The report summarizes Jordan Ahli Bank's corporate responsibility efforts and operations for 2013. It discusses the bank's commitment to contributing to sustainable development through initiatives focused on economic, social, environmental, and human resource impacts. The bank strived to strengthen contributions in social development, partnering with civil society organizations. It focused on initiatives addressing poverty, unemployment, and youth development. The bank also emphasized women's empowerment, environmental protection, and supporting refugees. Through its products and services, the bank contributed to long-term growth and profitability of clients and the national economy. It invested in enhancing its corporate structure, human resources, and technical capacities to achieve operational growth and support development.

1. Corporate Responsibility Report
2013

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Table of Contents
Letter from the Chairman
Letter from the General Manager
General Information
About the Report
Economic Impact
Social and Environmental Impact
The Impact on Human Resources

3. 2
Chairman Letter
Dear Madams And Sirs,
In my Name and on behalf of all our Board Members, I am pleased to present to you Jordan Ahli
Bank’s Corporate Responsibility Report for the year 2013. The report sheds light on the bank’s role
as a proactive initiator of corporate responsibility efforts that have a radiating effect throughout the
community. In this report, we highlighted the bank’s ability to positively adapt to various changes on
both local and regional levels by raising awareness on pressing social issues.
In 2013, we strove to strengthen our contributions in the field of social development by stressing the
positive impact our CSR initiatives had on spearheading desired positive developmental change. Our
responses to the community’s social needs fall in line with our well-versed strategy for high-level social
involvement. Through our endeavors, we strove to comply with modern CSR trends, while believing
in the pivotal role CSR involvement plays in enhancing different social sectors. We achieved our goals
through partnering with different civil society organizations, together raising awareness and prioritizing
objectives in response to the community’s social development needs.
With this understanding, we focused on adopting CSR initiatives that tackle poverty, unemployment,
and youth development. For this segment in particular, we concentrated on enhancing youth
empowerment with the aim of supporting entrepreneurial efforts, youth productivity, and enhancing
youth competitiveness in the market. We also made great efforts to advance the empowerment of
women, while also supporting causes that promise further protection for the environment.
At Jordan Ahli Bank, we had been distributing our efforts to ensure the proliferation of a proactive CSR
culture and deeper communal collaboration. To achieve this goal, we implemented well-structured
yearly plans that comply with the bank’s social interests and community outreach goals. We set out to
widen the demographic benefiting from our CSR programs, as these programs are designed to reflect the
bank’s future vision. I, therefore, invite you to take a look at the report in order to learn more about the
bank’s overall contribution to the community.
In closing, I want to thank all our shareholders, partners, civil society organizations working with us,
and other relevant parties for their contributions to the bank’s developmental journey forward, and for
helping Jordan Ahli Bank make strides toward creating greater understanding of CSR and its lasting
collective impact. Last but not least, I thank the team at Jordan Ahli Bank for their contributions to the
success of our social and developmental endeavors.
Dr. Rajai Muasher

4. 3
Chief Executive Letter
Dear Madams And Sirs,
I am pleased to present you with Jordan Ahli Bank’s Corporate Responsibility Report for the year 2013,
which embodies our vision of spearheading sustainable development by being a shining example of a
socially responsible organization. Over the past year, we have made substantial strides towards realizing
positive changes affecting various clusters of the community, guided by an unwavering commitment to
bolster the positive impact of our activities on the economy, the environment and the fabric of our society.
To that end, 2013 saw Jordan Ahli Bank maintain its involvement in various activities and initiatives
geared towards delivering a lasting impact, building on its rich track record of achievements in the arena
of social development.
In our continued commitment to supporting the youth sector in the Kingdom and to fostering a culture
of innovation, Jordan Ahli Bank sponsored a considerable number of conferences that brought together
innovators to share ideas and experiences with the hope of shedding light on the many inert talents and
abilities present within the community. We also sponsored a number of workshops that tackled issues such as
worker rights and the legal framework of the job market with the objective of supporting the establishment of
a healthy foundation for economic development. The bank also sponsored a number of activities relating to
the education sector as part of its long-term efforts to serve as a key contributor in education reform.
It is worth noting here that Jordan Ahli Bank has been reinforcing activities targeting SMEs, stemming
from our bank belief in the critical role played by this segment in sustainable economic development,
particularly when it comes to the creation of employment opportunities and the delivery of added value
to the local economy. The bank has continued to offer both financial and non-financial services to local
SMEs through various channels, primarily the Ahli Microfinance Company, which has garnered the King
Abdullah II Award for Excellence.
On the environmental preservation front, Jordan Ahli Bank adopted a number of initiatives geared
towards realizing a greener Jordan. One product launched by the bank in this regard is Ahli’s Go Green
Loan, which was conceived with the objective of promoting eco-friendly products.
In 2013, the bank also continued its efforts to empower women and reinforce their role within the community.
The bank boasts one of the highest percentages of female workers in the Kingdom, which reached 40 percent
as of last year. Children are also key beneficiaries in our various corporate responsibility endeavors, with
a substantial portion of our initiatives seeking to address the various problems faced by underprivileged
families nationwide, the victims of which are most often children. The bank also played a considerable role in
supporting Syrian refugees through its collaboration with the UN’s World Food Programme.
In closing, I would like to reiterate Jordan Ahli Bank’s commitment to remaining at the forefront of
socially responsible organizations, with the grander objective of broadening the positive impact of our
activities to reach as many segments of the community as possible. We will also continue to foster a
socially responsible internal culture, in line with our slogan “The Power of Change.”
Marwan Awad

5. 4
General Information
About Jordan Ahli Bank
The Bank at a Glance
Jordan Ahli Bank is a leading Jordanian
financial institution. Upon its establishment
in the year 1955, it made its mark as the first
bank opening its doors in Amman, and the 6th
public shareholding company to be established
in the Kingdom. Over the years, it has played a
pivotal role in spearheading the development of
the Kingdom’s banking sector on account of its
reputation in leadership and clear vision.
“It’s More than a Financial Establishment”
To be the preeminent and undisputed financial
solutions provider and a key contributor to
sustainable development within Jordan and the
Middle East.
Our Future Outlook
“It’s More than an Establishment Operating
in the Middle East”
To establish ourselves as a leading market player
within the regional and global financial sector by
adopting world-class strategies, structures, and
processes, and offering a wide range of financial
solutions responding to the different financial needs
of clients across all segments of the community.
Our Core Values
We are guided by our core values to achieve
our objectivesfor ensuring superior stakeholder
value. These values embody the operational
ethics that govern all our operations. They are:
Commitment
• Where we are committed to working in full
compliance with banking rules and regulations
and to working as one team.
Caring
• We care about our clients
• We care about our country and our community
• We care about the future generations of fellow
citizens
• We care about our shareholders
Transparency
• Where we are accountable for our actions and
we are transparent in our operations
Speed and Efficiency
We carry outour actions with speed and quality
whether in terms of
• Leadership
• Decision making,
• Operational execution
• Providing top quality financial services and solutions
Driven
We are committed to being
• Performance driven
• Drivers of positive change across all levels of
our work
Our Mission
To provide a diversified range of high quality
and relevant financial solutions that satisfy the
needs of our clients across all segments, and to
provide the best return on investment for our
shareholders while also contributing to the social
and economic development of Jordan within a
productive and proactive corporate structure.

6. 5
Our Products and Services
We offer a wide range of financial products and
services that respond to the financing needs of
investment, corporate, and personal banking
clients. Our services comply with international
standards of excellence and they respond to
changing market needs. Under the heading of
“Innovation and Excellence,” our product range
covers the following areas
Personal Banking
• Banking deposits
• Loans
• Credit card products
• Money transfers
• Private banking
• Safe deposit boxes
• Other services
Investment Banking
• Portfolio management
• Remarry issue management in the capital market
• Custody treasury service
• Financial advice and research
• Cash management
• International brokerage
• Correspondent banking
Corporate Banking
• Overdraft facilities
• Commercial discounted bills
• Commercial loans
• LCs and LGs
• Syndicated loans
Exclusive Banking
• Designated service area
• Dedicated service personnel
• Expedited teller service
• Banking facilities and services
• Credit cards to meet all requirements
• Electronic banking
• Travel services
• Insurance services
• Other services
Bankassurance
• General programs
• My Clinic
• My Office/Company
• My Pharmacy
• My Home
• My Car
• Life programs
• Hemaiaty
• Mustakbali
• Osrati
• Shehadati
• Sindebad
• Health programs
• Sehati
• Sehati Plus
Financial Leasing
• Operational leases
• Financial Leases
Online banking
• Ahli mobile
• Phone banking
• SMS banking
• Online banking
• SME Toolkit
• Smart company E magazine
• Social Media channels including;
•Jordan Ahli Bank on Twitter
www.twitter.com/jordanahlibank
• Jordan Ahli Bank on Facebook
www.facebook.com/jordanahlibank
• Jordan Ahli Bank on Youtube
www.youtube.com/jordanahlibank
Our Geographical Reach
The bank has grown significantly in terms of
operational scale and client base. Today the
bank has 53 branches across the Kingdom and
88 ATMs. The bank also has regional presence in
Lebanon, Cyprus and Palestine.
Our Market Share
By the year ending December 31st, 2013, the bank
has recorded a direct market share of 6.03%,and
an indirect market share of 6.05%. We achieved
this goal because we diversified our service
offerings which we had developed to match the
financial needs of different community segments.
We also adopted our aggressive marketing
strategy geared towards retaining our clients.

7. 6
Our Team
Since our establishment, we had a clear policy
for equal opportunities which is reflected in our
workforce diversity. We believe in recruitinga
national team and in investing in their skills
and capacities as they are our real asset. We
expanded our team so that it now includes 1318
newly full time male and female employees by
the end of 2013 compared to 1311 in 2012. We
are proud of this achievement as it exemplifies
our contribution to the local labor market, and
our role in fueling it with new skills.
Our Governance
We pioneered the adoption of corporate
governance principles founded on fairness,
transparency, responsibility and accountability,
due to our firm awareness in the effect this
will have on our performance, professionalism
and overall growth. The corporate governance
framework employed by the Board of
Directors effectively safeguards the interests of
management, our shareholders, our investors
and our various stakeholders.
Our Board Members
Jordan Ahli Bank has an effective, professional
and independent Board of Directors that
was formed in adherence to sound corporate
governance principles. The Board comprises of
13 members voted by the General Assembly.
• H.E. Dr. Rajai Saleh Muasher
Chairman
• Mr. Nadim Yousef Muasher
Deputy Chairman
• Byblos Bank SAL (LEBANON)
Rep. by H.E. Dr. Sami FareedHadad
• Jordan Investor Center,
Rep. by H.E. Mr. WasefAzar
• Mouasher Investment &Trading Co.,
Rep. By Mr. Emad Yousef Muasher
• Rajai Muasher & Brothers Co.,
Rep. by Mr. Rafiq Saleh Muasher
• Arabia S.A.L (Holding Company),
Rep. by Mr. Hani atallaFraij
• ZI&IME Co. (KSA),
Rep. by Mr. Ala›addinRiyad Sami
• The Social Security Corporation,
Rep. by Mr. Mohammad abed al haj Al Abdallat
• Mr. Mahmoud Zuhdi Malhas
• Mr. Karim TawfikKawar
• Abraaj SPV21 Limited-(Abraaj Capital)
Dubai,Rep. by Mr. Ahmed Adel Badreldin
Our board members are responsible for
overseeing our operations and ensuring that they
comply with the regulations set by the central
bank of Jordan and the needs of our clients,
stakeholders, and the community.
Our Corporate Structure
We have a vertical organizational structure
that suits the nature of our business demands,
allowing us to streamline our operations
by minimizing bureaucracy and reducing
managerial procedures. A vertical organizational
structure decentralizes management and allows
all parties involved to play a role in the decision
making process, thereby boosting transparency
and accountability.
Number of Employees
in 2012
1311
Number of Employees
in 2013
1318

8. 7
About the Report
Our Journey Towards Sustainability
“We transform the sole of our corporate
responsibilities to realities on the ground”
Since our establishment, we at Jordan Ahli
Bank have been committed to contributing to
sustainable developmental efforts, and we have
carried out our corporate responsibilities, which
are founded on several pillars. These pillars
look into the economic, social, human, and
environmental impact of our operations.
The content of this Corporate Responsibility
(CR) Report is a transparent assessment of our
CR efforts and our operations for the year ending
December 31st 2013. It offers a full assessment
of the impact our work has had on the economy,
the community, and the environment we are part
of. It looks at our role as enhancers of human
resources, and it identifies the issues challenging
our developmental efforts, while highlighting
how the operational procedures and practices we
follow have enabled us to achieve our goals.
This report is a measuring tool enabling us
to evaluate the advancements we had made,
whereby our review of our 2013 achievements
will enable us to identify a ramped CR direction
with focus areas aligned with our vision and
business strategy for the years to come.
Our Vision for Corporate Responsibility
The review process for this report is founded on
pre-identified indicators that are of the highest
significance to the business and the bank’s
stakeholders. The indicators selected for this
approach have been prioritized according to the
bank’s corporate outlook and our key areas of
focus for the coming years. The data has been
compiled based on surveys, questionnaires and
records of direct engagement with the bank’s
direct and indirect stakeholders.
Through the findings we make, we strive to steer
our scope of work towards further sustainable
and greener development. We are guided by
our vision and our commitment to being a
corporate responsible entity that is socially
and environmentally conscious, and one that
is also concerned with the issues affecting our
community. We are doing our part for creating
further developmental opportunities for Jordan,
ensuring that our contributions go beyond
enriching the financial sector.
Our 2020 Strategy
In line with our 2020 vision to become a
recognized pioneer across the Middle East,
we have adopted a new CR strategy to be
implemented as of the current year 2014,
through which we hope to see measurable
positive changes. Our benchmarks are broken
down into the following stages:
2020: to be recognized on a regional scale as a
trendsetter with strong global ties
2015:to be one of the leading banks in terms of
market share, profitability, market positioning,
corporate image, brand equity, and innovation
within our target markets.
2014: to maintain our sustainability by ensuring
our clients’ satisfaction and contributing to
sustainable development within the community.

9. 8
Our
Economic
Impact

10. OurEconomicImpact
“Making our mark on the financial field
and local development”
Through our 2013 strategy, we focused on
achieving operational growth internally and
on the development of the financial sector at
large. We directly and indirectly supported
the advancement of several community
segments by being a financial and economic
advisor for bothindividualclients as well as
corporate clients of all segments and sizes.
We offered a wide range of sustainable,
responsible, and innovative financial
solutions, developed so that they comply
with changing market demands.
Through our products and services, we
contributed to the long term growth and
profitability of our clients’ operations and
in turn added our mark to the sustainable
development of our national economy.
We also invested in the enhancement of
our corporate structure, the training of
our human resources, and our technical
capacities, and we adopted several indicators
to measure our growth.
Our Indicators
To achieve our goals, we set clear indicators
for ourselves. These indicators help us
realize our high standards of leadership,
our financial goals, and our contributions to
the community. We evaluate our ability to
achieve innovative leadership to effectively
and strategically manage our operations, our
people and our resources in accordance with
modern standards of excellence. Achieving
these goals will help us contribute to
sustainable development.
Offering Segmented Services for Our Clients
We strove to provide our clients with a full
range of financial solutions tailored to fit
their needs. To achieve this goal, we had
segmented our products so that they fit in
one of three banking sectors: retail, SME,
and corporate banking. Within these sectors
we had made several achievements, which
collectively contributed to our market share
reaching 6.05 percent in 2013, while our
indirect market share reached 6.64 percent.
These figures are a result of the different
programs, promotions, and products we had
introduced, segmented by sector as seen in
the table below.
Client Distribution by Sector
Client
Distribution by
Sector 2012
Client
Distribution by
Sector 2013
Client
Distribution by
Sector
1% 1.47%
Corporate
Banking
6% 6.99% SME Banking
93% 91.54% Retail Banking
A- Business Banking Sector
In2013, wehadworkedtoexpandour
corporate client base to include corporations
working across all market sectors. By the
end of the year, this client sector constituted
1.47% of the bank’s total client base. We
catered to the banking needs of corporate
clients, providing them with financial
solutions that are aligned with changing
market demands. We had been offering our
business banking services via our corporate
branch which is the first in the region to
specialize in offering financial consultancy
solutions, resource management services,
tailor-made corporate loans, and other
advisory services for companies. We adopted
clear strategies geared towards serving our
business banking clients while maintaining
the profitability of our operations and further
contributing to the development of Jordan’s
business environment. We also oversaw
several funding projects, which allowed us
to contribute to reviving different economic
sectors, while enabling all companies
operating within them to reach their goals
and further develop their operations.

11. 10
B- SME Banking Segment
WewereamongthefirstorganizationsintheKingdomtofullyunderstandtheimpactSMEshave
oneconomicgrowth, andhaveledthewaywhenitcametorespondingtotheirfinancialneeds.
In2013, wewereabletoincreaseourclientbasewithintheSMEsegmentsothat, bytheendof
theyear, itconstituted6.99 percentofthebank’stotalclients. Thisincreaseisattributedtoour
abilitytoprovidecredit, investment, andtrainingservicestargetingthissegmentandensuringthe
development, growth, andsustainabilityofSMEsandtheiroperations.
Our Diverse Product and Service Offerings
Weservethissectorbyofferingawiderangeoffinancialandnon-financialsolutions. These
servicesaredevelopedinlinewithourdeepunderstandingoftherolethissectorplaysandour
methodologicalevaluationoftheirneeds.
1- The Online-based SME Toolkit
We worked to enhance the skills and know-how of our SME clients by offering them interactive
tools designed to enhance their knowledge. These tools give them the insight they need to
expand their operations while effectively enabling them to find new business opportunities. They
include learning aids, free online forms they may need for their business, and a news source for
the latest market developments relevant to their segment. Our edition of the toolkit is bilingual
and can be accessed via http://jordan.smetoolkit.org/jordan.
jordan.smetoolkit.org/jordan
Ahli Microfinance
Company
Financial
Funding
SME
SME Academy
Non Financial
TraningandConsultancy
Smart Company
E-magazine
SME Toolkit

12. 11
2- THE SME Academy Unit
Our SME Academy Unit has conducted a series of free workshops over the past year. These
workshops were aimed at offering SME founders and employees the knowledge and skills they
need to enhance their operational procedures, while enabling them to maintain the profitability,
growth, and sustainability of their SMEs. The workshops covered a wide range of relevant topics.
The total number of workshops conducted was 20 and the total number of participants was 551
as seen in the table below.
Training workshops conducted via the Jordan Ahli Bank SME Academy
Unit until end of 2013
Organizer
Workshop
evaluation
out of 5
Number of
Participants
Date Workshop Number
Orouba Al-Taher / Pinnacle 4.46 20 25/9/2012 Strategic Marketing 1
Rana Jabi / Tawazi HR 4.47 16 26/11/2012
HR Essentials for Jordanian
SMEs
2
Majid Hijab / Investment
Department
4.00 21 3/2/2013
Evaluating Investment
Decisions
3
Dr. Riyad Awad / Winners 4.60 53 26/2/2013 Consultative Selling Skills 4
Sameer Musais / SME group 4.23 25 6/3/2013
Financial Ratios ,and Cash
Management for Strategy&
Bank Credit
5
Eyad Al-Ashram / SCOPI 4.67 21 15/4/2013 Employee Management 6
Eyad Al-Ashram / SCOPI 4.32 26 30/4/2013 Product Pricing and Positioning 7
Tarek Naghaway / Six Seconds 4.64 24 14/5/2013 Integrated Marketing 8
Hisham Jaber / Free-lance Lecturer 4.63 19 28/5/2013 Financing your Project 9
Ahmad Atari / SCOPI 4.04 35 22/6/2013 Business Planning 10
Nour Sultan / CLE Jordan 4.61 19 6/7/2013 Labor Law 11
Omar Abbassi / Six Seconds 4.56 19 6/7/2013 Setting a Competitive Strategy 12
Raed Mdanat / SCOPI 4.43 42 5/8/2013 Start Up your Business 13
Saeed Abu Souod / Arab
Association for Training and
Development
3.95 28 24/8/2013
Exporting & Global
Management
14
Fouad Shahin / SCOPI 4.22 32 14/9/2013
Accounting for non-
Accountants
15
Mohammad Muhaisen / Arab
Association for Training and
Development
4.36 33 282013/9/ Financial Ratios Review 16
Tarek Naghaway / Six Seconds 4.32 40 162013/11/ Strategic Marketing 17
Eyad Al-Ashram / Beyond
Excellence
4.52 29 302013/11/ Business Negotiation Skills 18
Raed Mdanat / Beyond Excellence 4.66 22 72013/12/
Turning Your Ideas into a
Business
19
Mohammad Al-Razem / SCOPI 4.38 27 282013/12/ Business Evaluation 20
*Numbers reflect the actual number of participants who completed the courses and acquired a certificate of participation
We established our SME Academy
Unit in May 2012 to offer free
workshops, lectures, and seminars
for both our clients and all segments
of the community.

13. 12
3- Ahli Microfinance Company
Through the Ahli Microfinance Company
(AMC) we continued to offer our SME clients
a full host of financial and non-financial
solutions in the year 2013. The company has
branches across the Kingdom, and its mission
is to ensure the success and sustainability of
our clients’ SME ventures.
In the year 2013 alone, the company invested
a sum of JD 358,341 in the promotion of its
product and service offerings. Since its launch,
the company introduced: the Development
Loan, the Ambition Loan, the Vehicles Loan,
the Group Loan, the Teachers Loan, and the
Educational Loan. The number of clients
benefiting from these services has reached
22,237 in 2013, increasing the company’s
market share by 9%. The company’s clients
also received free subscriptions to the King
Hussein Cancer Foundation “Care” program,
together with a free life insurance policy
throughout the duration of the loan and easy
payment plans for mobile subscriptions in
collaboration with Orange Jordan.
AMC is also continually working to expand
its geographical presence and to operate 16
branches across the Kingdom. The company
also manages several community initiatives,
all of which are implemented in collaboration
with civil society organizations. On account of
its high operational standards, its commitment
to making positive change and its effect on the
community at large, the company is also the
proud holder of the King Abdullah II Award for
Excellence for the year 2012-2013.
C- Retail Banking
Wecareaboutservingourclients,gainingour
inspirationbyrespondingtothedemandsof
sustainabledevelopmentandincreasinglevelsof
clientsatisfaction.
Throughout the year 2013, we continued to
offer a diversified portfolio of products and
services for our retail banking clients. Some
of our offerings were newly introduced in the
year 2013 and others were further enhanced
in line withour goals for maintaining economic
sustainability and development. Through our
products, we were able to fulfill our aims to
offer practical and useful financial solutions
for individuals across all sectors, and today our
retail banking clients make up 91.54% of our
total client base.
We were committed to making our products
and services for this sector both competitive
and relevant for its financial demands. We
developed our offerings so that they come
with unique features that help our clients
achieve their financial objectives and even
turn their dreams in to realities. These services
are offered within a convenient operational
system, adopted across all our branches.
Our Responsible Products and Services
We continued to spearhead responsible
development within the financial sector
last year, driven by our goal of maintaining
sustainable economic development on a large
scale. We were guided by our new vision to be
a financial institution that is environmentally
conscious, socially responsible and an asset to
the economy. We translated our visions into
actions by introducing a range of financial
solutions geared toward bringing about
economic change, economic empowerment,
and positive reform in the community at large.
These services include:
1- The Green Loan
Promoting eco-friendly practices
The Green loan is the first of its kind to be
introduced in Jordan, designed to fund green
projects and products for the benefit of smaller
companies and individuals. It is offered with a
0% interest to encourage both the availability
of eco-friendly products in the market and the
wider adoption of greener practices amongst
citizens. In the long run, such program will
contribute to the protection of Jordan’s natural
resources and the conservation of energy for
future generations. It is introduced as part
of our commitment to our clients and our
community for offering financial solutions that
are sustainable and corporately responsible.

14. 13
The Green Loan is offered in collaboration
with a network of companies that provide
eco-friendly products, including green lighting,
solar panels, and other services that benefit
individuals and SMEs. This service comes with
100% funding and a loan repayment period
with installments payable over 48 months.
By launching this loan, we have included
citizens and corporations in our objective of
contributing to environmental sustainability.
2- The Pre-Paid MasterCard in Support of
Syrian Refugees in Jordan
Through our strategic partnership with
MasterCard and the UN’s World Food
Program, we have introduced the Pre—Paid
MasterCard from Jordan Ahli Bank for the
benefit of Syrian refugees. The card was
conceived with the objective of allowing
refugees to acquire basic products and services
to secure a good quality of life, while also
reducing the impact of the hardships they faces
in light of the current Syrian crisis.
This prepaid card was also conceived to
provide a practical and innovative solution to
be used in various CSR initiatives, offering its
beneficiaries in the Zaatari Refugee camp aid
and relief in a fast, efficient, convenient and
dignified manner. On a larger scale, Jordan
Ahli Bank is also contributing to the Kingdom’s
efforts to sustain this added demographic to
its population, providing innovative financial
solutions tailor-made to meet its needs.
3- The Pre-Paid MasterCard in Support of
Less Fortunate Jordanian Families
In collaboration with Save the Children, we
have launched the Pre-Paid MasterCard in
support of less fortunate families in Jordan.
This initiative builds on our continued efforts
to devise efficient solutions for the obstacles
facing our fellow citizens and to empower the
less fortunate by helping them secure their
basic living needs. On a larger scale, we are
doing our part in spearheading positive change
and sustainable development in Jordan.
4- The Bank Check for the Beneficiaries of
Caritas International in Jordan
We have issued bank checks for the benefit of
Iraqi and Syrian refugees receiving aid from
Caritas International in Jordan. These checks
can be used for food and medical aid.
We Focus on Serving our Clients, as Our
Incentive for Further Business Growth
WeCommunicatewithOurClientsatEveryHour,and
WeRemainWithintheirReachWherevertheyAre.
We are committed to providing our clients
with a full range of relevant products and
services. This we accomplish with speed
by maintaining open communication
channels with them, listening to their
feedback, answering their questions, and
being within their easy reach.
Enhancing our
Branch Network
Creating New
Channels of
Communication

15. 14
Enhancing Our Branch Network
Our Branches in
213
Our Branches in
2012
53 51
We expanded our geographical reach in
order to be more accessible to both our
existing clients and new potential clients
as well. We also worked to increase their
levels of satisfaction by launching two
new branches in 2013 in the Fuhais and
Rabieh areas respectively, expanding our
branch network to include a total of 53
branches in the Kingdom.
Enhancing Communication with
Clients
To ensure more effective communications
with our clients, we have introduced
several interactive communication
platforms. All these platforms are
administered using the most cutting-edge
technologies and they serve to enhance
our marketing efforts and interactions on
both external and internal levels.
Being Closer to Clients and Enhancing
our Brand Image
In response to our clients’ demands,
we have revamped our communication
platforms so that they make use of
modern technology trends. We have also
enriched the content of our bilingual
website, www.ahli.com, where we offer a
wealth of information about our products
and services. We have trained our team
across all branches so that they are armed
with the skills they need to administer
these platforms.
Over the last year, we have seen an
increase in our followers and fans across
all our social media channels, as well
as a notable increase in our website
visitor statistics. These outcomes have
contributed to increasing our sales
opportunities to reach 12,000 since we
have added online service applications
to our communications. Our online
presence is seen in the table below;
Year
Number of Followers, Fans, and Viewers
2013 265,000 2,486 750,000 1,118,602
2012 120,000 650 200,000 827,557
We maintained close communication
with our clients by responding to their
feedback and keeping them updated
on our latest news and developments.
We celebrated with them their personal
occasions, our developments, and
national holidays, and we also worked
on enhancing customer loyalty by
introducing electronic marketing
campaigns and online interactive
activities that offered clients the chance
to win awards and interact. We also
created opportunities for interacting with
our active Facebook fans and organizing
“tweet up” sessions with bloggers.
Manging Electronic
Communication Channels
More Efficiently
Training our Team
to Enhance
Clint Relations

16. 15
Launching Marketing Campaings
We also interacted with clients
through traditional marketing and
communication channels, and under the
direction of our marketing department.
We introduced the different benefits
our brand has to offer through different
marketing campaigns and that
contributed to increasing our client base.
We continue to enhance our know-
how in technology so that we continue
to serve our clients according to the
highest standards of efficiency.
To achieve our goals, we needed to
enhance our infrastructure and our
marketing efforts.
Revamping Our Financial
Systems to Build a Productive
Platform Inline with out DNA
Transformation Program
Our Main Goals
- Enhancing our customer experience and
satisfying their financial needs.
- Expanding our operations and leading
the local financial sector.
We Work According to Modern Operational and
Technological Standards
In line with our goal of adding value
to our clients’ banking experience, we
offer a wide range of unique smart
services that comply with international
standards of excellence and adhere to
the established measures of corporate
responsibility. By doing so, we will
achieve our larger objective of leading the
local market and enhancing our presence
regionally.
In 2013, we worked to revamp our
operational and financial systems so that
they comply with modern technological
trends. We started this endeavor 2
years ago, with a full plan to update our
corporate, managerial, operational, and
technological infrastructures. To that
end, we launched an enterprise-wide
transformation program code named
“DNA,” which governs the methodologies
we employ to run our operations, assess
risk, and manage sales and marketing
activities. In doing so, it serves to
maximize shareholder and stakeholder
value, sound management and human
resource utilization.
Our clients’ satisfaction is our
top priority
This statement inspires us to continue
to provide top quality services at the
highest standards of professionalism for
our clients. By the end of 2013, our client

17. 16
satisfaction numbers were as follows:
Percentage Client Satisfaction Per Banking Sector
61.5% Corporate Banking
73% SME Banking
84% Retail Banking
To achieve this percentage, we diversified
our product and service offerings,
ensuring that they are in line with client
needs and are offered with the highest
levels of professionalism.
2013 2012 Client Satisfaction Indicators
4.04% 3.8% Growth rate in credit facilities portfolio
8.4% 0.8% Growth rate in deposits portfolio
%4.93 5.3% Bank’s market share in Jordan
1% 2.4% Growth rate in retail sector
%7.16 7.2%
Ratio of Jordan Ahli Bank’s branches to the
branches of other operating banks in Jordan
4% 4% Percentage of client complaints
4/5,36 4/5,23 Average quality of service in retail sector
These indicators reflect positive outcomes
that make the bank a preferred choice
amongst clients. They are calculated
following the analysis of surveys we had
distributed to our clients and the ongoing
feedback we had received from them.
This feedback inspired us to develop new
products and services and have set for us
a clear direction for the future.
Factors that Led Customers to Choose
Jordan Ahli Bank
Percentage Factor
35% Helpful service
25% Flexible procedures
23% Trustworthy, credible and
reputable
26% New loan offers
13% Fast procedures
To thank our clients who have taken part
in our survey, we held a raffle draw in
which some of them won valuable prizes.

18. 17

20. Our Social and
Environmental
Impact

21. 20
OurSocialand
EnvironmentalImpact
We believe that sustainable development is
not only the product of economic growth,
but rather it is the outcome of combined
economic, social, and environmental actions
geared towards positive and sustainable
change. Therefore, we strive to contribute
to Jordan’s efforts for advancement
by supporting national endeavors that
seek to find long term solutions to the
challenges facing the local community.
And because we understand that social and
environmental developments are the pillars
of economic stability, we continued 2013
to look beyond our role as contributors to
economic advancement and financed local
development efforts as well.
Given our steadfast commitment to
our national identity as Jordanians, we
enhanced our impact on the social and
environmental sectors of the Kingdom
throughout 2013. We also focused on
driving decisions that ensure sustainable
positive transportations transformation and
the empowerment of our local community
members. We fortified our influence on
environmental conservation worked in
compliance with our strategy that has always
combined the dimensions of environmental
conservation and social empowerment in
all lines of developmental work. We carried
out a wide range of sustainable community
initiatives, supporting different sectors
and demographics through an operational
framework that adheres to our goals.
Moreover, we supported several community
and environmental initiatives, both
exclusively and in collaboration with civil
society organizations. We also worked
toward building a more developed
Jordan by linking our understandings of
sustainability with community initiatives and
environmental reform efforts.
CommunityEmpowermentandDevelopmentProgramsforDifferentCommunitySectors–JordanAhliBank
Supporting
Children
Entrepreneurship
andEmpowering
Youth
Education Healthcare
Sports
Artsand
Culture
Environment
National
Programs

22. 21
SupportingChildren
We collaborated with the Children’s Museum of
Jordan to train its staff so that the latter achieves
its goal for enhancing the educational and creative
capacities of children.
We sponsored an honoring ceremony held
by Jordan River Foundation in recognition
of the donors for the foundation’s campaign
against child abuse, "Will You Be a Silent
Witness?"
We collaborated with the Children’s Museum
of Jordan to train its staff so that the latter
achieves its goal for enhancing the educational
and creative capacities of children.
We sponsored Jordan’s First Children Creative Arts Festival, which offered a dynamic platform
for students of private schools aged 8 to 15 years to showcase their artistic talents, including
acting, singing, directing, and musical performances.
We hosted orphans during the Holy Month
of Ramadan for an Iftar meal hosted as
part of our Happy Day Ramadan event.
This event was held in line with our aims
to support this sector of the community
in areas other than the financial, and
to contribute to community efforts
geared towards integrating orphans into
mainstream society.
Entrepreneurshipand
EmpoweringYouth
We have been the leading supporters of youth in our community, as it constitutes
the largest demographic within our population. We cheered their entrepreneurial
efforts, arming them with the tools they need to be effective contributors to the
future sustainable economic and social development of Jordan. Our aim has always
been to create a future generation of hardworking, educated, aware, and proactive
leaders able to drive Jordan’s development forward.
We sponsored a workshop conducted by Jordan Better Workplace Association (JBW) titled “Employment
Contracts and the Work Environment.” The workshop tackled issues related to the infusion of democracy
in the workspace, the labor law, employee rights, and the legal environment of the employment market.

23. 22
We participated in the Jordan Business
Development Conference, where we
discussed the current business and
developmental environment in Jordan, and
growth opportunities available for SMEs.
As part of our aims to support less fortunate
communities, we sponsored the Friends of
Jordan Association Bazaar which is geared
towards supporting the residents of the Jordan
Valley. Our support for this event stems from
our commitment to empowering members of
rural communities, which is a goal we achieve
by offering them economic opportunities and
incentives to showcase their talents.
We were the platinum sponsor and official
banking partner for the TEDxAmman 2013
conference. As part of our sponsorship of
the event, we displayed our financial and
non-financial business solutions targeting
entrepreneurs and SME founders, including
our SME Toolkit, our Smart Company
Magazine, our SME Academy services, and
our free Ahli Mobile application.
We participated in the Enterprise Conference,
organized by the British Embassy held under the
patronage of His Majesty King Abdullah II, HRH
Prince Charles of Wales, HRH Prince Ghazi Bin
Mohammad, and HRH Princess Sumaya Bint El Hasan
in attendance. At the conference, our financial and
non-financial SME services were showcased at our
booth, including the SME Toolkit and Ahli Bank’s new
Digital Magazine. Through showcasing these tools,
we stressed how they help to further develop the SME
sector in Jordan.
We sponsored Shape MENA which
highlighted distinctive entrepreneurial
skills and ideas amongst its participants,
with the end result being a network of
young entrepreneurs working to enhance
regional business environments.
We sponsored GlobeMUN as part of our aims to open channels of communication between
Jordan and other nations. The event allowed its participants, students from the 8th to
the 12th grade, to expand their horizons, and to discuss issues of global importance in a
setting modeled on the UN General Assembly. Furthermore, we also sponsored two Model
United Nations (MUN) Conferences, hosted by Al Asriyya Schools and the Orthodox School
respectively. The event was set up to reflect the same operational structure as that seen in
the United Nations’ General Assembly Meeting, offering a space for students to sharpen their
debating, negotiation, public speaking, writing, and planning skills.
We modified and expanded our incentives for the benefit of our employees and
their families. Utilizing an open-door policy, we took our employees’ opinions into
consideration throughout this endeavor, holding staff meetings and gauging their
most pressing needs.
We sponsored the “Innovation Kitchen” activity at Jordan’s second annual New Think Festival. The event served
to provide an ideal platform for the effective exchange of ideas and thoughts. As part of our sponsorship for the
event, we spoke about the knowledge, skills, and practices entrepreneurs need to have in order to start successful
SME projects; we also spoke about the SME Toolkit, which helps SME owners bridge essential knowledge gaps.
Furthermore, the event also featured talks about the bank’s financial and non- financial services catering to the
needs of SMEs and the exchange of relevant statistics.

24. 23
The bank sponsored the second competition of
Al-Khawarizmi initiative, which was designed to
encourage creativity in the SMEs sector and develop
the local community within Al Disi area. Its entries
were in the form of creative scientific projects
geared towards finding solutions for environmental,
scientific, agricultural, and touristic challenges faced
through employing local resources. The competition
was launched in October 2013 through the Jordan
Hashemite Fund for Human Development (JOHUD)
which, at that point, received 26 applications from
participants. All participants were then trained
through a workshop held by our SME Academy.
The bank signed a partnership agreement with the SME Association for Industrial
Companies to help companies in this sector enhance their business practices and their
SME performance, and in turn to empower the local SME sector at large.
‫وذلك‬ ،‫واملنطقة‬ ‫األردن‬ ‫في‬ ‫النسائية‬ ‫الريادة‬ ‫على‬ ‫الضوء‬ ‫سلط‬ ‫الذي‬ ،2012 ‫العامليون‬ ‫املفكرون‬ ‫منتدى‬ ‫رعاية‬
Education
We have continued to place education at the top of our
priorities, as we fully understand that education is the first
step to be taken towards achieving positive sustainable
change in the community.
We sponsored the Cultural and Educational
Council’s 10th Educational Leadership Conference
for Private Schools. The event was held under
the Patronage of HRH Princess Basma Bint Talal
with Dr. Adnan Badran attending on her behalf.
The conference’s sessions were geared towards
improving educational standards and facilities
within educational institutions and especially
private schools. From another angle, the conference
served to enhance the skills and capacities of
education personnel by empowering educators with
the knowledge they need foster a future generation
of innovators and leaders.
We sponsored an initiative geared towards stocking
libraries in less fortunate areas with books. The
initiative comprised of two phases; supplying and
categorizing the books, followed by holding reading
sat 3 underprivileged schools selected in collaboration
with the Madrasati initiative. The aim of this initiative
was to encourage reading in younger generations
We sponsored the Haritna Festival held
by the Bishop Schools, Al Ahliyyah School
for Girls, and the Jabal Amman Residents
Association JARA. Our support for such
events stems from our belief in the
importance of extra-curricular activities as
tools for sharpening intellects. The Festival
itself was aimed at reviving the local
handicraft trade.

25. 24
Healthcare
We have continued to support the healthcare sector, as part of
our aims to elevate standards of public health, as health is one
of the main forces steering community development and its
members' sustainability.
We supported from the Lowest Point to
the Highest Point for Cancer Initiative,
which was held by the King Hussein Cancer
Center and Foundation. Proceeds from this
event went towards the center’s expansion
project, which will include the construction
of 2 new buildings designed to treat more
cancer patients.
The bank continued to support the King
Hussein Cancer Foundation in its mission
to provide better healthcare services for
patients battling cancer.
We honored mothers who were being treated at the King Hussein Cancer Center, on the
occasion of Mothers Day and as part of our aims to support them in their recovery.
We supported the Second General Assembly Meeting of the Doctors Social Development Fund
in recognition of the fund's goals to offer its beneficiaries the social support they need for
themselves and their families in the event of illness or death.

26. 25
Sports
As part of our efforts to place Jordan on the international sports
map and to contribute to sports development, we continued to
support athletic talents.
Stemming from our longstanding goal of fostering strong partnerships with leading organizations, we sponsored
the “Ayman Dais Academy” Basketball tournament, hosted at the Cambridge School. Through this particular
partnership, we strove to support the local sports scene and especially younger students and athletes. We also
distributed awards to the two Jordan Ahli Bank teams participating in the event.
We sponsored the student Football
Tournament at the Baptist Schools as
part of our aims to steer school athletics
forward.
We sponsored the primary school Sports Day
hosted at the New English School in Amman.
This sponsorship reflects our commitment to
supporting younger generations, believing
that they are segment of the community
that will lead Jordan towards prosperity and
further development.
We sponsored the Orthodox Club Summer
School to strengthen sportsmanship
amongst younger generations.

We sponsored the 6th football tournament
at the Philadelphia School as part of our
longstanding efforts to promote a culture
of fitness awareness in the Kingdom.

27. 26
We sponsored the Little League Football
Tournament hosted at the Marj Al Hamam Rosary
College. This sponsorship reflects our interest in
promoting a proactive lifestyle. The tournament
concluded with a ceremony, which Jordan Ahli
Bank distributed various prizes to the participating
students and specifically members of the Jordan
Ahli Bank Team.
We sponsored the Little League Basketball
Tournament for the 2ndconsecutive year, with the
participation of teams from Jordan Ahli Bank.
We sponsored the football tournament organized by the Promising Hands Jordanian charity organization,
as part of its aims to promote sports.
ArtsandCulture
We continued to support the renaissance of the local
cultural landscape by sponsoring initiatives seeking to
raise the cultural awareness of the local community. Our
support for this sector stems from our belief in its ability
to positively influence social development and encourage
creative expression.
We sponsored the 6th Hakawati Festival which was held in Amman and several other governorates. The
event aimed to revive the art of storytelling and theater, as a means to steer the art scene forward and to
empower educators and talented individuals to employ arts and especially storytelling in their lines of
work. In support of its mission to effectively spread knowledge about the regional art scene, Jordan Ahli
Bank sponsored the activities of the Mobile Museum, which targets students of schools in remote areas,
children of orphan care centers, children enrolled in centers for individuals with special needs, and
children who have difficulty reaching cultural art centers in urban areas nationwide.
Jordan Ahli Bank specifically sponsored the Mobile Museum’s activities within the governorate of Ajloun,
supporting over 13 tours including; the museum’s tour to Ra’s Munif School, the Jordanian Charity
Association for the Support of Less Fortunate Students and Orphans, Ajloun Youth Center, and three other
locations within the governorate. These tours were aimed at introducing the people of Ajloun - especially
children - to different art forms.

28. 27
Environment
Stemming from our firm belief that environmental awareness is an
integral pillar of sustainable development, we continued to support
efforts geared towards environmental conservation. We also placed
the promotion of greener practices among our top priorities.
In observation of World Environment Day, we organized a cleanup campaign at the Dead Sea Public
Beach. The initiative, which featured the participation of our team members, was implemented in
collaboration with the “Wings of Hope” Foundation and the Marriott Hotel.
We launched an initiative to plant 500 trees in the Beereen Forest, contributing to national forestation
efforts. Over 100 of our team members took part in this event, reflecting our commitment to sustainable
environmental efforts.
We sponsored EDAMA for Water Conservation and Environmental Awareness ceremonial event. EDAMA
is a non-profit organization working towards securing sustainable energy and water resources using
alternative, renewable means. The event featured the announcement of our “Go Green Loan.”
We sponsored and supported the 2012/2013
edition of the Queen Alia Competition for Social
Responsibility and more specifically its recycling
project which was implemented within 15 schools
across the city of Aqaba.

29. 28
NationalPrograms
EnvironmentalDevelopmentPrograms
WeTooktheLead
We continued to support the different events celebrated on
the national level with the objective of elevating the quality
of life in Jordan.
Because we believe that an environmentally
conscious culture is the basis for steering sustainable
development efforts, we continued to work in
line with our environmentally friendly corporate
strategy.
We made the adoption of greener practices an
integral part of our corporate culture, as our
corporate philosophy revolves around protecting
the internal and external environment surrounding
us. We spearheaded environmentally responsible
practices as a means for us to contribute to the
development of future generations.
Therefore, we evaluated the impact of our
greener practices on our operations and how they
contributed to sustainable development.
We sponsored the second edition of the Fantasia
Festival and Bazaar hosted at the Orthodox Club.
Our sponsorship of this event stems from our
aims to support national initiatives that promise
further entertainment and a better quality of life
for Jordanian families.
We sponsored the 7th edition of Jordan Build Expo, an event targeting the construction sector and other
related market segments. The event provided a positive space for attendees to network, share experiences,
and sign strategic agreements. At the event, we set up a booth through which we introduced visitors to the
different financial solutions we offer which are designed to cater to the needs of different market sectors.
We sponsored the lighting ceremony of the Madaba Christmas Tree. The tree, known to be the largest in
the Kingdom, was lit on December 1st 2013 during a festive celebration attended by members of the local
community and our team members.
We are not going to stop at these achievements, as we will continue to contribute to positive, sustainable
change in the lives of individuals and communities at large.

30. 29
We launched a water conservation program in 2013 aimed at reducing our water expenses, which totaled
JD 35,284 in 2013 for all our branches, compared to JD26,195 in 2012.This increase is attributed to a
rise in water usage costs and the substantial increase in the number of branches we operate. To achieve
further reductions, we are continuing to replace the faucets used throughout our branches with more
economical, low-flow alternatives.
We converted our air conditioning systems to include inverter technology, which reduces energy
consumption by 50 percent. This system was adopted in Irbid, Rabieh, Tla Al Ali, and Jubaiha branches
In an effort to reduce transportation expenses and to be friendlier to the environment, we downsized
our operational fleet. Our transportation expenses for 2013 were recorded to be JD 77,872,translating
toa0.05% decrease compared to 2012, which recorded JD 81,888 total expenses.
We continued to adopt environmentally friendly practices in
an aim to sustain natural resources and to contribute less to
environmental pollution. We have even taken the first steps to
transforming our buildings into eco-friendly spaces.
We worked to conserve our fuel and electricity
usage by employing more scientific and
rigorous practices. Despite the rise in energy
costs, our electricity expenses reached JD
1,628,006 in 2013compared to JD 1,292,781
in 2012. Electricity usage was reduced by179,
600 kilowatts for all branches in 2013,whereas
our fuel consumption was valued at JD 31,322
compared to JD 48,903 in 2012.
We converted our traditional lighting systems
to LED lights instead. These energy saving,
long lasting, and environmentally friendly
lights have been used in our main branch in
Shmeisani, and our branches in Gardens Street,
Tla’Al Ali, Fuhais, Rabieh, Abdullah Ghosheh
street, Jabal Amman, and the Financial
Advisory Building, Irbid, and our Aqaba
Business Center.
ProgramsReducingOperationaland
AdministrativeCosts
ContributingtotheReductionofHeat
andCarbonEmissionsthroughEnergy
ConservationPractices
We evaluated our corporate practices in search for ways
through which we can reduce our operational costs, focusing
on mechanisms that contribute to a more eco-friendly
working environment. Our strategies sought to achieve these
objectives without limiting our efficiency or compromising
our operational expenses.

31. 30
ReducingPaperConsumptionby
GoingElectronic(WorkAutomation)
Efficientwastemanagementandrecycling
We automated our operations in an effort to increase
efficiency and reduce paper consumption.
We adopted efficient waste management, assortment and
recycling practices.
We garnered an amount of JD1,922 of cardboard
box sales in 2013 at a total weightof48tons,in
comparison to JD41 in 2012 weighing a total of
1,170 Kg.
Reuse of iron boxes to store files and portfolios, with a total of 2,107 boxes in 2013 valued at JD 14,749
compared to a 2,143 boxes in 2012, with the value of JD15,000.
We saved JD 1,922 in 2013byrecycling 48 tons of
used paper, compared to JD 5,200 and 94,415 kg
in 2012.
We continued to automate our operations, finalizing the full automation of our inventory, stationary and
printed material management. All our warehouses now utilize barcodes to document entries. We also
continued our inventorying efforts that we had initiated in 2011, finalizing the process at the remaining
branches and moving on to barcoding inventories at our various headquarters.
We reduced our paper correspondences which increased by1.043% in 2013 in comparison to 1.18% 2012
due to the continuing expansion of our operations.
We continued to reduce the printing jobs pertaining to customers’ monthly statements.

32. 31
CommunityEmpowermentandDevelopment
ProgramsforVariousCommunitySectors–The
AhliMicrofinanceCo.(AMC)
Building on these socio-environmental activities,
we collaborated with AMC to achieve our goals for
sustainable development. Its contributions were as
follows:
AMC held a training course for its clients about
small projects management, which was held in
collaboration with the Enhanced Productivity
Center Program (IRADA Centers), which covered
several topics such as: how to choose a project,
make a feasibility study, study market needs,
prepare action plans, market products, expand
existing projects, and evaluate capital.
AMC participated in the Petra University Career
Day, allowing students to expand their horizons
and learn more about the demands of the job
market. From another angle, this contribution from
AMC opened channels of communication between
students and business owners, further creating
opportunities for education and training for the
graduates while, also introducing company owners
to new human capital.
AMC supported the winner of the Business Plan
competition, Ali Abu Awad, who was awarded for
his plan to expand his dairy products factory.
AMC partnered with Jordan Ahli Bank on a tree-
planting initiative, contributing to forestation
efforts in Jordan
AMC contributed to sponsoring Queen Alia CSR
competition in collaboration with The Jordanian
Hashemite Fund for Human Development.
AMC Participated in the Yarmouk University Career Day, responding to student inquiries about its line
of work. Its participation served to reduce the gap between higher learning and the employment market,
allowing students to expand their horizons and learn about jobs available in both the private and public
sector.
Offering free training to clients, in collaboration
with different training centers.
AMC collaborated with Orange Jordan, enabling
its clients to benefit from Orange Money mobile
payment solutions to carry out their loan
transactions.
AMC took part in the Zarqa Chamber of Industry
Open Day, introducing attendees to the reality of
the Jordanian job market and the nature of the
microfinance field.

33. 32
AMC honored its female clients and employees on Mother’s Day in recognition of the efforts they make to
improve the living conditions of their families.
AMC supported the Career Day organized by the renowned recruitment company Akhtaboot, allowing
participants the opportunity to learn more about the job market.
AMC sponsored several career fairs, during which it gave training sessions and workshops relating to the
job market.
AMC organized a free medical day in Jabal Al
Hussein Area, during which it offered medical
advice to over 700 underprivileged individuals.
The event offered free medical checkups, free
medication, and free awareness sessions for the
beneficiaries.
AMC signed an agreement with RSCN whereby it
contributed to the latter’s efforts to recycle paper.
AMC sponsored Souk JARA and offered its clients
a space to display their products and services free
of booth rental fees.
AMC provided its clients with free life insurance
and free subscriptions to the King Hussein Cancer
Foundation Care Program, in addition to hosting
free medical and career days for them.

34. Our
Employees'
Engagement

35. 34
OurEmployees'Engagement
TheSustainableDevelopmentofOurGrowingTeam,andthe
FulfillmentoftheirPersonalandProfessionalNeeds
We continued to invest in the enhancement of our
working environment in 2013, aiming to make
Jordan Ahli Bank a motivating, challenging, and
preferred place of work amongst both current team
members and prospective recruits.We invested in
our human capital, positioning it as a central and
sustainable component of our competitiveness in
the market. We believe that the long-term growth of
any organization is founded on its team members,
and that is why we invested in training our team and
cultivating a work environment that enables them
to thrive within any changing market dynamic. We
also understand that one of the main pillars of our
corporate responsibilities involves satisfying the
needs of our team, and this is what drives us to invest
in their growth as individuals and the advancement
of their careers.
In the year 2013, we saw a growth in our
employment base, registering a total of 1318 male
and female members on our team,compared to
1311 employees in 2012. Our employment policy
has always been founded on diversity and equal
opportunity, two attributes that have contributed
positively and significantly to the uniqueness of our
working environment.
Based on this policy we have invested in the youth
and experienced individuals, creating a working
environment that promotes diversity of gender, age,
and positions. In the tables and charts that follow,
we compare our employment base in 2013 to that of
2012 to see how far we have come in the sustainable
development of our team.
Gender 2013 2012
Male 793 771
Female 525 540
Total 1318 1311
Employee Distribution by Age Group
Employee Age 2013 2012
20 to 29 417 414
30 to 39 460 458
40 to 49 326 326
50 to 60 107 104
Over 60 8 9
Total 1318 1311
Employee Distribution by Career Level (Table A)
Career Level 2013 2012
Entry level, Junior 135 131
Middle Management 978 996
Upper Management 163 159
Deputy Director in
the Upper Management
35 32
Employee Distribution by Career Field
Career Field 2013 2012
Credit Risk 99 87
Business Support 365 374
Financial Transactions 854 850
Total 1318 1311
Apositiveandsustainableworkenvironmentanda
managementstructurefoundedonmotivation
Despite the economic challenges we continue to
face in the Kingdom, we were still able to maintain
our operations and even contributed to reducing
unemployment levels. We supported our human
resources within the following areas:40%
Males
Females
60%
EmployeeDistributionbyGender
Employees Distribution by Gender 2013

36. 35
Creatingandmaintainingapositive
workingenvironment
CreatingNewandSustainable
JobOpportunities
In the year 2013, we worked towardmaintaining an internal
environment that was both positive and motivating. We fostered
creativity and achievement. With a high level of transparency,
we kept the team informed of all our decisions. We rewarded
our employees for their achievements, and we established
corporate communication practices founded on mutual respect.
This makes our team feel that they are an indispensable part of
our growing Ahli Bank family, irrespective of their career level.
Our HR strategy is founded on a set of values that ensure that
guarantee the preservation of this environment.
During 2013, we worked toward providing more direct job opportunities
by boosting our recruitment operations, while maintaining efforts to
improve our competitive edge. We expanded our highly transparent
selection criteria, all the while supporting indirect job creation by
supporting economic sectors that create employment opportunities.
We introduced new job posts to our corporate structure, including the DNA Transformation Program Director post and
a Public Relations Officer.
We recruited new team members into our continually expanding team.
We modified and expanded our incentives for
the benefit of our employees and their families.
Utilizingan open-door policy, we took our
employees’ opinions into consideration throughout
this endeavor, holding staff meetings and gauging
their most pressing needs.
We introduced new channels of communication for
the team, as part of our aims to foster transparency
in the workplace.
We interacted with our team outside the work
setting by organizing trips, social gatherings, and
other entertaining events.
Developing new channels of communication with our staff in order to boost transparency and promote team unity.
Improving health and safety standards and procedures
to foster a healthier working environment and
promoting health awareness amongst our staff.
We continued to recognize and celebrate the various
achievements of our team members.

37. 36
2012
2013
20661
10095
5212
3181
344297
No. of Training
Programs
No. of Training
Opportunities
(Participants)
No. of Training
Days
2012
2013
2013
FemalesMales
1831
1350
2343
Internal Training Held
in Banks’ Branches in
Palestine
External Training ProgramsInternal Training
Programs Outside JordanInside Jordan
20122013201220132012201320122013
727511102114280145
Building and expanding the
capacities of both new and
existing team members.
We worked on building the capacities of ours,
believing that this is the key element in boosting
the performance of our organization as a whole.
We have always adopted a policy of diversity,
including the diversity of skills, capacities, and
human resources. The diversity of our human
resources is not only founded on variations in
gender and age groups; it comes as an outcome
of our modern management approach, which
has affected our understanding and the
strategies we adopt for managing our team
members. We place great emphasis on the
empowerment and appreciation of our team, and we invest in training new recruits and existing team members.
We continued to work within our Fast Track
program to foster the capacities of distinguished
team members.
We continued to enhance our team's corporate capacities and talents, with a focus on cultivating unflinching
professionalism.This, of course, was met with an equal attention toincentives through our High Flyers program that
was conceived on the principle of motivational job rotation.
We continued to support the career development of our employees, vertically through a series of promotions and
horizontally through various job enrichment strategies and training programs. The following figures highlight our
development in this area further, offering comparative figures between 2012 and 2013.
We continued to develop comprehensive training
programs geared toward new recruits joining new
branches inaugurated in 2013.
NumberofParticipantsinTrainingProgramsbyGender
inthebank’sbranchesacrossJordanandPalestine
Internal and External Programs Held by the Bank
NumberofTrainingProgramsby
DaysandHoursofParticipatione

38. 37
2012
2013
ProfessionalCertificationPrograms
ComputerSkillsTraining
AuditingPrograms
LanguagePrograms
ITPrograms
MarketingandSalesPrograms
OperationsPrograms
FinancialManagementPrograms
MethodologyPrograms
RiskManagementPrograms
HRPrograms
AccountingPrograms
ProductAwareness
JobTraining
SkillsTraining
SoftSkills
EnrichingtheMarketwithSkilledLocal
HumanResourcesbyLinkingMarket
NeedstoEducation
Supporting Women and Helping
them Reach Senior Managerial
Positions in the Bank
‫‏‬We launched several training programs that target university
students. Our aim through such programs was to link academic
education with the local job market and its demands. We also
offered special facilities for students.
‫‏‬We made substantial strides in our support for women in the
workplace, giving them influential roles within the organization.
We offered our female employees the opportunity to take on
managerial positions, develop their careers, enhance their skills and
talents and contribute to the corporate decision making process.
‫‏‬Increasing the number of female managers between
2012 and 2013.

39. 38
Career Level 2012 2013
Entry level 2/135 2/131
Mid-Level 281/602 282/588
Department Head or Assistant
Department Head
199/376 188/408
Manager 41/127 37/123
Executive Manager 10/36 10/36
Deputy General Manager or
Upper Management
7/35 6/32
Total 540/1311 525/1318
2012
2013
Percentage of Women
Working in Other Positions
Percentage of Women Working
in Managerial Positions
284 283
241
257
‫‏‬WomeninManagerialPositions2012to2013
‫‏‬We enhanced the spirit of volunteerism within our
team, transforming the concept from a sense of duty
to one motivated by empathy, thus enhancing their
leadership and communication skills.
‫‏‬We developed strategic initiatives that created
volunteering opportunities tailored to fit our team and
their individual objectives.
‫‏‬We involved the team in CSR initiatives, including:
1- Forestation efforts and the planting of 500 trees in
the Beereen Forest.
2- Celebrating World Environment Day and launching a
clean-up campaign for the Dead Sea public beach.
‫‏‬We raised the number of female employees in the bank
to 526 in 2013, constituting 40% of the workforce.
‫‏‬We launched several programs targeting women.
‫‏‬We honored women on Mother's Day by giving them
gifts and recognizing our female staff members who
have spent many years working with us.
‫‏‬The bank continues to include women with
unconventional qualifications or rare majors in its
workforce, including investment specialists and others.
‫‏‬InvolvingtheTeaminCSRPrograms
‫‏‬In 2013, we continued to encourage our team members
to volunteer their skills and time during working hours to
benefit the various segments of the community targeted
by our CSR initiatives, thus offering them the opportunity
to express their individual values that fall in line with
both our corporate and national identity. Promoting a
culture of collaborative involvement was and continues
to be a critical element of our sustainable development
efforts, through which we seek to differentiate ourselves
within the industry and the private sector as a whole.
The results were both perceptible and favorable, as our
team is increasingly showing initiative when it comes to
serving their local community.

40. 39
‫‏‬EmployeeSatisfaction
‫‏‬In 2013, we continued working to enhance the levels
of employee satisfaction within our group, which
led to several positive outcomes. These included
a drop in the number of unexplained absences in
2013, in comparison to 33% in 2012. It is our sincere
belief that total quality management is not only
dependent on what we offer our customers and
community, but is rather more directly influenced
by the care, motivation, development opportunities
and recognition we offer our team members. In
our relationship with our team, we adopt several
unwavering values including trust, credibility and
fairness. We also take their changing needs and
personal objectives into account by launching
satisfaction surveys and ongoing studies of the work
environment we cultivate.