Jordan Ahli Bank H1 2020 Investor Relations Report

Investor Relations
Jordan Ahli Bank
H1 2020

1 Jordan’s Macro Outlook
2 Jordan Ahli Bank Overview
3 The Main Key Drivers
4
Commitment to Corporate Governance
5 DNA Program Outcomes
6 Our Subsidiaries
7 Innovation and Fintech
8 An Investment Opportunity
9 Board of Directors
10 Executive Management
11 Key Financial Achievements
12 Financial Performance
13 Share Information
14 Jordan Ahli Bank Rating
15
Global Correspondent Network
16 Awards
Contents
2

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 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.
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.
3
Jordan’s Macro Outlook

4
KeyReformsduring2019
• The authorities have taken several measures
and implemented a number of reforms to confront
economic challenges, including the adoption of a new
income tax law in their efforts to firmly return the combined
public deficit to a downward path; reducing it to 2.5% of
GDP in 2019. While the country’s fiscal consolidation plan
aims to reduce public debt to 77% of gross domestic
product by 2021 compared to 94% of GDP at the end of
2018.
• The new income tax law expands the tax base in an
equitable manner; closes some distortions and loopholes;
and helps protect specific sectors severely affected by
regional conditions, in addition to critically setting the stage
for a greater and much-needed focus on reducing tax
evasion in the years ahead.
• The steadfast and unwavering implementation of the
new income tax law, together with a significant
strengthening of tax administration to overcome the marked
revenue underperformance of 2018.
• These efforts build on the Jordan Economic Growth
Plan 2018–22 and are anchored by the five-year reform
matrix launched at the 2019 London Initiative. The
authorities’ program includes measures in the areas of
reducing business costs and enhancing competitiveness,
labor market reforms, governance, improved tax collection,
and enhanced access to credit.
TheLondonInitiative2019
• The initiative is a five-year pathway to
unlocking growth, investment and jobs for Jordan,
designed by Jordan. The focus is squarely on
implementation. It includes three areas where Jordan and
the international community can partner together in
support of lasting change, a set of implementation
principles to guide delivery, and a follow-up mechanism to
ensure commitments are fulfilled.
• Jordan has set out a credible vision and
detailed agenda to achieve economic transformation. HM
King Abdullah II articulated an inspiring vision of a self-
reliant, prosperous and inclusive country. HM’s vision
focuses on economic transformation: moving to private-
sector growth powered by Jordan’s highly educated young
population moving into jobs in high-end service exports
and entrepreneurialism. This is a shift in focus to future-
proofed sectors such as professional and business
services, logistics, technology and tourism, along with
improving education quality to power the economy of
tomorrow.
• The IMF called on the London conference to
unlock much-needed budget grants and concessional
financing to support Jordan’s reforms and large financing
needs, accentuated by accommodating the many Syrian
refugees.

• June 2020 marked the Kingdom’s return to the debt capital markets following a 3-year absence, with the
largest international Eurobond offering for the Kingdom. A $1.75bn offering comprising $500 mm 5-year and
$1.25 bn 10-year tranches re-established new benchmarks with the Kingdom’s first dual-tranche offering.
Jordan's conservative and effective banking regulations along with optimistic future expectations played an
important role in having a 3.4x oversubscribed orderbook peeking at $6.0bn thus marking the largest
orderbook for the Kingdom ever with over 270 investors participated reflecting the global following of the
Kingdom’s credit story.
The Kingdom’s first dual-tranche Eurobond
offering
5
• 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 unrest, reforms can and should be realized, in order to continue to play its positive and moderating
role in the region.
Looking Forward

6
The support announced by the Jordanian government and the Central Bank (CBJ) to mitigate the pandemic Covid – 19 shock and
repercussions were very positive; this was confirmed by S&P Global Rating in their recent publish on the banking industry country risk
assessment dated Aug 25th, 2020.
S&P also stated that, historically, Jordanian Banks have been resilient to external shocks and are expecting the same this time, whereby
they are able to continue generating sufficient profits to absorb the costs of risk “.
It noted that the trend for the Industry and Economic Risks is “ Stable “ .
The following measures were taken by the CBJ to contain the repercussions of the Covid-19 pandemic:
1) Decreased the Statutory Reserve Requirements by 2 percentage points down to 5% form 7%, thus generating extra liquidity of JOD
500 million.
2) Issued a Subsidized JOD 500 million fund to be extended to the SME Sector at a very low cost of 2% supporting the Working Capital
and Operational Expenditures of the Small and Medium Enterprises , with the loan Guarantee Corporate 85% coverage.
3) Decreased interest Rates by 1.5% on all lending facilities .
4) Allowed the banks to postpone due installments without any effect on the customer’s credit rating , nor to be considered as
loan restructuring.
5) Injected additional liquidity through their monetary tools mainly Repurchase Agreements at low interest rate of 2%.
6) Decreased interest Rates on the existing financing programs available to support the corporate sector in all the Governorates of the
Kingdom under the JD 1.2 Billion program.
7) Prohibited Banks from any cash dividends distributions.
Central Bank of Jordan Measures During Pandemic COVID -19

Gross Public Debt (% of GDP)
7
Jordan: Selected Economic Indicators & Macroeconomic Outlook
89.1
93.4
95.1
94.3 94.0
96.6
84
86
88
90
92
94
96
98
2014 2015 2016 2017 2018 2019
Overall Fiscal Balance (% of GDP)
-2.3
-3.4
-3.2
-2.6
-2.4
-3.4
-4
-3
-2
-1
0
1
2014 2015 2016 2017 2018 2019
Source: Central Bank of Jordan

Current Account Balance (% of GDP)
8
Jordan: Selected Economic Indicators & Macroeconomic Outlook
-7.2
-9.2
-9.8
-10.8
-7.0
-2.8
-5.8
-5.3
-12.0
-10.0
-8.0
-6.0
-4.0
-2.0
0.0
2.0
2014 2015 2016 2017 2018 2019 2020 2021
Real GDP at Market Prices (% Growth)
3.4
2.6
2.1 2.1 1.9 2.0
-3.7
3.7
-5.0
-4.0
-3.0
-2.0
-1.0
0.0
1.0
2.0
3.0
4.0
5.0
2014 2015 2016 2017 2018 2019 2020 2021
Source: Central Bank of Jordan, The World Bank forecasts.

Jordan implemented a unified legal framework for secured transactions
and launched a geographically-centralized, unified and notice-based
collateral registry.
Jordan’s private credit bureau improved access to credit information by
providing credit scores to banks, financial institutions, and borrowers.
World’s Bank Doing Business 2020
Jordan continues to strengthen minority investor protection by
extending shareholders’ rights and role in major corporate decisions,
clarifying ownership and control structures, governance safeguards and
requiring greater corporate transparency. Thus advancing the country’s
ranking from 150 to 112.
Protecting
Minority
Investors
Jordan has been
selected among the
Top 3 Global Business
Climate Improvers
in World Bank’s Doing
Business Report 2020.
(With a Strong Reform Agenda, Jordan
jumped an unprecedented 29 ranks in
the” 2020 Doing Business” Ranking,
vaulting it to 75th out of 190 economies)
Jordan’s
Doing Business Rank
104
75
2019
2018
World’s Bank Doing Business 2020 report is based on data completed in May 2019.
Getting
Credit
Among the indicators measuring the business regulations and their enforcement, Jordan has made progress in the following
areas, namely; Protecting minority investors, accessibility to credit, resolving insolvency and paying taxes.
Jordan scored 95
on 100 in “Getting
Credit”
category, moving
the country rank
from 134 to 4th
place, on par with
the United States
and Australia.

Jordan implemented electronic filing and payment for labor taxes and
other mandatory contributions, reducing the time businesses spend on
complying with fiscal obligations.
Jordan abolished certain taxes and made it possible to file income and
sales tax returns electronically.
The number of payments that businesses need to file every year was
also cut to “nine” from 23.
Jordan made paying
taxes easier for
companies by
introducing an online
filing and payment
system and
simplifying tax forms.
Jordan’s rank
advanced to 62nd
place from 95th in this
category.
Jordan amended its insolvency law to help unviable firms exit the market
efficiently and allow viable but financially distressed firms to reorganize
their operations and restructure their debt.
Jordan made resolving insolvency easier by introducing a reorganization
procedure, by allowing debtors to initiate the reorganization procedure,
and by improving the continuation of businesses and the treatment of
contracts during insolvency proceedings.
Resolving
Insolvency
Jordan’s inspiring stride in its Ease of Doing Business rank is attributed to a strong reform momentum laying the
foundation for private sector led-growth, improving competitiveness and efficiency, and making Jordan a more
attractive destination for investors.
World’s Bank Doing Business 2020
Jordan’s rank
advanced to
112 place from
150 in
“Resolving
Insolvency”
category.
Paying
Taxes

Public Private Partnership (PPP)
New multi-purpose port
in the city of Aqaba
Liquids and oil
products facility in the
city of Aqaba
Distribution network
for natural gas
Major sporting cities
An e-commerce center
at King Hussein
International Airport
The Public Private Partnership (PPP) Law of 2019, which was approved by the Lower House in mid February 2020 and
expected to enter into force before the end of March, was developed and drafted based on the best regulatory
practices in the world, and is designed to enable the government to choose and present joint, high quality projects
for investors and developers
- The International Finance Corporation
- The European Bank for Reconstruction and Development (EBRD)
- The Arab Fund for Economic and Social Development
- The Kuwait Fund for International Development
- The Asian Investment Bank In infrastructure
Contributors to financing the projects, in addition to the government include:
22Projects Under the Public-Private Sector Partnership
- The World Bank Group
- The United Kingdom
- The Islamic Development Bank
- The Abu Dhabi Fund for Development
- USAID and the European Union

Investment Opportunities
68
Opportunities Worth
Investment
Include the construction of
hotels, restaurants, theme
parks and tourist resorts
Tourism
27 Investment
opportunities
Agriculture
23 Investment
opportunities
Industrial
12 Investment
opportunities6 Investment
opportunities
Health &
Services
Focusing on agricultural
manufacturing and
agribusiness
Focus on health and
hospitalization resorts, care
centers, residential and
commercial compounds
In a wide range of sub-
industries that include, but
not limited to, silica and
fertilizers production
Worth $ 2 Billion Worth $ 1.5 Billion Worth $ 632 Million Worth $ 368 Million
These investment opportunities are the result of
efforts that produced "true" investment projects
available to the private sector. With feasibility
studies initially undertaken, such opportunities
target investors in the sectors of tourism,
industry, health, agriculture and services
Jordan Launches
$4.5 Billion
In implementation of the Royal directives, the government is keen to distribute investments in all regions of the Kingdom
due to their impact on achieving local development at the governorate level

13
Shared ProsperityThe Bank Today
• The Bank today is 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.
Diversity & Expansion of Services1997 - 2017
• Ahli Bank exercised the first merger of a financial institution in Jordan by adding The Business Bank (1996) to its operations, in addition to Philadelphia Investment Bank (2005). 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).
International Reach1981
• 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.
Regional Presence1961
• 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 program to the Gulf region by contributing 25% of the
share capital of Dubai Bank LTD (1971), which was later sold.
Commencement of Operations1956
• 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.
Establishing Jordan Ahli Bank1940
• 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 injected life into
the Jordanian market. With the support of the late Suleiman Sukkar, the dream flourished and became a reality in 1955.
Jordan Ahli Bank Overview
The Beginning of the Journey

Byblos Bank,
10.38%
Social Security
Corporation,
10.03%
Jordan Worsted
Mills Ltd, 6.45%
Jordan
Investor
Center, 5.56%
Local
81.69%
Regiona
l
14.096
%
International
4.214%
Individuals,
51.43%
Companies,
36.23% Institutions,
10.30%
Mutual Funds +
Joint +
Organizations,
2.03%
Ownership Structure
Category Type
Ownership Structure
Nationality Classification
Owners Above 5%
• 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.
14
Snapshot
53 Branches
111 ATMs
Palestine
Jordan
One Branch
Cyprus
11 Branches
13 ATMs
Geographical Presence
Wise leadership, inspired management and ambitious vision for international growth

AhliMicrofinance
The first private
sector microfinance
company in Jordan
offering credit to
support the march
towards economic
development through
tailored credit
services.
AhliFinancialLeasing
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. AhliBrokerage
Specialized in
offering financial
brokerage services
through trading all
types of financial
market securities
(Debt and Equity) in
Amman Stock
Exchange. Ahli
Brokerage recently
established a
representative office
in Palestine.
AhliFINTECH
Engaged in creating,
co-creating, investing
in, and selling
fintech-related IP,
sourced through
multiple programs,
including the AHLI
FINTECH
Accelerator, AHLI
FINTECH
Hackathons,
Entrepreneur in
Residence, amongst
others.
15
Our Subsidiaries

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.
16
Our Vision, Mission and Values

A. 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
B. 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
C. 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.
17
Key Success Drivers

D. 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.
E. 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
18
Key Success Drivers

Executive
Management
Board of
Directors
Trust
Transparency
Reliability
Integrity
Becoming
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
19
Our Commitment to Corporate Governance

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.
Source: Deloitte
20
Deloitte’s Evaluation Framework for Board of Directors

Corporate Governance
Committee
Audit Committee
Risk and Compliance
Committee
Nominations and
Remunerations
Committee
Board Facilities
(Executive) Committee
Strategies &
Information
Technology Committee
21
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.
Our Commitment to Corporate Governance

E. Stakeholders Engagement
E.1 Disclosure and Transparency
E.2 Rights of Shareholders & General
Assembly
E.3 Conflict of Interest
E.4 Stakeholders Value
The Deloitte Governance Wheel is a proven methodology that has helped a number of companies
improve their governance.
D. Assurance & Oversight
D.1 Remuneration & Indemnification of BOD
D.2 Performance Planning & Management
D.3 Confidentiality and Critical Information
D.4 Internal Control Framework / Internal Audit
and Risk Management Functions
A. Board Processes & Infrastructure
A.1 Board of Directors (BoD) – Structure
& Composition
A.2 Board Meetings (Processes and
Policies)
A.3 Chairman (Role, responsibilities and
authorities)
A.4 Board Committees (Formation,
Composition, mode of operation, etc.)
C. Governance Structure
C.1 Corporate Governance Manuals
C.2 Code of Conduct and Ethics
C.3 Governance Over Subsidiaries / Branches
B. Strategy & Risk
B.1 Role of BoD in strategy setting,
development and implementation
B.2 Role of the board in the risk
management and compliance frameworks
B.3 Role of the board in board members
and executive management succession
planning
Source: Deloitte
22
Deloitte Corporate Governance Maturity Framework

Source: Deloitte
23
JAB CG Framework | Deloitte Maturity Assessment

In 2017, Ahli Bank introduces a “shared prosperity” framework in order to create value for all of the banks stakeholders
in a measurable and impactful way, enabling Ahli Bank to become the first true “shared value” financial institution in the
region. The shared prosperity framework embodies the bank’s corporate values and institutionalizes sustainability and
conscious capitalism in our modus operandi.
Shared
Prosperity
Framework
Customer Experience Index
Global Reporting Initiative
Employee Experience IndexDeloitte Governance Framework
Financial Indicators
24
Jordan Ahli Bank’s Shared Prosperity Framework

25
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
State of the Art IT Enterprise Architecture

Ahli Fintech company has continued on its path of leading fintech innovation in the financial services sector in
Jordan, and set the foundations for establish itself as a hub for FinTech innovation in the region.
Jordan Ahli Bank formed an Innovation function that’s
focused on developing and enhancing the services the
bank offers its customers while integrating the latest
global FinTech innovations.
In 2020, the Innovation team 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), as well as on innovative
customer-facing fintech services to enable financial
inclusion and generate meaningful impact on the
Kingdom.
26
Innovation and Fintech

AHLI FINTECH Seed Accelerator program was launched in 2019 with 117 applications submitted from 12
countries around the world, and the investment committee enrolled over 5 startups into the first wave of the
program.
27
14 1
2
71
7
1
1
1 12
2
1
4
Egypt Hong Kong
India Jordan
Lebanon Nigeria
Saudi Arabia Sweden
Tunisia UAE
UK USA
Total
117

AHLI FINTECH incubated the internally innovated AI and Blockchain-based eKYC-as-a-Service platform, Meen
World, and the AnaMeen digital identity mobile app, leveraging 5th generation technologies including Deep
Learning, Machine Learning and Artificial Intelligence to aid in validating and authenticating the digital identities of
its users.
The service was launched in March 2020, with Ahli Bank being the first entity to integrate with the Meen World
platform to fully digitize its customer onboarding process.
28

During 2019 and early 2020, a number of innovation and fintech programs were launched, with a focus on financial
inclusion, financial literacy and shared prosperity. Two key programs below:
29
Offering paid flexible-work opportunities for
university students and graduates with no work
experience within 4 years of graduation.
During 2019, the second wave of the program was
launched, with over 10,000 applications received,
and plans to include 500 students by end of 2020.
Launched in March 2020, this financial
“edutainment” program focuses on financial
inclusion and literacy for our youth (ages 6-13),
developing critically needed financial knowledge
and skills at an early age through fun and
engaging activities and events at schools and
private parties. Plans are to also offer the service
remotely/digitally by end of 2020.

During early 2020, the bank became a UiPath™ Gold Partner to enable the innovation departments Ahli Ninja’s team
to develop in-house Robotic Process Automation (RPA) solutions to automate time-consuming and manual
operational processes within the bank.
30
By the first half of 2020, 19 processes have been automated using in-house developed RPA solutions:
• 12 Central Operations Unit processes
• 7 Innovation department processes

AHLI FINTECH will further accelerate FinTech innovations with the launch of its
Entrepreneur-in-Residence (EIR) program:
• Scouting for FinTech talent and innovative ideas and onboard these entrepreneur into
AHLI FINTECH environment
• Guide, coach and mentor these entrepreneurs to develop and test their FinTech prototype
on the Ahli Sandbox environment
• Acquire the full rights to the FinTech Intellectual Property (IP)
• Pilot these new innovations directly with the bank’s clients
• The EIR program will allow for revenue-sharing for successful FinTech applications that
go-live
31

AHLI FINTECH solutions will be made available as applications for fintech developers and
programmers to download through the online marketplace, the Ahli Open-Banking API
Platform
Fintech applications are sourced from:
• Within our Ahli Labs team internally
• Fintech startups from our Accelerator
• Entrepreneur-in-Residence program
• Approved apps built on Ahli Sandbox
32

AHLI FINTECH aims to deliver our banking and fintech services to third-party service
providers targeting a myriad of economic sectors, offering Banking-as-a-Services (BaaS):
• Third-party service providers will be able to integrate Jordan Ahli Bank and AHLI
FINTECH services into their digital solutions
• Third-party service providers will, in turn, benefit from the banking services that they
would otherwise require a banking license in order to offer
• The goal is scale and expand to our BaaS to local, regional and international markets
33

CommentaryKey Points
Management/
Governance
Liquidity/
Capitalization
Market
Position
•One of the leading banks in Jordan in terms of size (Assets, Credit Facilities and
Customer Deposits).
Management/
Governance
•Strong governance led by a team of heavily experienced management, along with an
ambitious and highly qualified board of directors.
Financial
Performance
•Continuous efforts towards achieving efficiency and profitability that exceeds industry
standards and maximizing shareholders equity.
Asset Quality •Substantial improvement in credit policies and asset quality across all segments.
Liquidity/Capit
alization •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
34
An Investment Opportunity

Unprivileged
Support
Mr. Saad Nabil Mouasher Chairman
H.E. Dr. Umayya Salah Toukan Vice Chairman Independent
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. Mr. Eyad Abdulsalam Abu Muhammad
Mr. Nadim Muasher Member
Mr. Mahmoud Malhas Member
Mrs. Ibtissam El Ayoubi Member Independent
Mr. Tarek Jallad Member Independent
Dr. Izzat Rashed Dajani Member Independent
35
Board of Directors as of 30/6/2020

CEO/ General Manager Mr. Mohammad Musa Daoud
Deputy CEO/ General Manager Dr. Ahmad Alhussein
Chief Business Officer / CBO Ms. Lina Bakhit
Treasury, Investment and Financial Institutions Mr. Majed Hejab
Operations and Shared Services Center Mr. Rami Da’na
Human Resources and Logistics Mrs. Maha Dado
Innovation Mr. Rami Al Karmi
Finance Mr. Dirar Haddadin
Corporate Banking and Project Finance Mr. Sofyan Duais
Small and Medium Enterprise Banking Mr. Ammar Al Sa’id
Consumer Banking Services Mr. Zeid Al Khatib
Remedial Mr. Esam Qaqeesh
Credit Mr. Mouin Bahou
Risk Management Mr. Taha Zaid
Compliance Mr. Khalid Abu Esh-Shaer
Internal Audit Mr. Iyad Ammari
Information Technology Mr. Jwallant Vasani
36
Executive Management as of 30/6/2020

Gross NPL ratio of 7.5%, while our strategy and target of
reaching below industry-average figures still holds. Net NPL ratio
on the other hand stood at 6.4%.
Stage 2 Loans to Gross Loans amounted to 8.73% as of
June 2020 vs. 10.45% as of YE 2019.
Loan Coverage ratio of 75.1% for H1 2020 (according to
IFRS 9) is a sign of strength for how well JAB can withstand any
unexpected losses.
Capital Adequacy Ratio of 15.42% remains comfortably
above CBJ’s minimum of 14%.
JABs leverage at 8.02% remained comfortably above the
CBJ’s minimum regulatory ratio of 4%.
Shareholder’s Equity increased by 1.95% to register USD
442.5 million as of H1 2020.
Total Assets increased by 1.83% marking a total of USD
3.97 billion.
Credit risk exposure is concentrated in Jordan due to the
geopolitical unrest in the region and the challenging operating
environment.
Net Interest & Commission Revenue witnessed a slight
decline of 1.2%.
Gross Income declined 6.3% mainly as a result of non-funded
revenues.
Our cost control strategy remains whereby employee
expenses came in 5.2% lower.
Cost-to-Income ratio marked 69% with continuous efforts
targeted towards levels that are lower than the industry average
through lowering expenses and increasing profitability.
Net provisions for expected credit loss registered around
USD 12.3 million.
A stable and solid asset base as the Net Credit Facilities to
Total Assets has registered 50.9%, marking an ideal utilization of
funds which leads to higher and more stable profitability.
Slight decrease in Customer Deposits (-2%) and an
increase of 4.5% in Net Credit Facilities enforces our
strategy for efficiently managing cost of funds, while maintaining
adequate Net Interest Margins (NIMs).
A steady Loan-to-Deposit ratio of 78.4% which supports
profitability and Asset-Liability Management.
37
Key Financial Achievements – H1 2020

JD million 2018 2019 H1 2019 H1 2020
Interest Revenue 154.97 164.58 82.41 77.40
Net Int. and Com. Revenue 100.89 99.89 49.43 49.51
Gross Income 109.79 118.09 56.60 53.66
Provisions on CF (Recoveries) 1.02 6.91 2.38 8.73
Other Provisions 1.02 0.57 0.26 0.61
Total Expenses 76.58 81.87 38.55 45.75
Earnings before Tax 33.21 36.20 18.04 10.61
Net Profit 21.28 22.24 11.39 6.21
Income Statement Items
• Jordan Ahli Bank remains a
leading Commercial Bank in
Jordan with around JD 2.8
billion (USD$ 3.97 billion) in
Total Assets.
• Our solid credit portfolio, along
with the strategic ALM
strategies, have greatly
contributed to the stability of our
profits.
• Net Interest Margins and Asset
Liability Management were
controlled strategically and
efficiently despite competitive
banking circumstances.
• The benefits of the financial
restructuring that JAB went
through in the past few years
are now noticeable and tangible,
which we believe have set the
stage for us in the coming years
for further prosperity.
JD Million 2018 2019 H1 2020
Total Cash and Equivalents Balance 441.20 356.63 295.24
Net Credit Facilities 1,424.51 1,369.74 1,431.31
Financial Assets 681.68 779.91 832.88
Total Assets 2,783.49 2,762.82 2,813.31
Customer Deposits 1,911.77 1,864.02 1,826.23
Shareholder's Equity 301.31 307.81 313.81
Paid-up Capital 192.94 200.66 200.66
Balance Sheet Items
38
Highlights
Overall Financial Performance as of 30/6/2020

Key Ratios Dec- 2017 Dec- 2018 Dec-2019 H1 2020
Loan to Deposit - LTD % 77.34% 74.51% 73.48% 78.38%
Regulatory Capital Adequacy Ratio (%) 14.12% 14.73% 15.66% 15.42%
NPL Ratio - % 8.83% 6.82% 6.28% 7.50%
Coverage Ratio - % 83.77% 92.64% 102.26% 75.14%
Cost to Income - % 67.9% 68.6% 63.0% 69%
Net Credit Facilities to Total Assets - % 54.38% 51.18% 49.58% 50.88%
Liquid Assets to Total Assets -% 38.26% 40.34% 41.14% 40.10%
Net Operating Income to Gross Income % 89.56% 92.07% 84.59% 93.12%
Net Interest Margin (NIM) - % 3.64% 3.65% 3.69% 3.74%
Financial Highlights
Dec- 2017 Dec- 2018 Dec-2019 H1 2020
ROE - % 4.35% 7.05% 7.22% Nm
ROA - % 0.49% 0.76% 0.80% Nm
39
Overall Financial Performance as of 30/6/2020

• A clear and positive trend has been witnessed in all credit performance ratios, assuring the quality of the portfolio.
• NPL ratio (7.5%) has been trending downwards for more than 3 years and in line with the management’s target of achieving
below-industry averages.
• An outstanding coverage ratio of (102.3%) has been reached in 2019, trending upwards throughout the past several quarters.
However, and as a result of booking credit provisions for expected credit losses during the pandemic in 2020, coverage ratios,
along with all provision-related figures, have been negatively impacted.
• Continuous efforts towards larger settlements and recoveries, which will further reduce NPLs and increase profitability.
40
Highlights
Credit Performance Ratios as of 30/6/2020
73.52%
102.26%
73.25%
75.14%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2017 2018 2019 2020
Coverage Ratio - %
0.03%
0.38%
-0.12%
0.32%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2017 2018 2019 2020
Cost of Risk - %
10.08% 10.19%
6.28%
7.50%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2017 2018 2019 2020
NPL Ratio - %

1,939 1,934 1,950 1,912 1,896 1,872 1,895 1,864 1,888 1,826
1,479 1,493 1,459 1,425 1,424 1,421 1,432 1,370 1,477 1,431
76.29% 77.20% 74.84% 74.51% 75.11% 75.91% 75.56% 73.48%
78.21% 78.38%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Customer deposits Direct credit facilities - net Loan to Deposit - LTD %
Net Credit Facilities to Deposits Ratio
Asset Liquidity
41
Asset Quality and Liquidity as of 30/6/2020
37.92% 38.25% 39.68% 40.34% 39.76% 40.32% 39.41% 41.14% 39.61% 40.10%
53.74% 53.54%
52.07% 51.18% 51.11% 50.56% 51.55%
49.58%
51.68% 50.88%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Liquid Assets to Total Assets -% Net C.F to Total Assets - %

20.9 21.3 20.0 21.6
20.7 22.3
3.8
3.3 4.5
3.7
3.8 2.8
4.5 2.7 3.3
7.7
2.3 1.8
Q1 Q2 Q3 Q4 Q1 Q2
2019 2020
Net Interest Revenue Net Commission Revenue Non Interest and Commission Income
29.2
Income Breakdown (JD Million) - QoQ
42
Profitability (JD Million) - QoQ Cost to Income Ratio - QoQ
Operating Performance and Profitability as of 30/6/2020
27.4 27.8 33 26.8 26.9
10.69
7.68
8.84
6.00
10.14
7.90 7.55
10.61
6.20
4.41
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Earnings Before Tax
68.65%
63.26%
67.16%
72.75%
60.71%
66.37% 66.94%
58.15%
70.38%
65.30%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Cost to Income - %

36.9 38.6 38.4
41.0 40.8 41.6 40.8 41.4
39.4 38.0
16.6 17.0 18.0 19.1 19.9 20.3 20.8 19.8 18.6
15.8
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Interest Income Interest Expense
Net Interest Revenue Breakdown (JD Million) - QoQ
43
20.3 21.6 20.4
21.9
• Relatively stable Net Interest Margins despite the challenging market conditions and competitiveness in the banking sector. Asset-
Liability Management strategies are strictly applied and monitored to ensure stability in revenues and maximum profitability.
20.9 21.3
Highlights
20.0
Net Interest Revenue Breakdown as of 30/6/2020
21.6
20.7
22.3

Expenses Breakdown (JD Million) - QoQ
• Our cost control strategy remains whereby
employee expenses came in 5.2% lower.
• The implementation of early retirement
programs, in addition to other Human
Resource management curriculums have
enabled JAB to lower and maintain
expenses to keep them in line with the
sector.
• As a first line of defense, Jordan Ahli Bank
has registered for H1 2020 reasonable
provisions for expected credit losses
amounting to USD 12.3 million due to the
global Covid-19 pandemic.
44
Highlights
Expenses Breakdown as of 30/6/2020
19.66
25.42 25.80
27.74
17.07
19.81 19.44 20.26
19.08 19.47 20.22
22.44 23.28 22.47
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2017 2018 2019 2020
Total Expenses Linear (Total Expenses )
10.22
10.84
9.19
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Employee Expenses
-1.99
2.42
4.92
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Total Provisions
5.78
4.69
6.83
5.47
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Other Expenses

Gross Loan Breakdown Liabilities Breakdown
45
Loan Book and Funding Breakdown as of 30/6/2020
66%
21%
11%
1%
1%
Loans and Promissory notes
Real Estate Loans (Retail)
Overdraft Accounts
Government and Public Sector
Credit Cards
73%
9%
12%
6%
Customer deposits
Cash margins
Other liabilities
Banks and Financial Institutions Deposits

CASA and Time Deposits (JD Million)
Interest rate changes implemented by the US Federal Reserve are reflected instantly on Jordan’s monetary
system as the Jordanian Dinar is pegged to the US Dollar. As a result, the market has become increasingly
competitive and Jordan Ahli Bank is working on tailoring and providing low-to-non interest bearing products to our
clients as an approach to lower cost of funds.
This strategy will lower interest expense paid and widen our customer base to reach the optimal mix of CASA vs
Time Deposits, in addition to enhancing NIMs.
46
Customer Deposits Breakdown as of 30/6/2020
62.2% 62.2%
60.1% 60.9% 60.9%
62.3% 62.1% 62.7% 62.1%
25.5% 25.3% 24.7% 23.4% 23.5% 23.5% 24.3% 24.8% 24.9%
12.3% 12.5%
15.3% 15.8% 15.6% 14.2% 13.5% 12.6% 13.0%
Q2 Q4 Q2 Q4 Q2 Q4 Q2 Q4 Q2
2016 2017 2018 2019 2020
Time and Notice Deposits Current and Demand Deposits Saving Accounts Linear (Saving Accounts )

Credit Facilities by Major Sectors (JD Million)
47
Credit Facilities by Segment (JD Million)
• All sectors are considered essential for building a healthy and
well diversified portfolio, however we remain focused and
overweight on Real Estate, Trade and Retail lending 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 due to
their fundamental and crucial role in the economy.
Q2 2020
Highlights
Credit Facilities as of 30/6/2020
Real Estate Trade Individuals Financial, Public Facilities and
Services
Industrial
2016 Q2 2016 Q4 2017 Q2 2017 Q4 2018 Q2 2018 Q4 2019 Q2 2021 Q2
42.8%
43.7%
12.0%1.6%
Individuals
Corporates
SME's
Government and Public Sector

Credit Facilities by Segment (JD Million)
48
Of Which
Credit Facilities as of 30/6/2020
714 718
706
670 665 665 661
653 647 649
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Individuals
342 347 342
323 322 321 319 315 314 316
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Real Estate (Retail)
671
685
666
646 654 648
663
619
718
663
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Corporates
195
198 197
183 182
188
176
168 170
182
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
SME's

JOD 833.92 m JOD 808.92 m
Corporate
Bonds 15.04%
Treasury Bills &
Bonds 84.96%
JOD 2,813.31 m
49
Assets Breakdown as of 30/6/2020
Balance and
deposits at
banks and FIs
4.16%
Other
8.99%
Cash and
Balance at
Central Banks
6.34%
Investments
29.64%
Loans
50.88%
Equity
3.10%
Bonds
96.90%

2,729
2,783
2,763
0.49%
0.76%
0.80%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
0.70%
0.80%
0.90%
1.00%
2017 2018 2019
Total Assets - millions ROA - %
306
301
308
4.35%
7.05% 7.22%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
2017 2018 2019
Total Shareholders' Equity - millions ROE - %
Total Assets (JD Million) vs. ROA (%)
Shareholders’ Equity (JD Million) vs. ROE (%)
50
Asset Base and Profitability as of 31/12/2019

94.41 100.97 101.48
75.15 76.62 77.14 68.28 70.60 62.82 65.19
90.97%
95.09% 91.76% 92.64% 96.45% 95.19% 94.37%
102.26%
73.25% 75.14%
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
-
20
40
60
80
100
120
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Accumulated Provisions Coverage Ratio - %
134 136 144
104 103 107 96 92
111 114
8.37% 8.40%
9.03%
6.82% 6.76% 7.04%
6.28% 6.28%
7.13% 7.50%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
-
20
40
60
80
100
120
140
160
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2018 2019 2020
Non-Performing Loans NPL Ratio
Accumulated Provisions to Coverage Ratio
Non- Performing Loans to NPL Ratio
51
Highlights
• Significantly lower NPLs throughout the past
several quarters led to an NPL ratio of 7.5% as
of H1 2020. In addition, our Stage 2 loans to
Gross Loans registered 8.73% compared to
10.45% for YE2019. This is a clear result of our
solid and healthy loan book.
Credit Facilities Provisions Breakdown
Provisions Evaluation as of 30/6/2020
Q2 2020
24.3%
9.5%
48.5%
17.5%
0.2%
Individuals
Property Loans
Corporates
SME's
Government and
Public Sector

2,006
2,061
2,040
1,917
1,959
1,909
1,928
13.11%
14.12%
14.04%
14.73% 14.69%
15.66%
15.42%
1,800
1,850
1,900
1,950
2,000
2,050
2,100
9.00%
10.00%
11.00%
12.00%
13.00%
14.00%
15.00%
16.00%
Q2 Q4 Q2 Q4 Q2 Q4 Q2
Millions
Risk Weighted Assets Regulatory Capital Adequacy Ratio (%)
• Jordan Ahli Bank’s Capital Adequacy Ratio has been trending upwards since mid 2017 and settled at 15.42% as of June 2020,
which is well above the 14% minimum ratio set by Central Bank of Jordan.
• Sharp declines in CAR during 2016 and early 2017 were a result of the large provisions JAB has taken on its books during the
loan book clean up, affecting Tier 1 capital directly. However, the success and benefits of such an action can be seen in mid-2017
onwards and has set the stage for future prosperity.
52
Highlights
Capital Adequacy as of 30/6/2020

Total Assets
Shareholder’s Equity
53
Ahli Bank vs. Sector and Peers (% Growth) as of 30/6/2020
1.83%
3.67%
0.28%
Ahli Bank Peers Sector
1.95%
1.16%
1.31%

Customer Deposits
Total Expenses
54
-2.03%
2.07%
-0.65%
16.66%
29.09%
31.79%

Earnings Before Tax
Non Performing Loans
55
-41.21%
-55.11% -54.36%
23.89%
-4.43%
10.20%

Coverage Ratio - %
Cost of Risk – %
56
Ahli Bank vs. Sector and Peers (% Average) as of 30/6/2020
75%
88%
95%
0.610%
0.968%
0.825%

Ahli Share Price / (High, Closing & Low)
Cash Dividend Payout (Dividend per Share)
JD million Dec. 2018 Dec. 2019 Jun. 2020
Price - JD/share 1.08 0.95 0.79
Market Capitalization – JD million 208.4 190.62 158.52
Earnings per share (EPS) - JD 0.11 0.11 0.10
Book Value per share (BVPS) - JD 1.56 1.53 1.56
Price to Earnings (P/E) - times 9.82 8.57 7.66
Price to Book Value (P/BV) - times 0.69 0.62 0.51
Dividend per Share - % 6.00% 0.00% 0.00%
Dividend Yield - % 5.55% 0.00% 0.00%
57
* Jordan Ahli Bank distributed a 10% stock dividend for 2012, 5% for 2016, 5%
for 2017, and 4% for 2018
15%
8%
10% 10% 10% 10%
6%
10% 10%
5% 5%
6%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Highlights
Ahli Share Information
1.43
1.22
1.08
1.15
1.32
1.25
1.15 1.18
1.08
0.95
0.79
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Q2 2020
High Low Closing Price

1.9%
0.9% 0.0%
-5.4%
-1.0%
1.0%
-6.7% -2.1%
0.0%
2.1%
0.0% -1.1%
-10.6%
-2.4% -3.7%
January
February
March
April
May
June
July
August
September
October
November
December
January
February
March
May
June
2019 2020
Ahli Closing Banking Index
Ahli Share Price vs. Banking Index ( % Change)
58
Ahli Dividend Yield (%)
* Jordan Ahli Bank distributed a 10% stock dividend for 2012, 5% for 2016, 5% for 201
and 4% for 2018
• Jordan Ahli Bank’s share price is positively correlated with
the Banking index itself, in addition to being one of the most
actively traded Banks on Amman Stock Exchange, proving to
be a sound and profitable investment for long term investors.
• The Governor of the Central Bank of Jordan issued a memo
to all local Banks informing them of their decision to
postpone all cash dividend payouts for the year 2019, and to
be distributed with the closing balances of 2020’s financial
statements. Such a decision will help bolster the Jordanian
banking system’s financial position further as the span of the
global pandemic outcomes are still unclear and unknown to
many.
6.41%
3.42%
8.13%
8.85%
6.99%
8.20%
5.22%
7.58%8.00%
4.35%
4.24%
5.55%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Highlights
Ahli Share Information

Market Cap. JOD Total Volume Annual Share Turn over -% 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
2018 208,375,500 9,292,247 4.82% 0.69
2019 190,622,250 7,670,273 3.82% 0.62
June 2020 158,517,450 4,715,096 2.35% 0.51
• Free Float of Shares is 61% as of June 2020
59
Ahli Share Performance

Capital Intelligence Ratings has recently affirmed the Financial Strength Rating (FSR) of Jordan Ahli Bank at (B+) with a
“Stable Outlook“, changed from “Negative Outlook" back in January 2019.
Last Changed fromCurrent
May 19
-
May 19
BB-
-
Negative
B+
B
Stable
Sovereign
Long-Term
Short-Term
Outlook
July 19
Oct 99
BB-
A2
B+
B
Foreign Currency
Long-Term
Short-Term
July 19BBBB-Financial Strength
Nov 0543Support
July 19
July 19
Negative
Negative
Stable
Stable
Outlook
Foreign Currency
Financial Strength
• Ample funding and liquidity ratios, as was the case with other Jordanian banks, underpinned by a diversified
customer deposit base
• Sound and increasing CAR, with a high Tier 1 component.
• Adequate loan asset quality, following decline in NPL ratio and rise in LLR cover.
• Established business franchise in Jordan.
• High concentration in Jordanian government debt (although denominated in local currency).
• Comparatively high related party lending.
• Moderate operating profitability pressured by high cost structure.
• Challenging operating environment, together with high credit and geopolitical risks (in common with other Jordanian
banks).
Rating Drivers
Rating has been supported by the following factors:
Rating has been constrained by the following factors:
60
Jordan Ahli Bank Rating – Capital Intelligence (February 2020)

Credit Adequacy Ratio (CAR)
Liquidity
Performance Outlook
Rating Rational
• JAB’s capital adequacy increased to a sound level from retained earnings in 2018, and is considered an important credit
strength.
• CAR has a high Tier 1 element, although regulatory capital continues to be negatively affected by intangibles.
• JAB’s sound capital base serves as an effective buffer in the current high risk environment and continues to support business
expansion.
• JAB’s balance sheet remains very liquid, in common with other Jordanian banks, with key liquidity ratios improving in 2018 and
H1 2019 due to credit contraction.
• JAB’s liquidity is underpinned by customer deposit funding, with moderate reliance on wholesale funds, while the bulk of liquid
assets comprising Jordanian government securities.
• In view of ongoing heightened credit risk, emphasis is being given to early recognition and strict monitoring of NPLs. JAB will
continue addressing NPLs through collections, as well as write-offs and off-balance sheet transfers of legacy loans.
• After a slowdown in 2018 and 2019, the 2020 budget calls for renewed growth in both loans and deposits in an attempt to grow
market shares in the home market.
• Palestine is also a focus market with six new branches added in West Bank in recent years, in an attempt to leverage on the
unutilised capital, after fulfilling the increased minimum capital requirement of US75mn in June 2018.
• While corporate lending remains a key focus, emphasis will continue to be placed on SME funding (in line with many Jordanian
banks), following the incentives granted by the CBJ in the form of soft loans. Exposure to the government through bonds will
continue to be high, while financing to GREs will remain negligible.
• CAR will be maintained at the current very sound level, with no immediate plans to issue subordinated debt.
61
Jordan Ahli Bank Rating – Capital Intelligence (February 2020)

*Jordan Ahli Bank has a large number of strategic ties with more than 100 prime banks in all six continents.
62
Global Correspondent Network

 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
 Innovation and Excellence awards , granted by the World Union of
Arab Bankers
 Excellence in SME Financing Award granted by the World Union of
Arab Bankers
 Excellence in the Development of Financial Technology
Environment FinTech
 Best SME Credit Card Program and Fintech Driver Accelerator
 First bank in Jordan to Interduce a chatbot service
63
2010 – 2018 Awards

Ahli Investor Relations Department
P.O. Box: 1578 Amman 11118 Jordan
Email: Investor.relations@ahli.com
Tel: +962 6 520 6000 ext. 1818
Fax: +962 6 4658337
www.ahli.com
Useful Links
Central Bank of Jordan www.cbj.gov.jo
Ministry of Industry, Trade and Supply http://www.mit.gov.jo/
Jordan Securities Commission www.jsc.gov.jo
Amman Stock Exchange www.exchange.jo
Securities Depository Center http://www.sdc.com.jo
Corporate Governance Guidelines ahli.com/CorporateGovernance
64

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.
65
Disclaimer

Jordan Ahli Bank H1 2020 Investor Relations Report

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