- standing shares by capitalizing on the General Reserve. • Increase issued and Paid in Capital by amount EGP 29,348 thousand on April 7,2013 to reach EGP 6,001,624 thousand ac- cording to Board of Directors decision on October 24,2012 by issuance of fourth tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 37,712 thousand on April 9, 2012 in according to Board of Directors decision on December 22,2011 by issuance of third tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 33,119 thousand on July 31, 2011 in according to Board of Directors decision on November 10,2010 by issuance of second tranche for E.S.O.P program. • The Extraordinary General Assembly approved in the meeting of June 26, 2006 to activate a motivating and rewarding 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 2006 and delegated the Board of Directors to 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 disbursement of this dividend, which includes staff profit share and remuneration of the Board of Directors stated in the law. 31.2. Reserves According to The Bank status 5% of net profit is used to increase the legal reserve to reaches 50% of The Bank's issued and paid in capital. Central Bank of Egypt concurrence for usage of special reserve is required. 32. Deferred tax assets (Liabilities) Deferred tax assets and liabilities are attributable to the following: Fixed assets (depreciation) Other provisions (excluded loan loss, contingent liabilities and income tax provisions) Intangible Assets & Good will Other investments impairment Reserve for employee stock ownership plan (ESOP) Interest rate swaps revaluation Trading investment revaluation Forward foreign exchange deals revaluation Balance Assets (Liabilities) Dec. 31, 2016 EGP Thousands (28,741) Assets (Liabilities) Dec. 31, 2015 EGP Thousands (22,367) 16,300 17,090 86,845 79,981 3,722 18,338 (12,227) 181,308 14,553 3,255 123,243 60,870 335 78,927 (659) 258,157 33. Share-based payments According to the extraordinary general assembly meeting on June 26, 2006, the Bank launched new Employees Share Ownership Plan (ESOP) scheme and issued equity-settled share-based payments. Eligible employees should complete a term of 3 years of ser- vice in The Bank to have the right in ordinary shares at face value (right to share) that will be issued on the vesting date,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 number of shares that will eventually vest(True up model). The fair value for such equity instruments is measured using the Black-Scholes pricing model. • Increase issued and Paid in Capital by amount EGP 94,748 thousand on April 5,2015 to reach EGP 9,176,482 thousand ac- Details of the rights to share outstanding during the year are as follows: cording to Board of Directors decision on November 11, 2014 by issuance of sixth tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 79,299 thousand on March 23,2014 to reach EGP 9,081,734 thousand according to Board of Directors decision on December 10, 2013 by issuance of fifth tranche for E.S.O.P program. • Increase issued and Paid in Capital by amount EGP 3,000,812 thousand on December 5, 2013 according to Extraordinary General Assembly Meeting decision on July 15,2013 by distribution of a one share for every two outstanding shares by capi- talizing on the General Reserve. Outstanding at the beginning of the year Granted during the year Forfeited during the year Exercised during the year Outstanding at the end of the year 234 • Annual Report 2016 • CIB Dec. 31, 2016 No. of shares in thousand 20,373 9,262 (478) (6,806) 22,351 Dec. 31, 2015 No. of shares in thousand 21,872 8,653 (677) (9,475) 20,373 CIB • Annual Report 2016 • 235 Financial StatementS: conSolidated Details of the outstanding tranches are as follows: 34.4. Retained earnings Maturity date 2017 2018 2019 Total EGP Exercise price 10.00 10.00 10.00 EGP Fair value * 18.27 31.67 28.43 The fair value of granted shares is calculated using Black-Scholes pricing model with the following: 10th tranche 10 38.09 3 12.4% 2.50% 31% Exercise price Current share price Expected life (years) Risk free rate % Dividend yield% Volatility% Volatility is calculated based on the daily standard deviation of returns for the last three years. No. of shares in thousand 7,935 5,314 9,102 22,351 9th tranche 10 39.35 3 13% 2.00% 31% 34. Reserves Legal reserve General reserve Retained earnings (losses) Special reserve Reserve for A.F.S investments revaluation difference Banking risks reserve Cumulative foreign currencies translation differences Total 34.1. Banking risks reserve Beginning balance Transferred to bank risk reserve Ending balance 34.2. Legal reserve Beginning balance Transferred from previous year profits Ending balance 34.3. Reserve for A.F.S investments revaluation difference Beginning balance Unrealized losses from A.F.S investment revaluation Ending balance Dec. 31, 2016 EGP Thousands 1,035,363 4,554,251 31,462 30,778 (2,180,243) 3,019 8,588 3,483,218 Dec. 31, 2015 EGP Thousands 803,355 1,518,373 (64,566) 30,214 (2,202,462) 2,513 - 87,427 Dec. 31, 2016 EGP Thousands 2,513 506 3,019 Dec. 31, 2015 EGP Thousands 1,991 522 2,513 Dec. 31, 2016 EGP Thousands 803,355 232,008 1,035,363 Dec. 31, 2015 EGP Thousands 621,084 182,271 803,355 Dec. 31, 2016 EGP Thousands (2,202,462) 22,219 (2,180,243) Dec. 31, 2015 EGP Thousands (593,236) (1,609,226) (2,202,462) Beginning balance Dividend previous year Change in ownership percentage Transferred to retained earnings (losses) Ending balance 35. Cash and cash equivalent Cash and balances with central bank Due from banks Treasury bills and other governmental notes Obligatory reserve balance with CBE Due from banks with maturities more than three months Treasury bills with maturities more than three months Total 36. Contingent liabilities and commitments Dec. 31, 2016 EGP Thousands (64,566) (3,896) 11,666 88,258 31,462 Dec. 31, 2016 EGP Thousands 10,522,040 58,011,034 39,177,184 (5,438,235) (2,565,895) (38,187,428) 61,518,700 Dec. 31, 2015 EGP Thousands (155,160) (4,700) 1,368 93,926 (64,566) Dec. 31, 2015 EGP Thousands 9,848,954 21,002,305 22,130,170 (8,268,202) - (22,130,170) 22,583,057 36.1. Legal claims There is a number of existing cases filed against the bank on December 31,2016 without provision as the bank doesn't expect to incur losses from it 36.2. Capital commitments 36.2.1. Financial investments The capital commitments for the financial investments reached on the date of financial position EGP 36,533 thousand as follows: Available for sale financial investments Investments value 182,665 Paid 146,132 Remaining 36,533 36.2.2. Fixed assets and branches constructions The value of commitments for the purchase of fixed assets, contracts, and branches constructions that have not been implemented till the date of financial statement amounted to EGP 38,059 thousand. 36.3. Letters of credit, guarantees and other commitments Letters of guarantee Letters of credit (import and export) Customers acceptances Total 36.4. Credit facilities commitments Credit facilities commitments Dec. 31, 2016 EGP Thousands 65,575,370 2,382,849 650,607 68,608,826 Dec. 31, 2015 EGP Thousands 29,640,729 862,279 504,774 31,007,782 Dec. 31, 2016 EGP Thousands 7,245,061 Dec. 31, 2015 EGP Thousands 24,237,408 236 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 237 Financial StatementS: conSolidated 37. Mutual funds Osoul fund • CIB established an accumulated return mutual fund under license no.331 issued from capital market authority on Febru- ary 22, 2005. CI Assets Management Co. - Egyptian joint stock co - manages the fund. • The number of certificates issued reached 8,454,956 with redeemed value of EGP 2,346,419 thousands. • The market value per certificate reached EGP 277.52 on December 31, 2016. • The Bank portion got 601,064 certificates with redeemed value of EGP 166,807 thousands. Istethmar fund • CIB bank established the second accumulated return mutual fund under license no.344 issued from capital market au- thority on February 26, 2006. CI Assets Management Co.- Egyptian joint stock co-manages the fund. • The number of certificates issued reached 789,723 with redeemed value of EGP 101,937 thousands. • The market value per certificate reached EGP 129.08 on December 31, 2016. • The Bank portion got 194,744 certificates with redeemed value of EGP 25,138 thousands. Aman fund (CIB and Faisal Islamic Bank Mutual Fund) • CIB and Faisal Islamic Bank established an accumulated return mutual fund under license no.365 issued from capital market authority on July 30, 2006. CI Assets Management Co. - Egyptian joint stock co - manages the fund. • The number of certificates issued reached 459,607 with redeemed value of EGP 33,505 thousands. • The market value per certificate reached EGP 72.90 on December 31, 2016. • The Bank portion got 51,943 certificates with redeemed value of EGP 3,787 thousands. Hemaya fund • CIB bank established an accumulated return mutual fund under license no.585 issued from financial supervisory Author- ity on June 23, 2010. CI Assets Management Co. - Egyptian joint stock co - manages the fund. • The number of certificates issued reached 107,340 with redeemed value of EGP 17,577 thousands. • The market value per certificate reached EGP 163.75 on December 31, 2016. • The Bank portion got 50,000 certificates with redeemed value of EGP 8,188 thousands. Thabat fund • CIB bank established an accumulated return mutual fund under license no.613 issued from financial supervisory authority on September 13, 2011. CI Assets Management Co. - Egyptian joint stock co - manages the fund. • The number of certificates issued reached 1,007,657 with redeemed value of EGP 164,863 thousands. • The market value per certificate reached EGP 163.61 on December 31, 2016. • The Bank portion got 52,404 certificates with redeemed value of EGP 8,574 thousands. Takamol fund • CIB bank established an accumulated return mutual fund under license no.431 issued from financial supervisory authority on February 18, 2015. CI Assets Management Co. - Egyptian joint stock co. - manages the fund. • The number of certificates issued reached 180,767 with redeemed value of EGP 23,344 thousands. • The market value per certificate reached EGP 129.14 on December 31, 2016. • The Bank portion got 50,000 certificates with redeemed value of EGP 6,457 thousands. 38. Transactions with related parties All banking transactions with related parties are conducted in accordance with the normal banking practices and regulations applied to all other customers without any discrimination. 38.1. Loans, advances, deposits and contingent liabilities Loans and advances Deposits Contingent liabilities EGP Thousands 156 169,789 1,436 38.2. Other transactions with related parties International Co. for Security & Services 39. Main currencies positions Egyptian pound US dollar Sterling pound Japanese yen Swiss franc Euro Income EGP Thousands 175 Expenses EGP Thousands 346 Dec. 31, 2016 EGP Thousands 1,371,677 (1,360,474) 266 851 25 4,440 Dec. 31, 2015 EGP Thousands 166,732 (191,276) (660) 356 32 (8,018) Important events The Central Bank of Egypt, in its meeting held on November 3, 2016, decided to float the exchange rate for foreign cur- rencies in order to give the banks operating in Egypt the flexibility to determine the sale and purchase price for foreign currencies within legal channels. Foreign currency exchange rates for the period subsequent to the decision have thus ranged between: Key currencies US dollar Euro Buy 15.25 16.83 Sell 15.75 17.53 Accordingly, the value of foreign currency-denominated assets and liabilities may differ significantly from the values reported in the financial statements for the financial year which ended December 31, 2016. The income statement would also be impacted by the revaluation of the outstanding foreign currency positions on the date of financial position and in subsequent periods. Along with the exchange rate liberalization, the Central Bank of Egypt also decided to raise the overnight deposit and lending rates by 300 basis points to 14.75% and 15.75%, respectively, which is expected to impact the Bank's pricing policies for its current and future products. 40. Tax status Corporate income tax The Bank's corporate income tax position has been examined, paid and settled with the tax authority since the operations start up until the end of year 2014. Corporate income tax annual report is submitted. Salary tax The Bank's salary tax has been examined, paid and settled since the operations start up until the end of 2013. The Bank's salary tax is currently under examination for the period 2014-2015. Stamp duty tax The Bank's stamp duty tax has been examined and paid since the operations start up until 31/7/2006. Any disputes are currently under discussion at the tax appeal committee and the court for adjudication. The Bank's stamp duty tax is being re-examined for the period from 1/8/2006 till 30/9/2015 according to the protocol between the Federation of Egyptian banks and the tax authority. 238 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 239 Financial StatementS: conSolidated 41. Goodwill and Intangible assets: 41.1 Goodwill and Intangible assets: Book value Goodwill impairment Net book value 41.2 Intangible assets: Book value Amortization Net book value Dec. 31, 2016 EGP Thousands 209,842 (209,842) - Dec. 31, 2015 EGP Thousands 217,078 (7,236) 209,842 Dec. 31, 2016 EGP Thousands 651,041 (151,910) 499,131 Dec. 31, 2015 EGP Thousands 651,041 (21,701) 629,340 Profit from discontinued operations Interest and similar income Interest and similar expense Fee and commission income Fee and commission expense Dividend income Other provisions Net trading income Administrative expenses Other operating (expenses) income Financial lease Net Profit Before Tax Income tax expense Deferred tax Net profit of the year Dec. 31, 2016 EGP Thousands 122,476 (347,012) 781,147 (1,869) 3,379 (22,127) 75,436 (250,177) 29,263 (232,476) 158,040 (29,778) (886) 127,376 Dec. 31, 2015 EGP Thousands 7,692 (59,443) 301,859 (1,393) 2,555 - (6,627) (181,634) 8,152 - 71,161 (13,653) 3,607 61,115 According to CBE's regulation issued on December 16, 2008, an annual amortization of 20% has been applied on intan- gible assets starting from acquisition date. Goodwill amount was fully impaired on 31 December 2016. 42. Non current assets held for sale Assets Due from banks Treasury bills and other governmental notes Trading financial assets Brokerage clients - debit balances Financial investments available for sale Reconciliation accounts- debit balances Goodwill Other assets Deferred tax assets Property, plant and equipment Total Liabilities Brokerage clients - credit balances Due to customers Other liabilities Current tax liabilities Other provisions Total Minority interest Net Dec. 31, 2016 EGP Thousands 653,742 21,214 36,894 463,052 9,850 - 22,981 3,576,254 - 106,451 4,890,438 Dec. 31, 2016 EGP Thousands 616,845 19,589 2,972,202 37,214 38,826 3,684,676 89,689 3,774,365 1,116,073 Dec. 31, 2015 EGP Thousands 246,791 2,085 33,655 657,560 16,123 978 - 86,525 3,234 19,319 1,066,270 Dec. 31, 2015 EGP Thousands 223,840 - 124,628 13,653 9,501 371,622 4,066 375,688 690,582 240 • Annual Report 2016 • CIB CIB • Annual Report 2016 • 241 CIB EGYPT Gallery Cleopatra is believed to have visited Siwa to consult with Greek oracle Jupiter Amun and bathe in the spring, which is now named after her. White Canyon, Dahab. Citadel of Qaitbay, Alexandria. Feluccas on the Nile, Aswan. Shores of Dahab. Maydom Pyramid, Fayoum. Kom Ombo Temple, Aswan. Mortuary Temple of Hatshepsut, Luxor. Karnak Temple Complex, Luxor. Karnak Temple Complex, Luxor. Karnak Temple Complex, Luxor. Montazah Palace, Alexandria. Waters of Ras Mohamed. Shores of Sharm El Sheikh. Siwa Desert. Siwa Oasis. Lake Fetnas, Siwa. Sunset at Saint Catherine. Wadi El Rayyan, Fayoum. M o n t a z a h , A l e x a n d r i a . . n a w s A , e l i N e h t n o s a c c u l e F G r e e k C l u b , A l e x a n d r i a . . e n i r e h t a C i t n a S , e n i r e h t a C t n u o M i S w a D e s e r t . . s i s a O a w S i W a d i E l R a y y a n , F a y o u m . . b a h a D , n o y n a C e t i h W H o t A i r B a l l o o n , L u x o r . . h u o r t a M a s r a M , h c a e B a b i g A N u w e b a i C o a s t l i n e . . d e m a h o M s a R f o s r e t a W i S w a D e s e r t . . e n i r e h t a C i t n a S , e n i r e h t a C t n u o M T e m p l e o f t h e O r a c l e , i S w a . . e n i r e h t a C i t n a S , e n i r e h t a C t n u o M C i t a d e l o f Q a i t b a y , A l e x a n d r i a . . n a w s A , e l p m e T e a l i h P N u w e b a i C o a s t l i n e . Commercial International Bank S.a.e Nile Tower Building 21/23 Charles De Gaulle Street Giza, Cairo, P.O. Box 2430 Tel: (+202) 3747 2000 Fax: (+202) 3570 3632 www.cibeg.com 

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