The document evaluates the corporate values of Commercial International Bank (CIB) and their impact on organizational growth and performance. Established in 1975, CIB aims to uphold a distinct reputation in Egypt's financial sector through integrity, client focus, innovation, hard work, teamwork, and respect for individuals. The evaluation examines the effectiveness of these values in achieving the company's mission and aligning with stakeholder interests.

1. Corporate Values’ evaluation
Commercial International Bank (CIB)
PREPARED BY: WALID SAAFAN
SUPERVISORS: PROF.DR. RAAFAT YOUSSEF SHEHATA
OCT., 2015

2. Objective
oEvaluation of CIB’s values and how it will help the
organization to grow and maximize performance
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3. Content
oCIB background
oCIB product portfolio
oFactsheet
oCore organization values
oEvaluation for those values
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4. CIB background
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5. History
Established in 1975 as a joint venture between the National
Bank of Egypt (51%) and the Chase Manhattan Bank (49%)
under the name "Chase National Bank of Egypt”.
in 1987, National Bank of Egypt (NBE) increased its
shareholding to 99.9%, and the Bank changed its name to
Commercial International Bank (Egypt) S.A.E.
In 2006, a Consortium led by Ripplewood Holdings acquired
the NBE stake.
In July 2009, Actis invested US$ 244 million to acquire
shares in CIB (50% of the stake).
Actis sold its remaining 6.5% to Subsidiaries wholly owned
by Fairfax Financial Holdings Ltd (“Fairfax”) in May 2014.
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6. Ownership
93.24%
6.76%
Free float Fairfax Financial Holdings Ltd
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7. Product portfolio
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Corporate Banking
Business Banking
Mid-Cap Banking
Debt Capital Markets
Consumer Banking
Wealth Management
Global Transactional Services (GTS)
Treasury and Capital Markets
Services
Direct Investment
Investment Banking Services

9. Fact sheet
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#1 Profitability achieving EGP 3.7 billion in net income
#1 Revenue among all Egyptian private sector banks
with EGP 8.0 billion in total revenues
#1 Loan and deposit market share among all Egyptian
private sector banks
#1 Net worth among all Egyptian private sector banks
#1 Market capitalization in the Egyptian banking
sector
Source: Annual report 2014

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5,697 employees serve some 697,936 active customers
125,000 Internet banking subscribers
The installation of water restrictors has reduced water
consumption by 30%
The installation of LED lighting will reduce energy
consumption by 35%
EGP 143.8 billion in total assets
Over 500 of Egypt’s largest corporations bank with CIB
Planting rooftop gardens and green walls is decreasing
CO2 emissions
Double-sided printing has decreased paper consumption
by 45%
Source: Annual report 2014

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Top 30 banks excluding NBE,BM
Bubble size represent the total assets

13. Vision
To uphold CIB’s distinct reputation as a leading and
trusted financial institution in Egypt, respected for
its people, strong core values, performance and
commitment to inclusive, responsible and
sustainable growth.
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14. Mission
To create outstanding stakeholder value by
providing best in class financial solutions to
individuals and enterprises that drive Egypt's
economy. Through our innovative products,
superior customer service, development of staff,
and commitment to sustainability we will realize
our ambitions and pave the landscape of banking in
Egypt for years to come.
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15. Core values
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16. Integrity
• Exemplify the highest standards of personal and
professional ethics in all aspects of our business.
• Be honest and open at all times.
• Stand up for one’s convictions as well as accept
responsibility for one’s own mistakes.
• Comply fully with the letter and spirit of the laws,
rules and practices that govern CIB’s business in
Egypt and abroad.
• Say what we do and do what we say.
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17. Client Focus
• Our clients are at the center of our activities and
their satisfaction is our ultimate objective.
• Our success is dependent upon our ability to
provide the best products and services to our
clients; we are committed to helping our clients
achieve their goals and be the best at what they
do.
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18. Innovation
• Since our inception as the first joint venture bank
in Egypt, CIB has been a pioneer in the financial
services industry. We believe innovation is a core
competitive advantage and promote it
accordingly.
• We strive to lead the Egyptian financial services
industry to a higher level of performance in
serving the millions of Egyptians who remain
under-served or un-banked.
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19. Hard Work
• Discipline and perseverance govern our actions so
as to achieve outstanding results for our clients
and outstanding returns for our stakeholders.
• Seeking service excellence guides our
commitment to our clients.
• We work with our clients to reach their current
goals while anticipating and planning for their
future objectives.
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20. Teamwork
• We collaborate, listen and share information
openly within CIB and with our partners, clients
and shareholders.
Each one of us consistently represents CIB’s total
corporate image.
• There is only one CIB in the eyes of our clients.
• We value and respect one another’s cultural
backgrounds and unique perspectives.
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21. Respect to the Individual
• We respect the individual whether an employee, a
client, a shareholder or a member of the communities
in which we live and operate.
• We treat one another with dignity and respect and
take time to answer questions and respond to
concerns.
• We firmly believe each individual must feel free to
make suggestions and offer constructive criticism.
• CIB is a meritocracy, where all employees have equal
opportunity for development and advancement based
only on their merits.
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22. Mannerism
• CIB focuses on business etiquette with our clients
and has strict policies governing mannerism.
• Peculiarity of manner in behavior, speech, actions,
dress code, etc.​
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23. Evaluation
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24. Value types
TERMINAL
Client Focus
Hard Work
Mannerism
Respect to the Individual
INSTRUMENTAL
Integrity
Teamwork
Innovation
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25. Comments
There is a good balance between terminal and
instrumental values
Terminal values reflect corporate mission and
vision.
Instrumental values stands for attaining these ends.
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26. Top 10 values
Strong Work Ethic Self – Motivated
Dependability and Responsibility Motivated to Grow & Learn
Possessing a Positive Attitude Strong Self – Confidence
Adaptability Professionalism
Honesty and Integrity Loyalty
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27. Effectiveness of values
1. Viability
2. Balance
3. Alignment
4. Authenticity
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28. Effectiveness of values
Viability- Value content
Interest in employee, customers, and ownership
improve revenue. Kotter & Heskett (1992)
Lack of honesties' that is among the first of
admired leasers, this has a negative impact
employee care about vision. Kouzed & Posner (1995)
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29. Effectiveness of values
Viability- Value functions
Growth values (G)
• Client Focus
• Innovation
• Hard Work
• Teamwork
Stabilizing values (S) • Respect to the Individual
Defensive values (D)
• Integrity
• Mannerism
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Growth Stabilizing Defensive
Growth values dominating and lead to a more
mature and healthy place. Maslow (1968)

31. Effectiveness of values
Balance- Balanced value representation
Mastery (personal competence) Integrity
Innovation
Hard Work
Mannerism
Sense of contribution (social competence) Respect to the Individual
Client Focus
Self-respect (personal character)
Acceptance (social character) Teamwork
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The lack of stated values in the area of personal character
can lead to questionable business practice and customer
complaints. Hultman, 2002

32. Effectiveness of values
Authenticity
The values are expressed clearly to all concerned
stakeholders.
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33. References
Organization development journal, ‘Evaluating
organizational values’ Ken Hultman, 2005.
CIB financial statement 2014
CBE and banks’ web sites
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34. Walid Saafan
Oct., 2015
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