Jordan Ahli Bank Presentation - Investor relations final Q1 2018

1. Investor Relations
Jordan Ahli Bank
Updated : Q1 2018

2. This presentation does not constitute or form a part of an offer or solicitation of an offer, invitation, recommendation to subscribe for or purchase any of the
products or services mentioned herein, buy or sell securities, or enter into any transaction. The sole purpose of this investor presentation is to provide useful
information to investors. The information herein is not intended to be used as a general guide to investing and does not constitute investment advice or as a
source of any specific investment recommendations as it has not been prepared with regard to the specific investment objectives, financial situations or particular
needs of any particular person. This presentation does not contain all information that is material to investors.
By attending the meeting by which this presentation is made or by reading this presentation you agree to be bound by the following limitations. Material provided
in this presentation is general background information about the processes and activities performed by the Jordan Ahli Bank, current at the date of the
presentation, and believed accurate by Jordan Ahli Bank.
Information is provided in a summarized form and does not contain complete content. Some relied on information contained in this presentation has been
obtained from sources considered by Jordan Ahli Bank to be reliable in all material respects. However, the accuracy, fairness and completeness thereof are not
guaranteed by Jordan Ahli Bank and its employees and its third-party suppliers shall have no liability for errors or omissions with respect to the service or its
delivery, regardless of the cause or source of such error or omission.
Recipients of this presentation must determine for themselves what reliance they should place on financial statements, forecasts and assumptions and should not
make any investment decision solely based on the information contained in this presentation. You are advised to exercise your own independent judgment (with
the advice of your professional advisers as necessary) with respect to the risks and consequences of any matter contained herein. Jordan Ahli Bank expressly
disclaims any liability and responsibility for any damage or losses you may suffer from your use of or reliance on the information contained herein.
Jordan Ahli Bank does not undertake any obligation to update or revise the information contained in this presentation to reflect events or circumstances occurring
after the date of this presentation or to reflect the occurrence of unanticipated events.
This presentation is a copyright of Jordan Ahli Bank and should not be reproduced or redistributed partially or fully in any shape or manner without the written
consent of Jordan Ahli Bank.
Disclaimer
2

3. Contents
• Jordan’s Macro Outlook
• Jordan Ahli Bank Overview
• The Main Key Drivers
• Our Commitment to Corporate Governance
• DNA Program Outcomes
• Our Subsidiaries
• Innovation and Fintech
• An Investment Opportunity
• Board of Directors Members
• Executive Management Members
• Key Financial Achievements
• Financial Performance
• Share Information
• Jordan Ahli Bank Rating
• Our Commercial Correspondent Worldwide Network
• Awards
3

4. be called the Arab Spring, particularly, the Syrian crisis, which
presented major economic, political and social challenges, the
effect of which are still present today. In the wake of these
unfortunate events, Jordan responded by introducing major
political and economic reforms supported by the wise
leadership of H.M. King Abdullah II.
Political reforms included the establishment of the
Constitutional Court and the Independent Commission for
Elections. Almost 1/3 of the Constitution was amended by
Parliament. Economic reform measures included the
withdrawal from generalized subsidies in the energy and water
sectors and the redirection of part of the savings to cash
transfers that better target the poor and the vulnerable.
Further fiscal measures were taken to consolidate Jordan’s
fiscal balance. In terms of other structural reforms, Jordan is
working on removing rigidities in the labor market and
enhancing the business environment and good governance as
well as access to finance.
Jordan’s Macro Outlook
4
Jordan’s main orientation is to create the right environment for
the private sector, domestic and international, to be the main
driving force in the economy. Accordingly, Public - Private
Partnerships acquire a special significance and the government
is active in promoting this mechanism.
In Jordan it is believed that non-economic factors such as the
rule of law, freedom of expression, and human rights, are
equally important in raising productivity. The government will
ensure continual efforts towards maintaining international
standards in these areas. Finally, on this point, the rate of
return on investment projects should be competitive compared
to the rates of return in other countries or other regions. The
monetary and fiscal policies are anchored in achieving the
levels of interest, inflation and real exchange rates consistent
with maintaining competitiveness.
The process of reform is not inherently popular and policy
choices had to be made. The strong political will and leadership
of H.M. King Abdullah II made those reforms possible,
facilitating negotiations of all measures with Parliament and
other sectors of Jordan’s civil society.
In summary, the reforms aim to maintain macroeconomic
stability while performing a major transformation in the role of
the public sector from providing privileges such as public
employment and subsidies to one of providing basic economic
services, social protection, better governance and competitive
environment for the private sector.
The unfolding of the global
financial crisis during 2008 had its
toll on many countries, Jordan
was no exception. Its real GDP
growth slipped 5 percentage
points to reach around 3% in
2009. In 2011, yet another major
exogenous shock hit Jordan’s
economy, namely; what came to

5. Jordan’s Macro Outlook
5
Jordan is transitioning from the costly generalized subsidies to
targeted forms of social protection. Those reforms are
beginning to show the desired results. The budget deficit
came down from around 10.3% of GDP in 2014 to an
expected 3.2% of GDP in 2017 and an expected 1.8% in 2018.
GDP real growth rate is expected to be 2.5% in 2018 and 3.0%
by 2022. Jordan’s stock of debt is around 95% of GDP and is
expected to decline to 93.5% by end of 2018 and to 77% of
GDP by 2022.
As the above numbers suggest, Jordan seems to be facing the
same dilemma that many countries are facing today, namely;
fiscal discipline or austerity budgets vs. economic growth. In
fact, this need not be the case. It may well be that the
opposite is true, namely; that the balance in public finances is
an essential ingredient of a competitive investment climate
and economic growth.
Furthermore, the modest capital spending government
budget need not be a constraint to economic growth as there
are other sources for economic growth. Raising productivity is
one obvious source of growth. Partnership between the
public sector and the private sector (Jordanian and
International) is another way to increase capital spending. The
government has prepared an economic stimulus package over
the period 2017-2022 which has around 14 capital spending
projects, half of which can be implemented in partnership
with Jordanian and international private sectors.
On the other hand, the Central Bank of Jordan injected
liquidity in the banking system, providing financing for
MSMEs amounting to US$250 million. The coming period
should witness an emphasis on raising the productivity of
human resources, continue with Jordan’s e-government
program, reform the public sector and ensure proper
governance, accountability, and the rule of law.
Forward looking, political stability, the rule of law, and
empowering all sectors of society has added resilience and
optimism to Jordan’s economy. Furthermore, the educated
national force in Jordan compliments the business friendly
environment and helps attract FDI flows. Most importantly,
wise and humane management, at the highest level of
governance is a blessing that Jordan enjoys.
Finally, Jordan has demonstrated that despite the difficulties
inherent in the reform process, and despite the extraordinary
burdens due to the Syrian crisis and other regional crisis,
reforms can and should be realized, in order to continue to
play its positive and moderating role in the region.

6. Jordan: Selected Economic Indicators & Macroeconomic Outlook
Government & Government Guaranteed Debt – Gross Public Debt
(in percent of GDP)
Real GDP at Market Prices (% Growth)
6
3.10
2.40
2.00 2.00
2.50
2.70
2.90 3.00 3.00
0
0.5
1
1.5
2
2.5
3
3.5
2014 2015 2016 2017 2018 2019 2020 2021 2022
Actual Figures IMF Expectations
89.1 93.4 95.1 95.9 93.5 90.8 86.2 81.6 77.0
0
20
40
60
80
100
120
2014 2015 2016 2017 2018 2019 2020 2021 2022
Actual Figures IMF Expectations

7. Current Account Balance - Including Grants
(in percent of GDP)
Overall Fiscal Balance – Including Grants
(in percent of GDP)
7
Jordan: Selected Economic Indicators & Macroeconomic Outlook
-2.3
-3.5
-3.2
-2.6
-0.4
-0.2
1.3 1.4
1.6
-4
-3
-2
-1
0
1
2
2014 2015 2016 2017 2018 2019 2020 2021 2022
Actual Figures IMF Expectations
-7.3
-9.1
-9.5
-10.6
-8.3
-7.6
-7
-6.4 -6.2
-12
-10
-8
-6
-4
-2
0
2014 2015 2016 2017 2018 2019 2020 2021 2022
Actual Figures IMF Expectations

8. Towards the end of the 1940s, the idea of establishing Jordan
Ahli Bank presented itself to the late Yousef Muasher when
the migration of Palestinians to Jordan in 1948 put life into the
Jordanian market. With the support of the late Suleiman
Sukkar, the dream flourished and became a reality in 1955.
On April 4 1956, the Bank sent a circular to shareholders
informing them of the commencement of its operations on
April 14 1956. In 1958, the Bank opened a branch in Nablus
which was the second of a series of branches and the first in
the West Bank. It also raised its capital to JD 1 million.
The Bank continued to grow and established its first branch
outside Jordan in 1961 in Al-Hamra, Beirut, later renamed Al-
Ahli International Bank (AIBL). During H1 2014, Ahli Bank
completed the sale of its entire 98% stake in the Lebanese
subsidiary (AIBL). In 1971 the Bank continued its overseas
expansion perogram to the Gulf region by contributing 25% of
the share capital of Dubai Bank LTD,
In 1981, the Bank used a computer for the first time, leading
to fast-paced and automated operations. In 1985, the Bank
established its first presence outside the Arab world by
opening its offshore banking unit in Limassol/Cyprus.
Ahli Bank exercised the first merger of a financial institution in
Jordan by adding The Business Bank to its operations, in
addition to Philadelphia Investment Bank.
1940
1956
1961
1981
1997 - 2010
The Bank Today
The Bank today is now focused on becoming a true ‘shared
value’ organization, where a holistic value proposition to
customers, employees, regulators, society, and shareholders
is coordinated and vastly enhanced.
Commencement of Operations
International Reach
“Shared Prosperity”
Diversity and Expansion of Services
Regional Presence
The Dream of Establishing Jordan Ahli Bank
8
In efforts to diversify Ahli Bank’s operations, Jordan Ahli Bank
founded Ahli Microfinance Company (1999), Ahli Brokerage
Company (2006), in addition to Ahli Financial Leasing
Company (2010).These independent subsidiaries are wholly
owned by the Bank. In support of the bank’s ambition to
embrace innovation in customer experience, products and
services, it launched its latest subsidiary, the Ahli Fintech
Accelerator (2017).
Jordan Ahli Bank Overview
The Beginning of the Journey

9. Jordan Ahli Bank Overview
Wise leadership, inspired management and ambitious vision for international growth
• Jordan Ahli Bank caters to numerous segments of the market. It offers innovative and
efficient services that deliver added value to meet a diverse range of banking needs with
speed while achieving the highest level of customer care and satisfaction.
• The Bank’s customer dedication and commitment to exceptional service is at the very core of
the Bank’s identity and culture. Jordan Ahli Bank strives to embody the values of “excellence
and specialization” in all the services and products it offers, both banking and non-banking,
and the values of “creativity and innovation” which drive the Bank’s strategy of adapting and
growing to meet the changing demands of customers.
Snapshot
Ahli Microfinance Company was established in 1999 as
the first company engaged in microfinance & small
business loans in the private sector.
Ahli Financial Leasing was established in 2010 to
provide financial leasing services to all the production
sectors according to a modern financing method and
through financing capital assets.
56 Branches
119 ATMs
Palestine
Jordan
9
One Branch
Cyprus
Ahli Brokerage was established in 2006 and provides
brokerage services and trading in securities listed in
the Amman Stock Exchange.
Geographical Presence
Wholly Owned Subsidiaries
Ownership Structure Category Type & Nationality Owners Above 5%
9 Branches
13 ATMs
Al- Ahli for Financial Technology Private Shareholding
Company (PSC) was established in 2017, engaged in
providing guidance, advice, startup and growth
funding through a platform for fintech startups.
80.7%
15.2%
4.1%
Jordanian
Arab
Foreign
50.5%
36.2%
10.3%
3%
Individuals
Companies
Institutions
Joint + Organizations
+Mutual Funds
10.38%
10%
6.45%
5.50%
Byblos Bank
Social Security
Corporation
Jordan Worsted
Mills Ltd
Jordan Investor
Center

10. 10
Vision Mission Values
• Shared Prosperity
• Transparency and Credibility.
• Customer Centricity.
• Full commitment to the laws, regulations and
best practice corporate governance principles
• Creating a corporate culture that embraces
innovation
• Superior Employee Experience
A specialized financial solutions
provider that delivers valuable
services through, innovation,
operational excellence, and
customer centricity.
We are committed to improve the financial
inclusion and prosperity of the
communities we serve, to innovate
profound customer experience and value,
to earn the loyalty of our employees, and
to provide shareholders with the
sustainable growth and return on their
investment.
Jordan Ahli Bank Overview
Our Vision, Mission and Values

11. 11
The Main Key Drivers
 Corporate Governance Framework
• Comply with international standards of corporate governance framework audited by third party
• Ensure complete separation of duties between the role of the board of directors and the executive team
• Embracing a culture of full disclosure and transparency
• The composition of the board of directors includes fully independent board members as per global best practices
• Extremely active and effective BOD and sub-committees, with charters, KPIs, and regular self assessment
• A very strong executive team with low succession planning risk
 Shared Prosperity Framework
• A clear and measurable value proposition to all key stakeholders including local communities, regulators, customers,
employees and shareholders
• Global Market Leadership opportunity to lead the ‘shared value’ agenda for financial services
• Financial inclusion as a strategic goal
• Ethical business framework
• An advanced CSR function, with GRI reporting
• Close and continuous engagement with all stakeholders
 Innovation and Fintech
• A brand new, state of the art IT Enterprise Infrastructure (T24)
• Centralizing and automating bank operations
• Soon to deploy our new, seamless omnichannel experience
• 2nd bank in the region to launch an API Sandbox to encourage innovation and integration with fintech startups
• Heavy focus on creating superior Employee Experience (EX) and Customer Experience (CX) as the banks redesigns its
operational model
• Launched “Ahli Labs” to attract intrapreneurship, entrepreneurs in residence, and deploy our own IP
• Launched “Ahli Fintech Accelerator” to accelerate and invest in the deployment of Fintech startups and technologies with
local, regional and global growth potential.

12. 12
The Main Key Drivers
 Robust Balance Sheet
• Clearing the loan portfolio of bad debt
• Re-enforcing the debt coverage ratio
• Targeting quality customers
• Diversifying our loan portfolio into the three main segments (Retail, SME, and Corporate)
• Set new concentration limits internally
• Re-enforce collection efforts
• Re-enforce liquidating our real estate portfolio
• Re-enforce internal sources of liquidity
• Maintain our very wide diverse base of depositors
• Re-enforce our capital base and CAR
• Our Balance Sheet is adequately capitalized and provides a sufficient cushion for any unforeseen losses.
• CASA is now one of our main priorities in order to minimize the effects of the upcoming interest rate hikes.
 A Sustainable Profit Making Engine
• Manage the net interest margin
• Re-enforce the net interest income
• Re-enforce the non-interest income
• Making the bank more slim and rationalize the operating expenses
• Reduce the cost to income ratio to below industry in the medium term
• Branch and CX model redesign to incorporate superior and efficient customer experience

13. Executive
Management
Board of
Directors
Our Commitment to Corporate Governance
Trust
Transparency
Reliability
Integrity
Becoming
13
Amongst the best
banks in MENA to
fully comply with
international
Corporate
Governance
standards
Clear Separation of
Duties Between
Board and
Executive Team
Regular 3rd party
assessment of
board governance
practices
Focus on Long
Term Value
Creation, Results,
and an engaged,
accountable, value
driven corporate
culture

14. Evaluation Framework for Board of Directors
14
Source: Deloitte
KeyBoardRoles
1. Gaining insight and foresight – the Board as a whole and individual board members
are aware of key policy, legislation and economic drivers alongside the current and
future needs of key stakeholder, opportunities and threats, and the extent to
which the organization can effectively respond to these stakeholder needs and
environmental conditions.
2. Clarifying priorities and defining expectations – the Board has debated, agreed and
clearly communicated a set of strategic priorities for the organization and how it
expects these priorities to be delivered.
3. Holding to account and seeking assurance – the Board is able to understand and
critically appraise performance information, holds management to account and is
reasonably assured that management is delivering these priorities in line with its
expectations.
Enablers
• The Board has the right balance of skills, knowledge and experience to govern the
company effectively.
• The Board engages with its internal and external stakeholders on a timely basis.
• The Board’s committee structure is clear and provides members with assurance to
discharge their duties effectively.
• The Boards meeting agenda and forward plan insures that members are focusing on
the right areas at the right time.
• The information received by board members is comprehensive, accurate easy to
understand, timely and appropriate.
• Board members operate effectively as a team, striking the right balance between
trust and challenge.
• The Chairman is an effective leader of the Board.
• The Board and members of the Board are continually improving as a group and as
individuals.
All of the above enablers will need to be taken into account in the evaluation framework,
which ever approach JAB decides to take.

15. Our Commitment to Corporate Governance
Corporate Governance
Committee
Audit Committee
Risk and Compliance
Committee
Nominations and
Remunerations
Committee
Board Facilities
(Executive) Committee
Strategies &
Information
Technology Committee
The Board of Directors’ various subcommittees are delegated with clear responsibilities in line with the Central
Bank of Jordan and Jordan Securities Commission Governance regulations and the Bank’s strategies and
objectives.
These committees are detailed as follows:
In assessing Jordan Ahli Bank compliance with the
Corporate Governance for Listed Shareholding
Companies Instructions issued 2017 by Jordan
Securities Commission, the audit committee’s
assessment on work procedures as carried out by
the Bank indicates that such procedures are being
closely monitored through financial control,
internal and external audit, as well as risk and
compliance management.
15

16. DNA Program Outcome
16
Highly robust and effective delivery channels
Compliance, Strong Control Environment
Shared Service Centers Enable Centralization
Automation and STP
Customer Centric Design
Data Management, Analytics, and BI
Highly Configurable
Strong Sales and Marketing Capabilities

17. 17
Our Subsidiaries
Ahli
Microfinance
Ahli Financial
Leasing
Ahli Brokerage
Ahli Fintech
Accelerator
Investing in funds and funding sources in
financing individuals/small enterprises in
industrial, commercial, tourism and services
sectors.
License to carry out brokerage operations and
provide financial services, with continuing
development of its brokerage security systems
and operating IT systems with enhanced
electronic security procedures.
Relying on assets as a primary source of
repayment and guarantee, financial leasing
services are carried out through conducting
financial and technical studies on the funded
assets.
Providing guidance, advice, startup and growth
funding through a platform for FinTech startups.
Locally, regionally and internationally.

18. 18
Innovation and Fintech
Jordan Ahli Bank has formed an Innovation Function in a pioneering move toward reshaping the banking sector in Jordan.
This department is focused on developing and enhancing the services the bank offers customers while integrating the latest
developments seen in Financial Technology (FinTech) globally, whilst also ensuring the successful implementation of the
bank’s strategic plans.
• Successful implementation of FinTech Hackathon competition.
The FinTech Hackathon focused on providing youth and university students with a venue to collaborate and
showcase their innovative FinTech ideas to a panel of judges, whereby 3 winners were announced and were
rewarded for their innovations.
• Launching Ahlibot, the first banking bot in Jordan.
Offers users the opportunity to chat with the bot to learn more about the banking services offered through the bank
• Launching the Ahli Sandbox.
A virtual test environment with dummy data that mimics the bank’s internal systems
In 2018, the Innovation department will focus on encouraging and structuring internal innovation within the bank by
focusing on developing innovative solutions and upgrading the customer experience (CX), and the employee experience
(EX).

19. 19
Innovation and Fintech
Bootcamp
Access to Ahli Bank
Executives
Ability to interface
with Ahli Bank
Customers
Ability to integrate with
banking systems, including
product design and user
acceptance testing
Al- Ahli for Financial Technology Private Shareholding Company (PSC) a platform where local, regional and international
financial industry startups (both new and well established businesses) can receive guidance, advice, startup and growth
funding, as well as various forms of support from Ahli Bank.
Ahli Fintech
Accelerator

20. An Investment Opportunity
CommentaryKey Points
Management/
Governance
Liquidity/
Capitalization
20
Market
Position
•One of the leading banks in Jordan in terms of size (Assets, Credit Facilities and
Customer Deposits).
Management/G
overnance
•Strong governance led by a team of heavily experienced management, along with an
ambitious and highly qualified board of directors.
Financial
Performance
•High revenues in 2016 and 2017 enabled the bank to take aggressive provisions to
improve the strength and quality of its portfolio and debt coverage ratios.
Asset Quality •Substantial improvement in credit policies and asset quality across all segments.
Liquidity/Capita
lization •Reasonable capitalization along with strong liquidity levels
ALM
•Continuously working to achieve the optimal Cost-to-Income ratios by lowering Cost of
Funds, increasing revenues, and controlling expenses
Management/
Governance
Liquidity/
Capitalization

21. Board of Directors Members
Unprivileged
Support
Mr. Saad Nabil Mouasher Chairman
H.E. Dr. Umayya Salah Toukan Vice Chairman Independent
Members
Byblos Bank Rep. Mr. Alan Wanna
Jordan Investor Center Rep. H.E. Mr. Wasef Azar
Muasher Investment and Trading Company Rep. Mr. Imad Mouasher
Rajai Muasher and Brothers Company Rep. Mr. Rafiq Muasher
ZI&IME Saudi Company Rep. Mr. Aladdin Sami
The Social Security Corporation Rep. Ms. Areej Obaidat
Mr. Nadim Muasher Member
Mr. Mahmoud Malhas Member
Mrs. Ibtissam El Ayoubi Member Independent
Mr. Tarek Jallad Member Independent
Dr. Tarek Hammouri Member Independent
21

22. Executive Management Members
CEO/ General Manager Mr. Mohammad Musa Daoud
Deputy CEO/ General Manager Dr. Ahmad Alhussein
Treasury, Investment and Financial Institutions Ms. Lina Bakhit
Operations and Shared Services Center Mr. Rami Da’na
Human Resources and Logistics Mr. Mohammad Bashar Albakri
Innovation Mr. Rami Al Karmi
Finance Mr. Basel Al Naber
Corporate Banking and Project Finance Mr. Jafar Majdalawi
Small and Medium Enterprise Banking Mr. Ammar Al Said
Foreign Branches Manager Mr. Tareq Imaish
Consumer Banking Services Mr. Zeid Al Khateib
Remedial Mr. Esam Qaqeesh
Credit Mr. Mouin Bahou
Risk Management Dr. Micheal Numan
Compliance Mr. Khalid Abu Esh-Shaer
Internal Audit Mr. Iyad Ammari
22

23. 23
Key Financial Achievements – Q1 2018
Rebalancing our loan book with an increased exposure to Real
Estate lending (34% of total credit facilities extended).
Credit risk exposure is concentrated in Jordan due to the
geopolitical unrest in the region and the challenging operating
environment.
Significantly lower NPLs (5.4% decline) which led to an NPL
ratio of 7% vs. 7.4%, in line with our loan book cleansing
strategy.
Debt Coverage ratio is at 76% calculated based on the new
Expected Credit Loss (ECL) framework implemented by IFRS 9.
Capital Adequacy Ratio marked 13.9% as of the end of Q1
2018.
JABs leverage (11.1%) remained comfortable above the CBJ’s
minimum regulatory ratio of 6%.
Interest Revenues witnessed a positive growth of 4.9%.
Our cost control strategy began to bear fruit in 2018 where
total expenses dropped 13.2%.
Recoveries of provisions for impaired credit facilities
registered JD1.9 million, as a result of our aggressive loan-
book cleanup that we have adopted during the past two
years.
Earnings before tax increased by 4.2%.
Cost-to-Income ratio recorded 68.7% with continuous
efforts targeted towards levels that are lower than the
industry average through lowering expenses and increasing
profitability.
An improvement in our asset base as the Net Credit
Facilities to Total Assets has registered 53.7%, marking an
ideal utilization of funds which leads to a higher profitability.
A stable Loan-to-Deposit ratio of 76.3% which supports
profitability and Asset-Liability Management.

24. JD million Dec- 2017 Q1 2018 % Change
Total Cash & Equivalents Balance 470.8 455.1 -3.3%
Net Credit Facilities - NCF 1,483.9 1,479.3 -0.3%
Financial Assets 572.9 588.7 2.8%
Total Assets 2,728.9 2,753.0 0.9%
Customer Deposits 1,918.7 1,938.9 1.1%
Shareholder's Equity 306.2 306.5 0.1%
Paid-up Capital (par JD1) 183.7 183.7 0.0%
JD million Q1 2017 Q1 2018 % Change
Interest Revenue 35.2 36.9 4.9%
Net Int. and Com. Revenue 26.2 25.2 -4.2%
Gross Income 29.9 27.8 -7.2%
Provisions on CF (Recoveries) (0.9) (1.9) 121.3%
Total Expenses 19.7 17.1 -13.2%
Earnings before Tax 10.3 10.7 4.2%
Net Profit 7.5 7.1 -5.0%
Overall Financial Performance as of 31/3/2018
Key Ratios Dec- 2016 Dec- 2017 Q1 2018
Loan to deposit ratio - LTD 70.0% 77.3% 76.3%
Capital Adequacy Ratio - CAR 13.33% 14.12% 13.90%
Non-Performing Loan Ratio 9.81% 7.40% 7.00%
Coverage Ratio 70.1% 83.8% 75.7%
Cost to Income Ratio 69.4% 64.3% 68.7%
NCF to Total Assets 51.4% 54.4% 53.7%
Liquid Assets to Total Assets 42.0% 38.3% 37.9%
ROE 2.1% 4.3% n/m
ROA 0.2% 0.5% n/m
Dividend Payout per Share 5.0% 5.0% n/m
24
Income Statement ItemsBalance Sheet Items
Financial Highlights Highlights
• Jordan Ahli Bank is the 5th largest commercial Bank in Jordan with
USD$ 3.9 billion in Total Assets.
• Our solid credit portfolio, along with significantly lower
provisions, have contributed greatly to the 4.2% growth in
Earnings before Tax
• As a result of our aggressive strategy the past two years with
regards to revamping our loan book, JAB was able to recover JD
1.9 million of provisions during the first quarter of 2018.
• Several interest rate hikes in 2017 placed great pressure on the
entire Jordanian banking sector, however we were able to
mitigate the financial impact through handling our Net Interest
Margins and Asset Liability Management strategically and
efficiently.

25. Asset Quality and Liquidity as of 31/3/2018
Credit Performance Ratios Asset Liquidity
HighlightsNet Credit Facilities to Deposits Ratio
25
• Jordan Ahli Bank began reaping the benefits of its aggressive
provisions strategy that was implemented in 2016 and 2017
whereby our NPL ratio dropped to 7%, in addition to a coverage
ratio of 76% (according to the new Expected Credit Loss
framework implemented by IFRS 9.
• Continuous efforts towards larger settlements and recoveries,
which will further reduce our NPL ratio and increase profitability.
• Maintaining a liquid yet balanced allocation of assets to ensure
optimal distribution of funds and securing higher profitability.
• Stabilizing LTD ratios to maintain profitability and manage Assets
and Liabilities.
51.4%
54.4% 53.7%
42.0%
38.3% 37.9%
Dec - 2016 Dec - 2017 Q1 2018
NCF to Total Assets Liquid Assets to Total Assets
2,067.3 1,918.7 1,938.9
70.0%
77.3%
76.3%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
Dec - 2016 Dec - 2017 Q1 2018
100.0
600.0
1,100.0
1,600.0
2,100.0
2,600.0
Customer Deposits NCF to Deposits Ratio
70.1%
83.8%
75.7%
9.8%
7.4% 7.0%
0.0%
3.0%
6.0%
9.0%
12.0%
0.0%
30.0%
60.0%
90.0%
Dec - 2016 Dec - 2017 Q1 2018
Coverage Ratio Non-Performing Loan Ratio

26. Cost to Income Ratio
Income Breakdown (JD Million)
Operating Performance and Profitability as of 31/3/2018
Profitability (JD Million)
26
63.7%
61.6%
69.3% 68.0%
61.5%
Dec-14 Dec-15 Dec-16 Dec -2017 Mar - 2018
5.6 21.0
20.7 20.3
3.7
2.6
Q1 2017 Q1 2018
Net Commission Revenue Net Interest Revenue Non Interest and Commission IncomeGross Income
29.9 27.8
10.3
10.7
Q1 2017 Q1 2018
Earnings Before Tax

27. Net Interest Revenue Breakdown (JD Million)
Expenses Breakdown (JD Million)
Net Interest Revenue Breakdown as of 31/3/2018
27
17
12 15 17
21
21 20
Q1 2016 Q1 2017 Q1 2018
Interest Expense Net Interest RevenueInterest Revenue
33 35
37
11 10 10
2 3 3
6 6 6
2
(1) (2)
1
1
Q1 2016 Q1 2017 Q1 2018
Employees expenses Depreciation & amortization Other expenses Provisions for impairment losses on DCF Impairment on assets seized by the Bank
20
22

28. Gross Loan Breakdown Liabilities Breakdown
Loan Book and Funding Breakdown as of 31/3/2018
28
64%
21%
12%
2%
1%
Loans and Promissory Notes
Real Estate Loans (Retail)
Overdraft Accounts
Government and Public Sector
Credit Cards
79%
10%
8%
3%
Customer Deposits
Cash Margins
Other Liabilities
Banks and Fis Deposits

29. Customer Deposits Breakdown as of 31/3/2018
29
CASA and Time Deposits (JD Million)
With the recent interest rate hikes in Jordan, Jordan Ahli Bank is working to lower its cost of funding through
introducing new Saving Account products which have significantly lower costs.
This strategy will lower interest expense paid and widen our customer base to reach the optimal mix of CASA vs.
Time Deposits
28.04% 25.28% 23.41%
12.53% 12.49% 15.75%
59.44% 62.22% 60.83%
2016 2017 Q1 2018
Current and Call Accounts Saving Deposits Time Deposits
1,9392,067 1,919

30. Credit Facilities by Sector (JD Million)
Credit Facilities by Segment (JD Million)
Credit Facilities as of 31/3/2018
Highlights
30
• All sectors are considered essential for building a
healthy and well diversified portfolio, however
we are focused on the Trade Sector as well as
Real Estate due to their relative low risk and
sustained profitability demonstrated over the
years.
• Individuals and Corporate lending remains to be
dominant, while we remain keen on expanding
our SME portfolio.
44%
44%
11%
1%
Dec- 2017
Corporates Individuals SME's Government and Public Sector
42%
45%
12% 1%
Q1 2018
19
143
356
488
42
176
10
335
23 1117
157
371
499
42
163
10
308
22 12
Financial Industry Trade Real Estate Agriculture Public Facilities
and Services
Stocks Individuals Government Other
2017 Q1 2018

31. Assets Breakdown as of 31/3/2018
JOD 589 m JOD 559 m
Corporate
Bonds 11%
Treasury Bills
& Bonds 89%
31
JOD 2,753 m
Balance and
deposits at
banks and
FIs
7%
Other
8%
Cash and
Balance at
Central
Banks
10%
Investments
22%
Loans
54%
Equity
5%
Bonds
95%

32. Provisions Evaluation as of 31/3/2018
Net Operating Income (Excl. Provisions)
(JD Million)
Credit Facilities Provisions Breakdown
Total Provisions to Total Expenses (JD Million)
32
29.91
27.76
19.22 19.06
Q1 2017 Q1 2018
Gross Income Operating Expenses excl. Prov
60%
25%
13%
2%
2017
Corporates Individuals SME's Property Loans
61%
24%
13%
2%
Q1 2018
19.66
17.07
-0.90 -1.99
Q1 2017 Q1 2018
Total Expenses Provisions (Recovered)

33. Risk Ratios as of 31/3/2018
Capital Adequacy Ratio “CAR”
Cost of Risk “CoR”
Risk Weighted Assets “RWA”
JD Millions
33
1,961
2,061
2,024
2016 2017 Q1 2018
6.19%
5.65%
5.21%
2016 2017 Q1 2018
13.33%
14.12%
13.90%
2016 2017 Q1 2018

34. Ahli Bank Growth Against Sector and Peers as of 31/3/2018
34
Earnings Before Tax
Total Expenses
Provisions for Impaired Credit
Facilities
Coverage Ratio
4.2%
9.8%
-2.7%
Ahli Bank Peers Sector
-13.2%
-9.4%
11.9%
Ahli Bank Peers Sector
121.3%
-104.3%
196.1%
Ahli Bank Peers Sector
75.75%
77.25%
75.95%
Ahli Bank Peers Sector

35. Ahli Bank Growth Against Sector and Peers as of 31/3/2018
35
Shareholders’ Equity
Total Assets
Customer Deposits
0.10%
-1.80%
-4.20%
Ahli Bank Peers Sector
1.10%
1.20%
0.80%
Ahli Bank Peers Sector
0.90%
-0.20%
0.10%
Ahli Bank Peers Sector
Cost of Risk
5.21%
4.63%
4.34%
Ahli Bank Peers Sector

36. Ahli Share Price / (High, Closing & Low)
Ahli Share Information
Cash Dividend Payout (Dividend per Share)
JD million Dec. 2016 Dec. 2017
Price - JD/share 1.15 1.18
Market Capitalization - JD 201.3 216.8
Earnings per share (EPS) - JD 0.04 0.08
Book Value per share (BVPS) - JD 1.73 1.66
Price to Earnings (P/E) - times 28.75 14.75
Price to Book Value (P/BV) - times 0.66 0.71
Dividend per Share - % 5.00% 5.00%
Dividend Yield - % 4.35% 4.24%
Highlights
36
15%
8%
10% 10% 10% 10%
6%
10% 10%
5% 5%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
1.43
1.22
1.08
1.15
1.32
1.25
1.15
1.18
1.24
0.9
1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
2010 2011 2012 2013 2014 2015 2016 2017 Mar-18
High Low Closing Price
* Jordan Ahli Bank distributed a 10% stock dividend in 2012, 5% in 2016, and 5% in 2017.

37. -2.6%
2.7%
10.4%
-0.8%
-7.9%
0.9%
3.4%
-0.8%
-2.5%
0.9%
3.4% 2.5%
-0.8%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
January February March April May June July August September October November December January February March
2017 2018
Ahli Closing Banking Index
Ahli Share Price vs. Banking Index ( % Change)
37
Ahli Share Information
Ahli Dividend Yield (%) Highlights
* Jordan Ahli Bank distributed a 10% stock dividend in 2012, 5% in 2016, and 5% in 2017.
• Jordan Ahli Banks’ share price has been fairly
more volatile than the Banking index itself. This
however is an opportunity for investors to
capitalize on such movements as the ASE Index
has been relatively flat for the past 3 years,
averaging 2,144 points.
• Jordan Ahli Bank’s dividend yield has historically
exceeded the market and proved to be a sound
and profitable investment for long term
investors.
6.41%
3.42%
8.13%
8.85%
6.99%
8.20%
5.22%
7.58%
8.00%
4.35%
4.24%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

38. Ahli Share Performance
38
Market Cap. JOD Total Volume Annual Share T.O - % P/BV
2012 187,500,000 15,673,949 10.45% 0.68
2013 201,300,000 12,438,112 7.54% 0.75
2014 231,000,000 50,125,697 28.64% 0.71
2015 218,750,000 10,623,499 6.07% 0.67
2016 201,250,000 12,418,256 7.10% 0.69
2017 216,825,000 11,978,824 5.19% 0.71
March 2018 227,850,000 2,440,616 5.30% Annualized 0.74
* Free Float of Shares is 60.2% as of March 2018

39. 39
Jordan Ahli Bank Rating
Capital Intelligence Ratings Has affirmed the Financial Strength Rating (FSR) of Jordan Ahli Bank at (BB) with a "Negative Outlook"
changed from "Stable Outlook" in June 2017.
Last Changed fromCurrent
Dec 13
-
May 17
BB
B
Stable
BB-
B
Negative
Sovereign
Long-Term
Short-Term
Outlook
Dec 13
-
BB
B
BB-
B
Foreign Currency
Long-Term
Short-Term
-BBBBFinancial Strength
-33Support
June 17
June 17
Stable
Stable
Negative
Negative
Outlook
Foreign Currency
Financial Strength
• Abundant liquidity
• Long established franchise has been one strong factor
• Market Share growth in Jordan (Loans, Customer Deposits)
• Moderate increase of Loan-Loss Reserve coverage for Non-Performing Loans (NPLs)
• A high Non-Performing Loans to gross loans ratio despite a decline was noted in the first half of 2017; still high related party lending
• Capital adequacy ratio (CAR) dropped significantly, following Basel III implementation
• Dividend payout ratio sharply increased
• Below sector average profitability metrics (Weakened markedly in 2016)
• Low internal capital generation due to very high dividend payout ratio (as mentioned in Point No 3)
• Comparatively high concentration in Jordan sovereign debt
• Challenging Domestic and regional operating environment
Rating Drivers
Rating has been supported by the following factors:
Rating has been constrained by the following factors:

40. 40
Jordan Ahli Bank Rating
Credit Adequacy Ratio (CAR)
Liquidity
Performance Outlook
Rating Rational
• The bank's CAR declined to a just adequate level in 2016, mainly owing to the combination of significantly lower net profit together with
substantially higher dividend payout ratio.
• The implementation of Basel III in September 2016 together with accelerated growth in risk-weighted assets also negatively affected the
CAR
• CAR rebounded to a satisfactory level after the issuance of 25M JOD subordinated Bond in October 2017
• JAB’s liquidity position remains solid
• JAB continues to have a very sound liquid and net liquid asset ratios, mainly a reflection of very low usage of interbank funds, together
with large holdings of Jordanian government securities.
• The bank's operating profitability will continue to be pressured by a high cost structure and reduced NIM, the later due to declining
spreads on government securities as well as increasing funding costs.
• Management will continue to address the relatively high level of NPLs by write-offs and off-balance sheet transfers of NPLs, which will
reduce NPL ratio.
• Cautious lending policy is being maintained by the management as well as preserving capital policy.
• Development of retail lending is expected to improve loan granularity over time and concurrently diversify credit risk and revenue stream.

41. Our Commercial Correspondent Worldwide Network
*Jordan Ahli Bank has a large number of strategic ties with more than 100 prime banks in all six continents.
41

42.  Most Active Issuing Bank in the region by the EBRD Trade
Facilitation Program
 Best Creativity Award by the Pan Arab Web Awards Academy in
association with Microsoft Corporation and the Business Software
Alliance
 Payment Card Industry Data Security Standard (PCI DSS) V3, by
the PCI Security Standards Council (PCI SSC)
 SME Financing Excellence Award granted by the World Union of
Arab Bankers
 Golden Award of Excellence in Corporate Social Responsibility by
the Arab Organization for Social Responsibility
 Best Bank for Small and Medium Projects by JFEX
Awards
2010 – 2016 Awards
42

43. Ahli Investor Relations
P.O. Box: 1578 Amman 11118 Jordan
Email: Investor.relations@ahlibank.com.jo
Tel: +962 6 5002130
Fax: +962 6 4658337
www.ahli.com
Useful Links
Securities Depository Center http://www.sdc.com.jo
Jordan Securities Commission www.jsc.gov.jo
Central Bank of Jordan www.cbj.gov.jo
Ministry of Industry, Trade and Supply http://www.mit.gov.jo/
Amman Stock Exchange www.exchange.jo
Corporate Governance Guidelines ahli.com/CorporateGovernance