Social responsibility-report-year-2012 You can read more here: https://ahli.com/report/social-responsibility-report/social-responsibility-report-year-2012/

2. Ourresponsibilitytowards
oursociety,isoneofour
biggestpriorities...

4. Letter From The Chairman 2
General Information About Jordan Ahli Bank 3
Our Vision 3
Our Core Values 3
Products & Services 4
Governance 5
This Report Content 7
Cr Assessment & Thorough Operations Review 7
Stakeholders' Engagement 8
Sustainability Journey 9
An Honest Self Check 9
Key Impacts, Risks & Opportunities 10
A Fresh Way Of Thinking 11
A Revamped Mission Statement 11
New Cr Strategy & Focus Areas 11
Our Acts Of Responsibility In 2012 & New Commitments 13
Walking The Talk 13
Compliance 13
Caring For Clients 14
Operating In Green Buildings 16
Operational Efficiency 17
Caring For Our Employees 18
Development & Training Achievements 19
Working Environment 21
Engaging Employees (Volunteerism) 22
Voluntary Contributions & Community Investments 23
Economic Leverage 24
Children & Youth’s Wellbeing 26
Art & Music 29
Responsible Banking 31
Innovative Products & Services With Social & Environmental Impact 31
Responsible/Ethical Lending 32
Local Socio-Economic Development 33
Equipping & Enabling SMEs 33
Raising Awareness Around Corporate Responsibility & Sustainability 34
Al Ahliyyah - Micro Finance With Social & Environmental Focus 34
About This Report 36
Contact Points For Questions 36
GRI Index 36
Contents
1

5. On behalf of the Board of
Directors, I am pleased to
present you with Jordan
Ahli Bank's Corporate
Responsibility Report for
the year 2012. This report
reflects our efforts to adopt and support
various national programs that are within the
framework of our proactive participation in
supporting developmental and social goals
that aspire to improve our local society.
Our absolute faith in the importance of
reinforcing concepts of sustainability and
corporate responsibility stems from our
inherent understanding of the irrevocable
connection between the economic success
and growth of institutions and the vitality and
development of the societies nurturing them.
The bank has been keen on merging
the social and environmental aspects with
economic considerations as well as including
corporate responsibility in its general goals
and annual budget. This policy is now an
inseparable aspect of Jordan Ahli Bank's
culture and a fundamental element shaping
the bank's identity. Jordan Ahli Bank has
remained open to its society and continues to
attract support for all its strata. The bank has
put great importance on designing programs
and sustainable social initiatives that serve
the economic, educational and health needs
of our society and help in its progress,
setting it on the right path of sustainable
development.
The bank’s success in positively
communicating and building relationships
with its social environments is an extension
of its strategy for changing to the better,
Letterfromthe
Chairman
Dear Sirs/Madams,
pushing the wheel of national development
forward, and setting the stage for achieving
sustainable development in Jordan. We
hope that along with the efforts made by the
society's various institutions from the public
and private sectors, we will reach out to the
biggest number of sectors and segments of the
community.
What makes Jordan Ahli Bank's 2012
Corporate Responsibility report particularly
significant is that it presents the results of
an evaluation of all our social responsibility
programs. It was conducted for reasons of
transparency and internal accountability, in
addition to keeping in line with the Jordan
Ahli Bank's new strategy and orientation
of social responsibility, adopted last
year. This approach arises from the bank
administration's eagerness to increase the
influence of our programs on sustainable
development, whether economic, social
or environmental, and in a manner that
is compatible with what we do, creating
an added value through benefiting from
the expertise and capabilities of the bank,
in addition to its institutional and human
resources.
On a final note, I would like to
extend my gratitude and appreciation to
all of our partners and shareholders for
their unwavering faith in the role of our
institution in supporting the process of local
development. I would also like to thank our
employees for being dedicated to promoting
our values of corporate responsibility and
establishing it in our work for the
greater good and welfare of the society and
the country.
2

6. Jordan Ahli Bank (previously Jordan
National Bank) is a leading Jordanian
institution, with a steeped national history
and heritage. Established in 1955, Jordan
Ahli Bank was the first national bank to
be established in East Jordan and the
sixth public shareholding company to be
established in the Kingdom.
Since its formation, the bank has grown
successfully and greatly in terms of its scale,
scope and complexity. To ensure rapid yet safe
expansion, we are building world-class strategies,
structures, processes and human resources.
The primary objective behind our ambitious
transformation is to build superior shareholder
value via improved profitability.
OUR CORE VALUES
OUR VISION
• Together with our customers and shareholders,
we make a great big family
• We fulfill our promises
• We do it with respect
• We do it with integrity
• We execute with speed and quality
• We care about our customers
• We work as a team
• We are accountable for our actions
• We work in full compliance with the banking rules
and regulations
• We are performance driven
• We care about our country
• We have great commitment
to our social responsibility
Dec2011 Mar2012 Jun2012 Sep2012
Income
Statement
forAhliBank
Revenue
NetIncome
(month/JOD)
Profit Margin (%)
24%
22%
20%
18%
16%
80
60
40
20
0
General
Information
About Jordan
Ahli Bank
Today, the bank, headquartered in Amman,
Jordan, has a regional presence in Lebanon,
Palestine and Cyprus. For 58 years, the bank
has been a leading player in the financial
services industry in Jordan and beyond.
Jordan Ahli Bank currently has, in Jordan, a
direct market share presence of 6.59% and
an indirect market share of 7.88% with up to
5.88% of the market share in deposits.
Becomethepreeminentandundisputedcorporate
financialsolutionsproviderinthecountry,a
recognizedleaderinfinancialservicesacrossthe
MiddleEastandasignificantplayeratthegloballevel.
6.59%DIRECT
MARKET
SHARE
OUR VISION
OUR CORE VALUES
3

7. In 2012, the bank opened one new branch in Khalda in Amman, Jordan, and renovated three
branches: Wasfi Al Tal, Ramtha, and Abdullah Ghosheh Street.
1,311 employees
51 branches
4 countries
TotalgrossincomeofJOD80,403,602
Total shareholders' equity
at the end of 2012 was
JOD 270 million
Jordan Ahli Bank is a publically listed
company with the ticker name “Ahli”. It has
4 institutional shareholders that control
31.5% of the bank’s capital. The institutional
shareholders are:
For the most updated
information, please
visit http://www.ase.
com.jo/en/company_
historical/ahli
AbraajCapital(9.33%)
ByblosBank(10.38%)
JordanInvestorCenter(5.67%)
JordanWorstedMills(6.12%)
PRODUCTS AND SERVICES
Jordan Ahli Bank serves a wide market segment of business, corporate and personal banking
clients through a variety of services and products in the following areas:
PERSONAL BANKING
• Banking Deposits
• Loans
• Credit Card Products
• Money Transfers
• Private Banking
• Safe Deposit Boxes
INVESTMENT
• Portfolio Management
• Primary Issue
Management in the Capital
Market
• Custody and Trustee
Services
• Financial Advice and
Research
• Cash Management
• International Brokerage
• Correspondent Banking
CORPORATE BANKING
• Overdraft Facilities
• Commercial Discounted
Bills
• Commercial Loans
• L/Cs and L/Gs
• Syndicated Loans
PREMIUM BANKING
MY BUSINESS
• Mashroui Loan
“My Project”
• Amlaki Loan “My
Properties”
• Finance Your Needs Loan
• Commercial Loans
• Business Overdraft
Facilities
• Discounted Promissory
Notes
• Ahli Bank L/Cs and L/Gs
BANCASSURANCE
• General Programs
• Life Programs
• Health Programs
FINANCIAL LEASING
• Operational Leases
• Financial Leases
Full details of the bank’s offerings are provided on our website www.ahli.com/english/jordan_ahli_bank.shtml
4

8. GOVERNANCE
Jordan Ahli Bank has a
vertical organizational
structure (see Figure 1)
considering the nature
of its business domain.
Nevertheless, the clear
authorities and delegations
identified throughout the
bank's structure allows
for high credibility and
transparency in its decision
making. Most importantly,
the bank enjoys a high buy-
in for sustainability from
top management.
of junior posts are
female
of middle management
are female
of senior management
are female
44%
26%
14%
Chairman of the Board
JordanAhliBank
Chief Executive Officer
/ General Manager
Chairman of the Board
AhliInternationalBankof
Lebanon
CreditDevelopment&
Coordination Unit
Support Sector Business Sector
Board of Directors
Committee
- Executive Committee
- Corporate Governance
Committee
- Risk Committee
- Nomination &
Remuneration
Committee
Audit Committee
InternalAuditDepartment
Legal Advisor
Chairman’s Advisor
- Group Executive
Committee
- Group Credit
Committee
- Assets & Liabilities
Committee
- Risk Management
Committee
- Personnel Committee
- Corporate Credit
Committee
- Product
Management
Committee
- Group Information
Technology
Committee
- Branches
Committee
- Remedial &
Settlements
Committee
Committees of the Executive Management
Group
Human
Resources
Risk
Management
&
Compliance
Group Ahli
Capital
Markets &
Investments
Group
Information
Technology
& Enterprise
Programs
Group
Personal &
Premium
Banking
& Local
Branches
Management
Group
Operations
Group Credit
Group
Remedial,
Recoveries
& Legal
Affairs
Group
Finance
Foreign
Branches
Management
Strategy&
Corporate
Communica-
tions
Management
GroupSmall
&Medium
Enterprises
Banking
Group
Logistics
Group
Corporate
BankingInspection
& Internal
Control
Figure 1: Jordan Ahli Bank's
Organizational Chart
Nevertheless, no diversity in
matter of gender and age is
reflected at the board level,
as all board members are
males above 50 years old.
It is worth noting here that
many of the bank’s board
and high management
team members are iconic
economists and well-known
figures in the banking and
financial industry in Jordan.
Since its establishment, Jordan
Ahli Bank has had a clear policy
for equal opportunity, which is
todayreflectedinthecomposition
of its governance bodies when
comparing broad workforce
diversity to management
team diversity. For example,
in 2012, 26% of the bank's
middle management and 14%
of its senior management and
strategic decision makers were
female, as opposed to 44% in
junior posts. These are relatively
high percentages compared to
other sectors in Jordan. To date,
there has not been any incident
of discrimination or violations
including rights to indigenous
people.
5

9. Jordan Ahli Bank appreciates the
role of the working woman in the
work environment, and the key role
she plays in family development.
His Excellency Mr. Marwan Awad,
Chief Executive Officer (CEO) and
General Manager (GM) of Jordan Ahli
Bank presented a group of female
employees who have lost their
husbands with a Mother’s Day award for persevering and keeping their jobs in order to provide
a living for their family and children. These women are an embodiment of a mother’s unlimited
devotion, thus deserving to be honored and rewarded by their management.
The bank’s board members are comprised of the following
individuals and corporate representatives:
NAME
REPRESENTATIVE OF THE
CORPORATE ENTITY
DATE OF JOINING
THE COUNCIL
AL RAJA’A INVESTMENT COMPANY H.E. DR. RAJAI SALEH MUASHER 1997
MR. NADIM YOUSEF MUASHER PRIVATE REPRESENTATION 1997
BYBLOS BANK SAL (LEBANON) DR. HENRY TAWFIK AZAM 2008, 2012
JORDAN INVESTOR CENTER H.E. MR. WASEF AZAR 1997
MOUASHER INVESTMENT
& TRADING CO. MR. EMAD YOUSEF MOUASHER 1997
RAJAI MUASHER & BROTHERS CO. MR. RAFIQ SALEH MUASHER 1997
ZI & IME CO. (KSA) MR. ALA’ADDIN RIYAD SAMI 1997
ARABIA S.A.L. (HOLDING COMPANY) MR. HANI ATALLA FRAIJ 1997
MAHMOUD ZUHDI MALHAS PRIVATE REPRESENTATION 1997
KARIM TAWFIK KAWAR PRIVATE REPRESENTATION 2008
THE JORDAN WORSTED MILLS
COMPANY
THESOCIALSECURITYCORPORATION MR. MOHAMMAD ABED AL HAJ AL
ABDALLAT 2010
6

10. The content of this Corporate Responsibility
(CR) Report for Jordan Ahli Bank is the
output of a diligent assessment of the bank's
CR efforts and a review of its operations in
2012, and an identification of a revamped
CR direction and focus areas that will align
with the bank's vision and business strategies
for the years to come. The review process
involved engagement with key stakeholders
of the bank to collect information about their
interests, concerns and expectations.
This Report
Content
CR ASSESSMENT AND THOROUGH
OPERATIONS REVIEW
While realizing the importance of playing
a responsible role towards our people
and the society, we have been aware that
demonstrations of responsibility need to be
a progressive act, seeking to grow in impact
and value. Accordingly, we have carefully
reviewed our CR efforts for 2012 on the
following assessment levels:
In compliance with the Global Reporting Initiative
(GRI) requirements, this report and the CR
framework at Jordan Ahli Bank are based on
identified issues that are of highest significance
to the business and the bank's stakeholders. The
indicators reported on have also been chosen
and prioritized according to the CR strategy and
focus areas the bank has resolved to adopt for the
years to come. We have applied materiality tests
to determine which aspects are ‘material’ for the
bank and thus to best choose the GRI performance
indicators to report against in this report as
indicated in the GRI Index on page 36.
CR in general, in matter of awareness,
drivers and governance
CR in the social community, in matter of
investment strategy and social engagement
CR in the marketplace, in matter of
marketplace behavior and supply chain
management
CR in the workplace, in matter of Human
Resources policies, employee engagement
and internal communication
Environment, in matter of environmental
policies, and considerations in strategic
decisions
A CR Manager was assigned for the first
time at Jordan Ahli Bank and delegated with
responsibilities to manage the review process
and perform the engagement needed to feed
the process with the input and expectations of
the bank's key stakeholder groups regarding
its CR performance and future plans.
Finance
Customer
Care
CRUnit
Marketing &
Communication
Human
Resources
Operations
Administration
Top
Management
7

11. Indirect
Stakeholders
Direct
Stakeholders
Government
and
regulators
Employees'
families
Suppliers
Local
community
and civil
societies
ClientsRepresen-
tatives of
the banking
sector
Employees
Global
regulators
Shareholders
Media and press
The engagement process entailed expert
surveys, brand reviews, customer and
employee satisfaction,expectation
research and meetings with key
stakeholders. Some of the relevant data
collected is shared throughout this report.
STAKEHOLDERS' ENGAGEMENT
Jordan Ahli Bank has always believed
that a transparent ongoing dialog with
its stakeholders will help raise the bank’s
awareness of opportunities or issues of
conflict in the short or long term.
Aiming at setting the bank’s new CR direction
and focus areas, we identified and prioritized
our direct and indirect stakeholders as in
Figure 2. We embarked on engaging them
in the best ways possible in the matter
of communication format, language and
approach to become more informed of their
expectations and thoughts regarding Jordan
Ahli Bank’s CR programs.
Identification and prioritization of
stakeholders was managed based on
information collected from general research
focusing on the degree of how much each
stakeholder group can influence or is
influenced by the bank’s economic, social
and environmental performance now and in
the future.
Figure 2: Jordan Ahli Bank’s Stakeholders
Direct Stakeholders
Employees
Clients
Shareholders
Suppliers
Government and
regulators
Indirect Stakeholders
Employees' families
Local community and
civil societies
Media and press
Representatives of
the banking sector
Global regulators
8

12. AN HONEST SELF CHECK
Jordan Ahli Bank has always been dedicated
to contributing to Jordanian society through
different means and programs. Such social
contributions in the past few years can be
summarized as follows (Figure 3):
Sustainability
Journey
Children & Less Privileged Ones 43.43%
Entrepreneurship&YouthEmpowerment 22.22%
Education 10.10%
Health Care 6.6%
Sports & Fitness 2.2%
Culture & Art 6.6%
Tourism 6.6%
Professional & Societal Development &
Empowerment 5.5%
Figure 3: CR contributions in
the past few years
Moreover, the new shape and direction for Jordan
Ahli Bank’s CR will result in sustainable growth
and progress of such desired higher impacts.
Hence, through a collaborative effort between the
bank’s senior management, CR department and
sustainability advisors the bank’s CR Strategy for
2013 onward was designed to achieve an integrated
CR scenario that meets more of the stakeholders’
expectations, contributes with progressive
impact to the development of certain societal,
environmental and macro-economic issues and
aligns well with the bank’s business objectives.
In 2012, Jordan Ahli Bank, in cooperation
with a leading sustainability advisory firm,
went through a thorough assessment of its
CR activities in the past years, as well as a
review of the bank's stakeholders’ needs and
interests. It was found that, while attempting
to serve as many societal causes as it could, in
widely diverse areas, the CR investments and
contributions could achieve an even higher
impact on society and stakeholders with a
more strategic approach.
The bank recognized that its CR activities
could be shaped and directed differently
to achieve more substantial impact on
sustainable development as well as the bank’s
business, while meeting its stakeholders’
interest and expectations.
9

13. KEY IMPACTS, RISKS AND
OPPORTUNITIES
A major exercise towards assessing the
bank’s previous CR efforts and tuning its CR
direction for the years to come in alignment
with the business growth and direction
was conducting a CR SWOT analysis that
reviewed the bank’s strengths, weaknesses,
opportunities and threats. For a corporation
operating in such a vital sector as the
financial sector, the bank clearly realizes the
responsibility it has to impact and contribute
to the development of the economy and
hence the associated society members. This
is the domain that most stakeholders expect
a financial institution such as the Jordan Ahli
Bank to take an active part in.
As such, the bank’s strategists have realized
that philanthropy might have shaped the
majority of its CR efforts in past years,which
now needs to be re-directed towards high-
impact initiatives in a sustainable manner to
create long-term accumulative impact.
The bank enjoys an already established
perception amongst societies in Jordan as a
local/national bank that cares for the country
and its people’s wellbeing.
By nature of the industry, the bank demonstrates
a high degree of compliance and credibility.
The top management of the bank already have
the strong conviction and will to invest in
programs with a sizeable social impact.
A number of the bank’s strengths were
identified to leverage its CR position:
STRENGTHS
OPPORTUNITIES
Moreover, great opportunities have been
identified in the matter of product and service
innovations with strong social impact, in
addition to the wider benefits that the whole
financial sector could enjoy out of raising
sustainability and corporate responsibility
awareness amongst its different stakeholders.
The bank also has a wide societal reach through
its large client base and employees, which provide
an opportunity to maximize its CR impact through
those two key stakeholder groups.
As such, Jordan Ahli Bank has identified a
great opportunity for becoming a market
leader with its strategized CR efforts and a
high measureable impact on the local economy
and social development, when aligned with its
business objectives
and strategies.
10

14. AFreshWay
ofThinking
NEW CR STRATEGY &
FOCUS AREAS
In alignment with our
business vision, the new
CR strategy is based on a
direction for Jordan Ahli
Bank to reaffirm itself as
a bank that cares beyond
providing mere commercial
banking services. Rather,
the bank is to sustainably
grow as a financial institution
that aims to enable a better
economy.
With this direction,
the bank’s CR Vision is “to
be a Socially Responsible,
Economically Empowering
and Environmentally Friendly
Bank”.
Jordan Ahli Bank has set its business visions for
the coming eight years as follows:
most service-oriented and customer
centric bank in core markets
one of the leading banks in terms
of market share, innovation and
profitability in target markets
(market position, market share,
corporate image, brand equity)
recognized leader across the Middle
East and with international links
2013
2015
2020
Withitsrenewedvision,thebankrealizesthatitisofparamountimportance
thatanyCRstrategybealignedwiththebusinessvisionandobjectivesof
thebanktoensuresustainabilityandachievebesteffectiveness,efficiency
andimpactontheeconomic,socialandenvironmentallevels.
A REVAMPED
MISSION
STATEMENT
Whilehelpingourclientsin
addressingtheirfinancialneeds
andchallengingissues,weremain
committedtowardsenablinga
bettereconomy.Wedemonstrate
thisby:
Operatinginasustainable
mannerthroughoutour
operations,withminimalnegative
impactontheenvironmentand
increasingpositiveimpactonour
peopleandthesociety.
Raisingsustainabilityawareness
internallyandexternallyamongst
ourpeople,clientsandsuppliers
throughourdailyoperations.
Investinginserviceandproduct
innovationsthatcreatevaluefor
thesocietyweoperatewithin,
theenvironment,ourcustomers,
forshareholdersandforallother
stakeholders.
Contributingtoabetterlocal
socio-economicdevelopment
throughourbusinessofferings.
“Wearecommittedtothis
responsibleconductbecause
webelieveintheimportanceof
responsiblebankingandinthe
rightoffuturegenerationstoenjoy
fairopportunitiesandthepromise
ofconsiderablesocio-economic
development”.
A REVAMPED MISSION STATEMENT
11

15. A bank that aims at enabling
a Better Economy
A BANK THAT CARES
This direction of the bank’s CR is reflected
through three focus areas or pillars designed
with the aim of achieving an integrated CR
approach that blends into the bank’s value
chain and its interactions with internal and
external stakeholders:
“WE SEE
BEYOND
BANKING”
Socially Responsible
Economically Empowering
Environmentally Friendly
1
2
3
In2012,whileproceedingwithmanyCRinitiatives
andprogramsaccordingtotheCRapproachthebank
hasfollowedinpreviousyears,JordanAhliBankhas
startedaddressingsocialorenvironmentalissuesfor
whichitalreadyownspartofthesolutionthroughits
corecompetenciesandbusinessdomain.
With this fresh mindset, Jordan Ahli
Bank believes that it will not only be in a
better market position if it focuses on more
strategically-aligned causes, but the output
of the bank’s CR initiatives and programs
would lead to the development of innovative
new banking solutions that will result in
stronger CR impact while also attracting new
customers and generating new sources of
revenue; hence creating shared value for the
bank and the society it aims to serve.
Walking the Talk
Responsible Banking
Local Socio-Economic Development
12

16. COMPLIANCE
Operating in such a highly-regulated sector
as the banking sector, it is part and parcel
of all our bank’s policies to make sure we
are in line with international and local
regulations and standards. In relevance to
the scope of this report, to date, the bank has
never received in any of its operations any
monetary or non-monetary fines or sanctions
for noncompliance with economic, societal
or environmental laws and regulations or
voluntary codes, such as those concerning the
This pillar focuses on acting as a
responsible bank within our internal
operations by adhering to certain
international or customized standards for
Human Rights, Environment and Human
Resources Engagement.
This focus area represents the basic measures
that a caring and responsible bank needs to
implement to manage its direct impact on the
environment and society, and to maintain the
license to operate as a credible bank in the ethical
and responsible business arenas nationally,
regionally and globally.
OurActsof
Responsibility
in2012&New
Commitments
This focus area entails an
ongoing self-check to make
sure we are acting responsibly
within our internal operations
and day to day interactions.
Our main objectives to make
sure we are ‘walking the talk’
in matters of sustainability and
corporate responsibility are
demonstrated in a number of
areas:
health and safety, provision, use, marketing,
communications, labelling and information
of products and services.
As part of its policy to maintain a culture
and practice of high compliance, the bank
has provided managers and team leaders
across its operations with several training
sessions on compliance-related topics
(including issues related to human rights and
corruption) as per the following diagrams:
Compliance
Caringfor
Employees
Caring
forClients
Employee
Engagement
Green
Building
Contributions
tothe
Community
WalkingTheTalk
WALKINGTHETALK
COMPLIANCE LEGAL
Juniormanagementlevel8%
Mediummanagementlevel86%
Seniormanagementlevel6%
Juniormanagementlevel81%
Mediummanagementlevel19%
Seniormanagementlevel0%
81%
86%
6% 8%19%
13

17. HUMANRIGHTS
1.Businessesshouldsupportandrespecttheprotectionofinternationallyproclaimedhumanrights.
2.Businessesshouldmakesurethattheyarenotcomplicitinhumanrightsabuses.
LABOR
3.Businessesshouldupholdthefreedomofassociationandtheeffectiverecognitionoftherighttocollectivebargaining.
4.Businessesshouldupholdtheeliminationofallformsofforcedandcompulsorylabor.
5.Businessesshouldupholdtheeffectiveabolitionofchildlabor.
6.Businessesshouldupholdtheeliminationofdiscriminationinrespectofemploymentandoccupation.
ENVIRONMENT
7.Businessesshouldsupportaprecautionaryapproachtoenvironmentalchallenges.
8.Businessesshouldundertakeinitiativestopromotegreaterenvironmentalresponsibility.
9.Businessesshouldencouragethedevelopmentanddiffusionofenvironmentallyfriendlytechnologies.
ANTI-CORRUPTION
10.Businessesshouldworkagainstcorruptioninallitsforms,includingextortionandbribery.
Furthermore, the bank has committed
itself for the year 2013 and onward to
make sure it is acting in full accordance
with the Ten Principles of the UN Global
Compact - a strategic policy initiative for
businesses that are committed to aligning
their operations and strategies with ten
universally accepted principles in the areas
of Human Rights, Labor, Environment and
Anti-Corruption as follows:
While its current operations are in accordance
with these principles, the bank is keen on
implementing further programs and policies
towards preserving the environment and
raising a solid culture and awareness amongst
its different stakeholders for the other
principles.
It is our commitment for 2013 and
onward to become a signatory to the UN
Global Compact which means we would
have to undertake annual reporting that
covers, with respect to the ten principles the
following:
Actions taken
Performance
Measurement
As a global initiative, some principles
require proactive behavior towards
sustainable development, which we are
committed to for the benefit of our country
first and foremost, and also for our business
and stakeholders.
CARING FOR CLIENTS
Caring for our clients and providing them
with our utmost attention and dedication
has always been a priority for us, as we seek
to continuously excel and stand out with our
products and services to meet their evolving
needs and expectations.
As such, we have taken all measures to
monitor and improve our clients' satisfaction
throughout the year as a key indicator for us
to maintain and improve our performance
whenever and wherever needed.
With its wide variety of banking services
and products, Jordan Ahli Bank serves four
types of clients spread across its banking
segments as follows:
WALKINGTHETALKRetailbankingcustomers
fromallsectors
Businessbankingcustomers
(smallcompanies)fromallsectors
Businessbankingcustomers
(mid-sizedcompanies)fromallsectors
Businessbankingcustomers
(corporate)fromallsectors
Retailbankingcustomers
fromallsectors
Businessbanking
customers(small-tomedium-
sizedcompanies)fromallsectors
Businessbanking
customers(corporate)fromall
sectors
93% 91%
5% 7%
1%1%
2%
Distributionofclientsacross
bankingsectors2012
Distributionofclientsacross
bankingsectors2011
14

18. In addition, we ran an independent customer
satisfaction survey in 2012 that resulted in
the following key findings:
57% started banking with Jordan Ahli Bank
based on a recommendation from a friend
or relative
Clients’ top ten reasons for banking with
Jordan Ahli Bank were:
Amongst its communications
efforts to maintain transparency
and an open channel with its clients
and other stakeholders, Jordan Ahli
Bank has launched Twitter and Facebook
accounts as social media tools that can help the
bank in engaging effectively and transparently
with all stakeholders. A dedicated team is in place
to keep the account updated with recent posts
and announcements by the bank, and to receive
all inquiries and comments and channel them to
the designated departments.
20112012
15.2%
2.4%
3.9%
6.4%
5.3%
5.7%
4%
3%
4.23/5
4.44/5
7.2%
7.8%
0.8%
1.9%
As a result of the bank’s continued efforts to
develop its banking services and products
and increase client satisfaction, performance
indicators for the year 2012 show a tangible
CUSTOMER SATISFACTION INDEX
Growth rate in
credit facilities
portfolio
Thepercentage
ofincreasein
thenumberof
newclientsinthe
individualssector
comparedwith
thepreviousyear
Bank’s market
share (Jordan
branches only)
Growthratein
depositsportfolio
RatioofJordan
AhliBank
branchesto
thebranchesof
operatingbanks
inJordan
Percentage
of incoming
complaints
proportionate to
the total number
of the bank’s
customers
Rateofservice
qualityinthe
personalbanking
sectorforJordan
branchesduring
theyear
growth in the credit facilities portfolio, while
most of the other performance indicators
remain close to those of year 2011. Moreover,
customer satisfaction with Jordan Ahli Bank's
services and products remains high.
Factor Percentage
Outstandingservices 15%
Helpful,easyandcomfortablecustomerservice 12%
Business/Employerdealswiththebank 10%
Recommendedbysomeoneelse 9%
Trustworthy/Credibility/HighReputation 7%
Goodloansoffers 7%
Closetomywork/home 6%
Ihaveapersonalconnection/Iamarelativeofa
managementmember 6%
Fastprocedures 5%
78.8% of customers were content with the
services of the bank
91.7% rely on the bank for its reputation,
honesty and trust
85.2% would recommend the bank to their
friends and relatives
In addition, to date, there have been no
complaints from customers regarding breaches
of customer privacy or loss of client data.
TOP10FACTORSTHATLEDCUSTOMERSTO
CHOOSEJORDANAHLIBANK
15

19. OPERATING IN GREEN BUILDINGS
Operating through environmentally friendly
offices is proven to save money and resources
such as electricity, energy and water; thus,
providing a strong business case for CR from a
cost efficiency perspective.
Since the year 2011, the bank has started
taking measures to reduce water and energy
consumption throughout its 51 branches in
Jordan. Such measures included applying
high-efficiency faucet aerators to reduce
water flow in some branches.
In 2012, the bank managed to reduce its
water consumption to 26,195 JOD
(4,436,182.2 gallons)compared to 32,077 JOD
(5,280,301.2 gallons)in the previous year.
The bank has also replaced light bulbs
throughout its offices with energy-saving
bulbs starting in 2011 and attempted through
its internal communications efforts to raise
employee awareness on the importance of
saving electricity through their day to day
practices. The bank succeeded in reducing
electricity consumption from 2,489,092
kilowatts in 2011 to 2,381,057 kilowatts
in 2012, but the electricity bill increased
substantially from 640,798 JOD to 1,292,781
JOD due to the electricity price increases. A
similar challenge was faced with the heating
energy bill that increased from 30,624 JOD
(2,323,935 megajoules) in 2011 to 48,903
JOD (3,181,140 megajoules) in 2012 due to
the increase in usage and in the diesel prices
in the Kingdom.
However, these increases could be due
in part to opening new branches and the
increase in prices of electricity and diesel
in Jordan; nevertheless, the bank realizes
this and is committed to implementing
serious energy-saving measures. Towards
this end, the bank’s main branch in Jordan
has undertaken an energy efficiency
preliminary assessment by environmental
experts in cooperation with the bank’s
engineering department and realized several
opportunities for better efficiency in the use
of water and energy resources in the years to
come. The bank also commits to start running
regular green auditing across its branches at
the start of 2013.
Consumption
Water
Electricity
Diesel
2011
5,280,301.2
gallons
(19,986cubicmetersX
264.2gallonspermeter)
2,489,092
kilowatts
2,323,935
megajoules
(60,050litersX38.7
megajoulesperliter HHV)
3,181,140
megajoules
(82,200litersX38.7
megajoulesperliter HHV)
4,436,182.2
gallons
(16,791cubicmetersX
264.2gallonspermeter)
2,381,057
kilowatts
2012 Increase/
Decrease %
16%decrease
4.34%decrease
36.89%increase
In continuation of the policy of reducing
administrative expenses on the bank’s fleet of cars
introduced in 2011, the bank achieved a decrease in
these expenses by 15% in 2012 compared with the
previous year. This has contributed to the reduction
of pollution resulting from car CO2 emissions and fuel
consumption.
WALKINGTHETALK
16

20. As for waste management, the following
resulted from disposal operations
carried out in the bank’s warehouses in
Sahab during 2012:
OPERATIONAL EFFICIENCY
In 2011, the bank began restructuring many
of its operations and increased coordination
between its various resources in order to
achieve higher effectiveness in managing its
operational and non-operational expenses.
The goal of such plans was to reduce costs
and maximize positive returns for the
Nevertheless, no accurate assessment of the
total weight of waste across all bank branches
by type and disposal method has been made to
date of this report. This is an objective that the
bank aims to achieve in the following years.
Providing additional space in
Sahab warehouses for storing and
preservation operations.
environment. The bank also continued to
implement its policies that aimed at cutting
logistical expenses in 2012 by introducing
new administrative practices that were
pursued a few years earlier and which aim at
achieving efficiency in managing resources in
all of the bank’s operations.
Among the bank’s most notable achievements
at this level:
Allinall,thetotalrevenueofthe
disposaloperationsandrecyclingof
theironboxes(forsavingpurposes)
amountedtoaboutJOD17,000.
Disposed paper amounted to
94,500 tons, which generated JOD
5,200 worth of revenues when sold
for recycling.
Disposed cartons amounted to
approximately 1.17 tons that were
sold for JOD 41.
Thenumberofironboxesreused
forstoringfilesandportfoliosreached
2,134atamarketpriceofJOD 7each.
Theironboxesmaintenanceand
renovationexpensesamountedto
JOD3,201.AnamountofJOD11,737
wassavedasaresultofre-using
thoseironboxes.
Decreasing the total general and administrative
expenses until the end of the month of November
2012 by 5% compared to the estimated budget,
and taking into consideration the fact that
administrative expenses were decreased by 12%
from the previous year.
The bank recognizes the importance of automating
operations in saving expenses and efforts that would
otherwise be spent on storing records and consuming
papers, as well as preserving our environmental
resources and reducing logistical expenses. It is
by adopting this approach that the bank was able
to complete 90% of the inventories check for the
bank’s branches in 2012, where the initial inventory
was matched with the fixed assets system and
the financial system (by recording the necessary
accounting entries). In addition, barcodes were
printed and pasted on all of the bank’s assets. The
inventory check for the remaining branches (six
branchesandtheiradministrations)willbecompleted
in 2013 when all of the bank’s assets will become bar-
coded. Once this is done, all inventory operations will
be conducted using a scanning machine and put into
the system directly to be matched.
Moreover, a fixed assets system has been
introduced to include operations for matching
maintenance invoices with the machines that have
undergone maintenance in order to track them and
predict the maintenance needed for the machine
in the future and its service life. This will help us
circumvent losses that may arise from delays in
maintenance and check-ups.
JOD 11,737
JOD 41
JOD 5,200
JOD 17,000
17

21. Supervisor 230 (18%)
541 (41%)
114 (9%)
426 (32%)
344 (27%)
967 (73%)Supervised
Worker
Level Males Females Total Males Females
714 (55%) 476 (36%)
50 (4%)71 (5%)
1,190
121
Full-Time
Contractual
Numberof
Employees
Typeof
Contract
Level Males Females
Percentage of Employees by Professional Level
and Gender for Year 2012
Junior&Professionals 56%
74%
86%
44%
26%
14%
Junior&MiddleManagement
Senior&TopManagement
Age Group Males Females
BreakdownofEmployeesbyGender
andAgeforYear2012
20-29 217
259
211
84
197
199
130
14
30-39
40-50
Above50
BreakdownofEmployeesbyWorkLevel
andGenderforYear2012
CARING FOR OUR EMPLOYEES
With its workforce of 1,311 full-time
employees to date (maintaining a
close number to that in 2011 of 1,317
employees) the bank's human resources
environment enjoys a large diversity in
gender and age.
Bank’s
Employees by
Gender in 2012 Females 41%
Males 59%
BreakdownofEmployeesbyContractType
andGenderforYear2012
WALKINGTHETALK
18

22. In2012,thebankhadaturnoverrateof8%ofwhich36.8%werewomen:
Comparison Between 2011 & 2012 in Terms of
Employees Turnover Figures (by Gender and Age Group)
2011
2012
Females
MalesRESIGNED HIRED
As part of its ongoing capacity building
efforts to raise the performance and service
quality of its employees to the highest
levels possible, the bank has provided its
employees with a variety of business-related
training courses as follows:
DEVELOPMENT AND TRAINING ACHIEVEMENTS
The bank recognizes the vital role human
resources play in its long-term and short-
term success. The bank significantly invested
in developing and training its human
resources in all fields of work during 2012.
This stems from the bank’s dedication to
cementing a culture of building capacity,
attracting skilled newcomers and developing
and enhancing their talents as they are the
employees and managers of tomorrow.
More than 5,212 employee training
opportunities were given through 394
specialized training workshops (in-house
and external), with a total of 20,661 training
days for employees in both Jordan and
Palestine, compared to a number of 470
training workshops in which more than 6,400
employee training opportunities were provided
through a total of 19,915 training days in 2011.
The bank's training processes were tied to
career development through promotions and
incentives, as well as through job enrichment.
Furthermore, two development
programs have been organized for new
employees, through which they are trained
practically and theoretically on how to
perform their duties over a one-year period.
The theoretical part of the training program
consisted of an introduction to the different
Less than 30 Less than 30
Between 30-50 Between 30-50
More than 50 More than 50
16 40
25
25
14 5
6
7 3
1 0
22 35
68
24 52
33
15 7
11
15
3 0
0
19

23. aspects of banking, and was extensively
covered in 72 training days; a total of
286 training hours for each development
program. The training program appoints
experienced and qualified bank employees
as counselors and mentors to provide
guidance and support to those who make it
past the probation period and increase the
productivity of new employees that have
recently graduated from college and joined
19915 6408 47020661 5212 394
Numberoftrainingcourses
Numberofparticipants
Numberofdays
The Fast Track program is one
of our specialized programs
that are concerned with
enhancing and nurturing
promising and talented
recruits. An intensive program
was organized in 2012 for
students that graduated at the
top of their class under the
title “Ahli Merits - »∏gC’GπFGhCG” in
order to prepare these fresh
graduates holding a bachelor’s
degree in management,
business or humanities
specializations for taking up
leading jobs in support groups.
1/15 2/4 3/20 4/5 6/24 6/23 7/11 10/27 13/13 15/10 16/6 45/58 22/23 35/39 35/68 54/20 55/58 65/46
the workforce.
The bank has extended its efforts to
enrich its human resources through the
use of internships. The bank believes in the
importance of attracting young men and
women and investing in them in order to
hire them as employees of the bank. This
is a wise policy aimed at sustaining the
bank’s success through the success and
accomplishments of its staff.
Comparison Between 2011 & 2012 Training
Courses Held by Field of Training
Comparison Between
the Number of Training
Courses and Number of
Participants and Number
of Training Days in 2011
and 2012
2011
2012
Moreover, a training program
launched in 2011 for credit
officers was also completed in
2012. Sixteen credit officers
received certification after
passing the practical and
theoretical training in addition
to the examinations, and
completed 134 days of training
amounting to approximately
1,076 hours.
WALKINGTHETALK
2011
2012
Theprogramconsistsofpracticaland
theoreticaltrainingandamountsto
606traininghourscompletedoverthe
spanof75trainingdays.
PCCourses
AuditingCourses
Professional
Courses
Accounting
Courses
ITCourses
Operations
Courses
TreasuryCourses
CreditCourses
Human Resourc-
esCourses
LegalCourses
FinancialCourses
Risk–Compli-
anceandInstitu-
tionalGover-
nanceCourses
Management
Courses
Marketing: Sell-
ingTools&Skills
NewBanking
Products
Functional
Courses
Technical
Courses
PersonalSkills
20

24. EMPLOYEE SOCIAL ENGAGEMENTWORKING ENVIRONMENT
Considering health and safety
measurements across all its branches−
and as the bank's working environment is
a safe one due to nature of the business−
one of the indicators of low working
conditions-related injuries is the relatively
low absenteeism rate at 0.33% in 2012;
recording only 990 unexcused absence
days (including unapproved sick days
and days of absence without a reason)
out of a total of 304,119 workforce days.
The bank also conducts annual studies
to measure employee satisfaction and the
work environment using questionnaires
and surveys. The bank adopts an open-
door policy and is always keen on
organizing seminars and organized
meetings between employees and
managers in order to build trust and open
communication in the work environment.
Furthermore, the bank continually
improves the benefits and advantages
it offers employees and their families,
such as the savings fund, health and life
insurance and disbursement of a sixteen-
month salary in 2012.
Many excursions and entertainment
events were organized in 2012 on
various occasions. These events were
held to create a friendly and familial
atmosphere for employees to socialize,
forge connections and create networks.
More than 17 events were organized
and witnessed the participation of more
than 2,900 employees compared to
1,900 employees participating in similar
events in 2011.
In 2012, the human resources group
launched the “Ahli Walk” team on
World Health Day. The team members−
employees, customers and friends of
Jordan Ahli Bank−have kept their walking
routines up and running, even a year
later. The idea behind this team was to
strengthen the bonds of cooperation and
friendship between the bank's employees
and promote health and physical wellness
amongst them; a clear reflection of the
bank's family-oriented culture.
Marking the World No Tobacco Day,
the human resources department organized
a seminar on the dangers of smoking in
cooperation with Pharmacy One, which was
aimed at promoting a healthy and smoke-free
work environment and raising the awareness
of the bank's employees on the health,
psychological and economic ramifications
of smoking. The bank encouraged its
employees to quit smoking by providing
them with information on how to fight and
overcome this addiction in order to improve
their general wellness, and at the same time
maintain a healthy work environment.
1900 2900
1711
participants in 2011 participants in 2012
activities in 2012activities in 2011
21

25. ENGAGING EMPLOYEES (VOLUNTEERISM)
With its growing culture of caring for
society, the bank’s employees reflected this
culture through a number of volunteer
activities throughout 2012.
For example, a blood donation
campaign was organized by our employees,
reinforcing responsible citizenship by
donating blood to patients in need.
In addition, a number of the bank's
employees participated in the Operation
Smile campaign in Mafraq, which the bank
sponsored by offering financial support,
while the bank's employees provided
a helping hand to this humanitarian
campaign, reflecting the bank's particular
commitment to helping its local community. Employee Hanan Abu Hidbeh
“Volunteerism
is a way to please God.”
Employee Marwan Khreisat
“Volunteerism
is a duty for
each committed citizen.”
Employee Rania Wahbeh
“There is nothing more
beautiful
achildinneedwhenbeinghelped.”
than the laughter of
WALKINGTHETALK
22

26. VOLUNTARY CONTRIBUTIONS AND COMMUNITY INVESTMENTS
While the bank’s strategic CR thinking
has started taking a more focused
direction in 2012, the bank still believes in the
importance of the philanthropic giving of large
organizations to the societies they operate
in, and the important role such contributions
can have in infrastructural development,
building economic and societal capacities
and alleviating many of the social pains that
need direct monetary donations. As such,
Jordan Ahli Bank has donated a total of JOD
410,923 to civil society organizations and
non-governmental organizations in Jordan
that work on fighting poverty and illiteracy,
improving the living conditions of children,
orphans, women and people with disabilities
and supporting the culture of art and music
amongst other noble causes.
Moreover, the bank has actively
participated and contributed with a total
of JOD 92,835 towards the success of socio-
economically focused initiatives and events
detailed by type as follows:
Component Value
Directeconomicvaluegenerated
Revenues JOD 88,507,396 (net
sales plus revenues from
financial investments and
sales of assets)
JOD 31,939,749 (payments
to suppliers, non-strategic
investments, royalties and
facilitation payments)
JOD 27,498,223 (total
monetary outflows for
employees (current
payments, not future
commitments)
JOD 0(thebankdidnot
distributeanyprofitsto
stakeholders)
JOD 503,758 (voluntary
contributions and
investment of funds in
the broader community
(includes donations)
JOD 19,764,700(investments,
equityrelease,etc.)
JOD 8,800,966(gross
taxes)
Economicvaluedistributed
Operatingcosts
Employeewages
andbenefits
Paymentstoproviders
ofcapital
Paymentstogovernment
(bycountry)
Communityinvestments
Economicvalueretained
(calculatedasEconomicValue
GeneratedlessEconomicValue
Distributed)
Voluntary Contributions and Community
Investments
Children & Youth’s
Wellbeing
Economic
Leverage
Art &
Music
23

27. ECONOMIC LEVERAGE
As a key player in the economic wellbeing
of its stakeholders, Jordan Ahli Bank has
actively engaged in several initiatives
and programs that contribute to the
advancement of economic empowerment in
Jordan and beyond.
“Our Company” - “Shirkitna” Program
The bank has contributed to the success
stories of school students by sponsoring the
“Our Company” program; an initiative to
plant seeds of entrepreneurship in schools
across Jordan. The program was available
to secondary school students, starting with
the 11th grade. Teachers were trained on
how to prepare and equip their students
with the tools that can help them become
successful entrepreneurs. The project,
held in collaboration with the Ministry of
Education, trained 3,636 students from
404 schools spread across 38 educational
directorates in Jordan. The student projects
were carried out in different areas of
specialization, including food, embroidery,
handicrafts, stationary, light industry,
general trade and photography.
Amman Tech Tuesdays (#Ammantt)
Jordan Ahli Bank sponsored an Amman
Tech Tuesday event (also known as Amman
TT) that brought together a number of
leading small-sized and startup companies
from various sectors, employees from
various companies, leaders and university
students. Amman TT gives leading
youth the opportunity to showcase their
innovative ideas, projects and startup IT
companies, bringing together a number of
business owners and prominent figures that
participate in the events as keynote speakers,
sharing their expertise and extensive
experiences in the field. Young and aspiring
entrepreneurs enjoy the opportunity to meet
with successful businessmen and introduce
their projects to them.
Queen Rania's National
Entrepreneurship Award
Jordan Ahli Bank sponsored Queen
Rania's National Entrepreneurship Award
as a strategic partner. The 5th annual
award provided incentives for innovative
and creative youth in the IT sector and
encouraged them to persevere and aspire to
become future business leaders who serve
their community and country. The award
offers a platform that bolsters investment
in their creative ideas and puts them on the
fast track of becoming startup projects that
are both business and service oriented and
whose products and services can be exported
to regional and global markets.
Blue Ocean Strategy Seminar
Jordan Ahli Bank sponsored the Blue
Ocean Strategy seminar, which was held
under the patronage of the Minister of
Planning and International Cooperation.
The seminar discussed mechanisms of
strategic transformation in public and
private institutions, as well as how to
generate growth by reshaping market
boundaries and creating new emerging
markets. In addition, the seminar
addressed ideal ways to penetrate these
markets and supply them with innovative
services or products that meet client
needs, creating value for the markets.
It also discussed the tools and concepts
of the Blue Ocean Strategy and its role
in promoting innovation, and thus
competition, and offered practical models
and case studies that would be beneficial
in implementing the strategy.
WALKINGTHETALK
24

28. Qatar, Turkey, and Jordan. Participants
took part in a conference that broadened
their knowledge by facilitating informed
and directed discussions on the latest
economic theories and sharing experiences
in the economic sector, while reenacting
international economic conferences such
as the World Economic Forum and other
conferences organized by the World Trade
Organization.
Balanced Scorecard Training Workshop
Jordan Ahli Bank supported the training
workshop “Balanced Scorecard” as a platinum
sponsor. The workshop was organized by
Tanweer Business Consultancy & Training in
Amman and was attended by the renowned
expert on business management strategy,
Dr. Robert Kaplan, and executives from
top corporations in various sectors on both
local and regional levels. This sponsorship
results from the bank's recognition of the dire
need for managing growth and establishing
appropriate institutional strategies.
developments and that are in line with the
bank’s eagerness to participate in various
events that are supportive of local community
development and the empowerment of
women in Jordan. The forum shed the light
on career achievements of women in Jordan
and the region, highlighting a number of
success stories and addressing the positive
change they helped bring about. The event
included a series of debates featuring
keynote speakers and innovators, notably:
Her Majesty Queen Rania Al Abdullah,
HRH Princess Sumaya Bint El Hassan, Fadi
Ghandour, our own Saad Mouasher, Muna
Suleiman, Professor Saskia Sassen, Majd
Shweikeh, Dr. Hayat Sindi, Dalia Mogahed
and other prominent speakers.
MIT Sloan MBAs
Jordan Ahli Bank sponsored the MBA
students at the Massachusetts Institute of
Technology (MIT) School of Management
Sloan annual tour, which was hosted by
Jordan in 2012 in cooperation with the
Royal Scientific Society and Oasis 500. The
delegation of 70 students participated in
a four-day tour that included a variety of
scientific, cultural and touristic programs,
in addition to meetings with ministers from
different sectors, decision makers, high
officials, economists, political and religious
figures and leading businessmen in Jordan.
Moreover, the program offered specialized
Global Thinkers Forum
The bank sponsored the Global Thinkers
Forum as part of its dedication to support
events that support local community
training workshops on entrepreneurship,
which provided guidance for emerging
businesses, an exchange of expertise and
contacts, and a presentation of successful
projects that were discussed by keynote
speakers and experts from different sectors,
including the banking sector.
JOMEC Conference
The bank was a platinum sponsor of the
Jordan Model Economic Conference
(JOMEC) 2012 that brought together
students and teachers from several schools
and universities from Italy, Egypt, Greece,
25

29. CHILDREN AND YOUTH’S WELLBEING
Jordan Ahli Bank strongly believes that
today's private sector is a key custodian
of the opportunities and resources for
tomorrow's stakeholders – today's children
and youth. With this belief, the bank tried
to elevate some of the concerns and pains
that children and youth are facing in our
societies, and further equip them with skills
and capacities.
Model United Nations Conference
Jordan Ahli Bank was a silver sponsor of
the Model United Nations Conference
(MUN), which was held under the
patronage of HRH Princess Rym Ali at
the Al Asriyya Schools. The conference,
themed "Protect the Children - Protect
the Future", was organized by the school's
MUN club in order to educate participating
students on pressing global issues such as
security, peace, democracy and human
rights, while focusing on the role of
children and youth in shaping a promising
future. It also educated them on the United
Nations agenda by simulating UN General
Assembly meetings. The MUN helps
students develop their research, writing
and speaking skills and communication
with others. Moreover, the conference
allows students to act as ambassadors and
delegates of various countries represented
in the MUN and learn how to negotiate and
understand how conflict resolution works
in a political environment.
Queen Rania’s Award for Outstanding
Jordanian Students
To support academic excellence, Jordan
Ahli Bank sponsored a ceremony honoring
Jordanian students who demonstrated
outstanding academic achievements in
the British System Secondary School
Certificate, and who received Queen
Rania's academic achievement award after
achieving record grades on a global level.
Jordan Ahli Bank Organizes First Discussion
Forum for Female-led Enterprises
In cooperation with the European Bank for
Reconstruction & Development, Jordan
Ahli Bank organized the first discussion
forum for businesswomen managing
small to medium-sized (SME) enterprises.
The forum, entitled “Challenges and
Opportunities” targeted three categories
that included: female business owners,
female business owners that are Jordan Ahli
Bank's clients, and a group of institutions
and companies sponsoring SMEs in
Jordan. A research study was presented at
the forum by European Bank consultant,
Annette Astonge, which explored the role
of female SME managers in creating a more
productive business environment. The
objective of the forum was to complete a
study in partnership between Ahli Bank and
the European Bank for Reconstruction and
Development on how to support the growth
of female-led enterprises.
WALKINGTHETALK
26

30. for Children Club and sponsored by Jordan
Ahli Bank, attracted more than 2,000
participants who came together to support
children in need and with special needs by
collecting donations that would finance the
activities of the Compassion for Children
Club and enable it to continue offering its
service. The march was part of a series of
activities launched by the bank to support
the less privileged children in Jordan. The
march aimed at increasing local awareness
about the sufferings of those kids and
finding solutions to their problems, as
well as bringing them closer to their local
community by taking part in positive
activities that promote a culture of fitness.
The International Arab Youth Conference
Stemming from its continued interest in
supporting youth, Jordan Ahli Bank sponsored
the 32nd International Arab Youth Conference,
which tackled the theme of “Development
and Modern Media”. The conference was
organized by the Royal Cultural Center under
the patronage of Her Majesty Queen Noor Al
Hussein. Jordan Ahli Bank was honored by
Her Majesty Queen Noor Al Hussein for its
continuous contributions to supporting the
youth in Jordan and sponsoring their
various activities.
Supporting Sports Activities
Jordan Ahli Bank remains dedicated to
spreading a culture of fitness, as well as
physical and mental wellbeing, emphasizing
its importance in building team spirit, a sense
of community and confidence amongst youth.
Children’s Museum
Jordan Ahli Bank sponsored the 5th anniversary
of the Children's Museum. The event attracted
a large number of children visiting the
museum as well as a group of orphans, who all
participated in fun activities and games that
included face painting and balloon shaping at a
booth that was specially set up by the bank for
this occasion.
Sahha o Kheir (Health and Charity)
March - 2012
The Sahha o Kheir (Health and Charity)
2012 march took off in Irbid under the
patronage of HRH Prince Faisal Bin Hussein,
Head of the Jordanian Olympic Committee.
The march, organized by the Compassion
Operation Smile
Jordan Ahli Bank extended its support to
the Jordan Operation Smile campaign by
providing silver sponsorship. The bank's
support helped treat children from Mafraq
governorate suffering from congenital
deformities at the Mafraq Obstetrics
Hospital. Over the course of three days,
children suffering from congenital
deformities such as cleft lip and cleft palate,
burns resulting from accidents, and vascular
birthmarks, underwent cosmetic and
reconstructive surgery. The bank's employees
volunteered to offer psychological support to
the children and their parents, and the bank
also organized a fundraising event to collect
donations that would help Operation Smile
treat more children in Jordan.
27

31. To this end, the bank has supported a number
of sports events, including Amman Academy
Basketball Little League, the Ahliyyah School
for Girls Basketball Little League, Rosary
College (Marj Al Hamam) Football Little
League Tournament, Ayman Dais Academy
Basketball Little League, and the Jordanian
Schools' Basketball Little League, which
also included the Ahli Team. Moreover, the
bank has supported World Refugee Day by
sponsoring the Asian Football Development
Project (AFDP) sports day held in Al-Hussein
Sports City. In addition to sponsoring the
20th Prince Mohammed International Chess
Championship, the bank also sponsored a
photography exhibition by Salah Abu Wahdan,
whose work focused on sports in Jordan.
Charity Event
Jordan Ahli Bank patronized an event
celebrating Christmas in collaboration with
the Young Women Christian Association
(YWCA), a non-profit organization based
in Amman. The event included several
artistic presentations, in addition to a charity
lunch held for less advantaged children. All
proceeds raised from the event will benefit
these children.
The bank also patronized a Ramadan
Iftar that hosted around 200 orphans and
needy children in collaboration with the
Children’s Museum. The Iftar included a
tour of the Children’s Museum in addition to
many recreational activities such as magician
and puppet shows. The children were also
given gifts. Jordan Ahli Bank also held two
Ramadan Iftars for the children of Ezz Al Din
Qassem in Al Mahatta Refugee Camp and
the Orphans’ Center in Al Qwaysma area.
Being a friend of the “Badir” initiative,
the bank also patronized an Iftar for the
youth participants of “Youth at Work”
program and their parents, which was
organized by the International Youth
Foundation. The bank also took part in a
number of charitable dinners including
that of the parents of the Physically
Challenged Association, the Rotary
Charitable dinner and the UNICEF fund
raising event that was patronized by her
Royal Highness Princess Alia Al Taba’a.
WALKINGTHETALK
28

32. ART AND MUSIC
We at Jordan Ahli Bank believe that a
culture that nourishes art and music also
helps develop creativity amongst people and
serves as a communication tool between
societies. In 2012, the bank supported a
number of cultural, artistic and musical
events that brought a special touch to its CR
programs for the year.
The Palestinian National Orchestra
Jordan Ahli Bank extended its silver
patronage for two recitals of the Palestinian
National Orchestra that took place in
Amman, organized by Edward Said’s
National Music Academy and Al Balad
Theater. This patronage reflected Jordan
Ahli Bank’s commitment to patronize
committed cultural and artistic functions
in the Kingdom. The bank also recognizes
the importance of these functions in the
development of the arts and in the elevation
of public taste, in addition to its work to
bring to the forefront the works of artists
that opens to them distinguished horizons in
the artistic arena to enable them to transmit
their vision and venues of expression about
the Palestinian cause and identity through
music to the rest of the world.
Naya Female Ensemble Musical Concert
In recognition of the vision of Naya women
singing group, Jordan Ahli Bank supported a
number of the group's activities celebrating
Mother’s Day, the International Woman’s
Day, and Earth Day through two concerts
entitled “Singing Nights”, under the
patronage of the Minister of Culture. The
group presented many songs from the Arab
and Jordanian heritages.
10th
Dialog of Cultures Musical Concert
Jordan Ahli Bank patronized the tenth
musical recital, “Civilizations Dialog”,
which was organized by the Ahliyyah School
for Girls and The Bishop School for Boys
in collaboration with Goethe Institute –
Amman. The German school, Gymnaslum
Helmoholts, took part in this recital as
well. The German band was made up of
60 students, in addition to 6 supervisors.
The “Civilizations Dialog” recital is part
of a cultural exchange program organized
by Goethe Cultural Institute, which
was launched in 1996 aspiring to train
Jordanian musicians at the National
Conservatoire at the hands of the musician
Helmut Brocard, who was able to develop
a local youth orchestra in Jordan through
the presentation of shared musical recitals.
This endeavor aspires to build a musical
and cultural dialog that blends authentic
Arabic and Western Classical music through
contemporary musical compositions.
29

33. include the presentation of distinguished
stories derived from regional and
international experiences. This takes place
through a series of diverse presentations
that emulate human experiences in Arab
and foreign countries.
The Sculptor Artist, Majdi Masharqa,
Exhibition
Within its efforts to support art, Jordan
Ahli Bank patronized the exhibition of the
sculptor artist, Majdi Masharqa, which took
place under the patronage of the Minister of
Media Affairs and the Minister of Culture,
Sameeh Al Ma’ayta, in Tawfiq al Sayed
Gallery in the headquarters of the Sculptors’
Association. The exhibition included many
paintings and sculptors of the artist for
which he received many awards.
Black Iris Festival
Jordan Ahli Bank extended its platinum
patronage for the fifth Black Iris Festival
under the title “Jordanian Talents”. The
bank provided a number of participants with
the chance to win iPhones and Samsung
mobile phones through their expression
of their personal opinions in a draw that
launched their “power to change”, which
was derived from the banks’ slogan “My
Power of Change”.
Hakaya Festival - Fifth Edition
Consistent with its support of cultural
and artistic activities, Jordan Ahli Bank
patronized the fifth Hakaya Festival that
annually takes place in collaboration with
the European Union by Al Balad Theater.
It is a festival that has been celebrating for
many years theatrical and artistic reading
and writing activities in an attempt to
sustain the formation of identity and dialog
amongst different societal sectors. This
festival consists of many functions that
WALKINGTHETALK
30

34. This pillar aims at positioning Jordan Ahli
Bank as a provider of responsible, sustainable
and innovative banking services. There are many
approaches to achieve market leadership.
Jordan Ahli Bank is developing a new niche
for market leadership in the area of sustainable
and responsible banking. We strongly believe that
we can generate added value and competitive
advantage while fulfilling our CR promises
through responsible, sustainable banking.
The objective here is to come up with
innovative banking products and services that
would create a paradigm shift in how clients
perceive sustainable development in the matter
of societal and environmental impacts. The aim
is to create a demand for products and services
that contribute positively to society and the
environment and engage clients in
such contributions.
INNOVATIVE PRODUCTS AND SERVICES
WITH SOCIAL AND ENVIRONMENTAL IMPACT
The bank’s committed vision endeavored to
develop and diversify its electronic banking
services, hence launching its Ahli Mobile
campaign to become a pioneer in this area;
providing customers with the opportunity
to manage and follow up on their accounts
24/7, in addition to providing other
electronic channels available at Jordan Ahli
Bank including (Ahli Online, Ahli Phone,
ATM machines distributed across the
Kingdom, as well as SMS banking services).
Ahli Mobile services allow customers
to perform banking operations, make
inquiries about their accounts through
specialized programs available on smart
phones, including iPhones, Android phones
and BlackBerry phones.
RESPONSIBLEBANKING
Innovative
Products&
Services
Responsible
Lending
ResponsibleBanking
It is worth mentioning that during the
year 2012, the bank also started designing and
developing a number of new services, features
and policies that would reflect its interest and
care about clients' needs, and extend to reach
a wider supply chain. The bank has achieved
this by creating and investing in innovative
products and expanding its services that have
a social and environmental impact, and which
set a foundation for new responsible lending
policies in the years to come.
31

35. RESPONSIBLE/ETHICAL LENDING
As a new practice towards raising a culture
of sustainability amongst its different
stakeholders through its banking services, in
2012, Jordan Ahli Bank began the design of
a communication campaign and new policies
that would encourage certain groups of
clients and suppliers to apply sustainability
practices in their businesses. This approach
is the result of the bank's strong belief that
it takes an integrated ecosystem of public,
private and civil society organizations to raise
the economic and societal conditions that
would benefit all members of the society and
the economy.
The most important services provided
through Ahli Mobile are:
Inquiring about credit and debit accounts as well
as credit cards
Inquiring about account and credit cards
transactions
Internal account transfers
Suspension of ATM cards
Calculation of interest on deposits and loans
In addition to several other services provided to
facilitate customer-related services.
This service is considered amongst those that
maintain the culture of sustainability and selling
awareness; due to economizing in the use of
printed paper and lowering customers’ visits to
the bank, which results in the reduction of fuel
and transportation consumption whilst also
improving customer satisfaction and freeing up
valuable customer time.
RESPONSIBLEBANKING
32

36. The third pillar of Jordan Ahli Bank's
CR direction brings with it a wider
perspective and responsibility of a financial
institution, reaching beyond mere financing
and banking services.
Jordan Ahli Bank has already been
perceived for years as a national bank with
an ethical and social responsibility attached
to its core values and “reason for existence”
in the Jordanian market. People already
perceive it as a bank that empathizes with
people's genuine concerns; hence, many
organizations do not hesitate to knock its
doors for support and contribution to many
different social development projects.
In 2012, the bank started
and continued a number of
programs and initiatives that
would contribute sustainably
towards a better local socio-
economic development as
follows:
EQUIPPING & ENABLING SMES
As part of its contributions towards better
socio-economic development, Jordan Ahli
Bank launched an SME Academy Unit - the
first of its kind amongst local and regional
banks - that aims at enabling and equipping
Small and Medium Enterprises (SMEs),
at no charge, to become more bankable,
tax literate, and capable of growing and
managing sustainable businesses with
needed financial and business planning tools.
The unit also helps business entrepreneurs
LOCALSOCIO-ECONOMICDEVELOPMENT
Nevertheless, the new CR strategy
of Jordan Ahli Bank seeks to direct the
bank's efforts in a way that would create a
shared value for both the bank's business
and the societies as reflected clearly in the
second pillar “Responsible Banking”. The
CR strategy also seeks to position the bank
as a major player in enabling better local
socio-economic development. By leveraging
societies from an economic perspective, the
whole ecosystem within which Jordan Ahli
Bank operates will be a more competitive
market that would eventually result in better
business prospects and opportunities for job
creation and growth.
Equipping
&Enabling
SMEs
Micro
Financing
Raising
Awareness
AroundCR&
Sustainability
LocalSocio-
Economic
Development
with the
knowledge
and capacity
needed to
penetrate
new markets.
The Academy also provides services for
pioneers who want to establish new projects.
The Academy launched its operation during
the last quarter of 2012 through executing
two training activities in the fields of strategic
marketing and human resources management
33

37. Raising Awareness around
Corporate Responsibility and
Sustainability
In its attempt to promote the aspired
environmental progress and to spread
increased awareness regarding corporate
responsibility and sustainability amongst those
working in the private sector, Jordan Ahli Bank
was among the organizations that sponsored
the Queen Alia Award for Social Responsibility
for the years 2011/2012 to minimize the use
of plastic bags, and raise awareness on the
negative impact they can have on health and
the environment, particularly regarding the
ill practices demonstrated when disposing of
them. The campaign also hoped to encourage
the replacement of those bags with paper or
cloth ones, which are environmentally friendly.
The logo of the campaign was “Do not overuse
plastic bags, and decrease the amount you
consume”. The competition that has been
launched by the Jordanian Hashemite Fund
for Human Development in 1995 is one of the
annual competitions that endeavors to raise
awareness and to prompt social responsibility
in hope to reinforce healthy environmental
practices and to protect the safety of society
and life on Earth.
The bank also supports CSR in Action
program through the active participation of
its employees in the program. The program
has been designed and organized by the
Ahli Holdings Group as a regional initiative
for a specialized group of SME customers.
25 participants participated in each activity;
belonging to several small and medium-
sized companies from amongst the overall
15,000 companies of this category who are
customers of the bank.
for social responsibility, which supports
the youth in the region in partnership and
collaboration with the Center of Business
Development. The program included the
participation of 27 young Jordanian men and
women in intensive sessions and workshops
to reinforce their knowledge about a range of
issues that included the concept of corporate
social responsibility, planning and execution
of projects mechanisms, in addition to raising
appropriate funding in the hope of reinforcing
their skills and capacities as well as equipping
them with required tools to establish and
launch their initiatives and projects to
maintain their sustainability.
Al Ahliyyah - Micro Finance with
Social and Environmental Focus
Al Ahliyyah for Micro Finance was established
as a limited liability company in 1999 with
a capital of 750 thousand Jordanian dinars.
The company was founded to continue
supporting economic activities in Jordan,
and to provide services to micro-enterprises
across the Kingdom, as well as to reinvigorate
its economic and social role and authentic
participation in the building of the Jordanian
economy. The company increased its capital
over several stages; the latest was in 2011
to become 3.5 million Jordanian dinars. It
provides financial and non-financial services
for debtors and has grown to support 22,000
active microfinance customers.
Al Ahliyyah for Micro Finance endeavors to
provide services and to facilitate the lives
of pioneers who have low income, with a
particular focus on women – who constitute
92% of the current customers – in all parts of
the Kingdom. The company also endeavors
to help customers realize profitable levels of
sustainability through the provision of effective
34
LocalSocio-Economic
Development

38. developmental and high quality services. Al
Ahliyyah for Micro Finance helps its customers
by allowing them to market their products
using many strategies in order to improve their
living and social standards, as well as providing
them with different work experiences. The
company will strive in the years to come
to increasingly direct parts of its allocated
financing towards projects with environmental,
developmental and social dimensions in
an attempt to encourage owners of small
businesses to focus on investing in socially and
environmentally responsible projects.
In addition, the Ahli Microfinance
Company serves the local community by
providing life insurance for its clients,
registering renewed ones in the program
of “Re’aya” (Care) at the Hussein Cancer
Center, providing free medical days,
patronizing a number of employment days
and exhibitions, and signing agreements
with specialized agencies to hold awareness
workshops for clients to improve their project
management skills.
Moreover, stemming from its dedication
to environmental sustainability and spreading
environmental awareness, Al Ahliyyah for
Micro Finance (AMC) signed a memorandum
of understanding (MOU) that aims to
preserve the environment by recycling paper
waste, in addition to forging partnerships
with experienced parties to train clients and
maintain strong channels of communications.
The company has also achieved an
unprecedented market share, amounting
to 8% towards the end of year 2012, with
19,880 clients. Furthermore, the loan portfolio
increased by 44%, reaching JOD 9.2 million
by the end of 2012, compared to JOD 64
million in the previous year (2011), as well as
a growth of total assets by 31%, reaching JOD
8 million by the end of 2012. In addition, the
company achieved growth in property rights
by 10%, reaching JOD 5.6 million by the end of
2012. The company achieved excellent growth
in terms of net profit, with company profits
reaching JOD 564,210 in 2012, compared with
JOD 410,743 in 2011.
35

39. Although Jordan Ahli Bank has actively
issued annual reports on its CR programs
and activities in previous years (2011, 2010,
2009), this report is the first GRI-based CR
report issued by the bank, covering its business
operations within the boundaries of its Jordan
branches during the calendar year 2012. This
report does not include any subsidiary or other
operations of the bank.
The CR assessment we have conducted in
2012 and the new adopted CR direction and
focus areas for the years to come have enabled
us to issue this report in relevance to the
Global Reporting Initiative (GRI) sustainability
reporting guidelines. We give high importance
to such a standardized reporting approach
AboutThis
Report
CONTACT POINTS FOR QUESTIONS
Please direct any questions regarding this
Corporate Responsibility Report to the Head
of our CR Department, Ms. Rania Wahbeh, at
rania.wahbeh@ahlibank.com.jo
or call +962 6 5638800
as it will help us benchmark our progress in
the years to come and allow our stakeholders
to review and compare our sustainability
performance.
This is a self-declared report that meets
the GRI G3.1 application level C. This level
means that the report has covered a list of core
GRI indicators as illustrated in the GRI index
below. These indicators are derived from
the GRI Framework that helps measure and
report economic, environmental and social
performance. Worldwide, this sustainability
framework is the most widely used. We are
committed to reflecting global standards
on a local level and continuously improve
our performance to increase the number of
GRI indicators to report on by the end of our
reporting cycles once every year.
GRI INDEX
G3.1 Content Index - GRI Application Level C
Application
Level C
Assured
by
STANDARD DISCLOSURES PART I: Profile Disclosures
REPORT FULLY ON THE BELOW SELECTION OF PROFILE DISCLOSURES OR PROVIDE A REASON
FOR OMISSION
1. Strategy and Analysis
Profile
Disclosure
Disclosure
Level of
Reporting
Location of
Disclosure
Reason for
Omission
Explanation for the
Reason for Omission
1.1
Statement
from the most
senior decision-
maker of the
organization
2
1.2
Description of
key impacts,
risks, and
opportunities
10
36

40. 2. Organizational Profile
Profile
Disclosure
Disclosure
Level of
Reporting
Location
of
Disclosure
Reason
for
Omission
Explanation
for the
Reason for
Omission
2.1
Name of the
organization 3
2.2
Primary brands,
products and/or
services
4
2.3
Operational structure
of the organization,
including main
divisions, operating
companies,
subsidiaries and joint
ventures
5
2.4
Location of
organization's
headquarters
3
2.5
Number of
countries where
the organization
operates, and
names of countries
with either major
operations or that are
specifically relevant
to the sustainability
issues covered in the
report
3
2.6
Nature of ownership
and legal form 4
2.7
Markets served
(including
geographic
breakdown, sectors
served, and types
of customers/
beneficiaries)
3,14
2.8
Scale of the reporting
organization 3,4
2.9
Significant changes
during the reporting
period regarding
size, structure, or
ownership
4
2.10
Awards received in
the reporting period
Not
applicable
Not
applicable
No awards
were
received
37

41. 3. Report Parameters
Profile
Disclosure
Disclosure
Level of
Reporting
Location
of
Disclosure
Reason
for
Omission
Explanation
for the
Reason for
Omission
3.1
Reporting period (e.g.
fiscal/calendar year) for
information provided
36
3.2
Date of most recent
previous report (if any)
36
3.3
Reporting cycle (annual,
biennial, etc.)
36
3.4
Contact point for questions
regarding the report or its
contents
36
3.5
Process for defining report
content
7-12
3.6
Boundary of the report
(e.g. countries, divisions,
subsidiaries, leased facilities,
joint ventures, suppliers).
See GRI Boundary Protocol
for further guidance
36
3.7
State any specific limitations
on the scope or boundary of
the report (see completeness
principle for explanation of
scope)
7,36
3.8
Basis for reporting on joint
ventures, subsidiaries,
leased facilities, outsourced
operations, and other entities
that can significantly affect
comparability from period
to period and/or between
organizations
3,4
3.10
Explanation of the effect
of any re-statements of
information provided in
earlier reports, and the
reasons for such re-statement
(e.g. mergers/acquisitions,
change of base years/
periods, nature of business,
measurement methods)
Not
applicable
Not
applicable
This is the
first GRI
report
3.11
Significant changes from
previous reporting periods
in the scope, boundary,
or measurement methods
applied in the report
Not
applicable
Not
applicable
This is the
first GRI
report
3.12
Table identifying the location
of the Standard Disclosures
in the report
36
38

42. 4. Governance, Commitments, and Engagement
Profile
Disclosure
Disclosure Level of
Reporting
Location of
Disclosure
Reason
for
Omission
Explanation
for the
Reason for
Omission
4.1 Governance structure of
the organization, including
committees under the
highest governance body
responsible for specific
tasks, such as setting
strategy or organizational
oversight
5,6
4.2 Indicate whether the Chair
of the highest governance
body is also an executive
officer
5
4.3 For organizations that have
a unitary board structure,
state the number and
gender of members of the
highest governance body
that are independent and/
or non-executive members
5,6
4.4 Mechanisms for
shareholders and
employees to provide
recommendations or
direction to the highest
governance body
5
4.14 List of stakeholder
groups engaged by the
organization
8
4.15 Basis for identification and
selection of stakeholders
with whom to engage
8
39

43. STANDARD DISCLOSURES PART III: Performance Indicators
REPORT FULLY ON 10 CORE OR ADDITIONAL PERFORMANCE INDICATORS - AT LEAST 1 FROM EACH
DIMENSION (ECONOMIC, ENVIRONMENTAL, SOCIAL)
Economic
Indicator Disclosure Level of Reporting
Location of
Disclosure
Economic performance
EC1
Direct economic value generated
and distributed, including
revenues, operating costs, employee
compensation, donations and other
community investments, retained
earnings, and payments to capital
providers and governments
23
EC2
Financial implications and other risks
and opportunities for the organization's
activities due to climate change
EC3
Coverage of the organization's defined
benefit plan obligations
EC4
Significant financial assistance received
from government
Market presence
EC5
Range of ratios of standard entry level
wage by gender compared to local
minimum wage at significant locations
of operation
EC6
Policy, practices, and proportion of
spending on locally-based suppliers at
significant locations of operation
EC7
Procedures for local hiring and
proportion of senior management hired
from the local community at significant
locations of operation
Indirect economic impacts
EC8
Development and impact of
infrastructure investments and services
provided primarily for public benefit
through commercial, in-kind, or pro
bono engagement
EC9
Understanding and describing
significant indirect economic impacts,
including the extent of impacts
40

44. Environmental
Indicator Disclosure Level of
Reporting
Location of
Disclosure
Materials
EN1 Materials used by weight or volume
EN2
Percentage of materials used that are recycled input
materials
Energy
EN3 Direct energy consumption by primary energy source
EN4 Indirect energy consumption by primary source
EN5
Energy saved due to conservation and efficiency
improvements 16
EN6
Initiatives to provide energy-efficient or renewable
energy based products and services, and reductions in
energy requirements as a result of these initiatives
EN7
Initiatives to reduce indirect energy consumption and
reductions achieved 16
Water
EN8 Total water withdrawal by source
EN9
Water sources significantly affected by withdrawal of
water
EN10
Percentage and total volume of water recycled and
reused
Biodiversity
EN11
Location and size of land owned, leased, managed
in, or adjacent to, protected areas and areas of high
biodiversity value outside protected areas
EN12
Description of significant impacts of activities,
products, and services on biodiversity in protected
areas and areas of high biodiversity value outside
protected areas
EN13 Habitats protected or restored
EN14
Strategies, current actions, and future plans for
managing impacts on biodiversity
EN15
Number of IUCN Red List species and national
conservation list species with habitats in areas affected
by operations, by level of extinction risk
41

45. Emissions, effluents and waste
EN16
Total direct and indirect greenhouse gas emissions by
weight
EN17
Other relevant indirect greenhouse gas emissions by
weight
EN18
Initiatives to reduce greenhouse gas emissions and
reductions achieved
EN19 Emissions of ozone-depleting substances by weight
EN20
NOx, SOx, and other significant air emissions by type
and weight
EN21 Total water discharge by quality and destination
EN22 Total weight of waste by type and disposal method 17
EN23 Total number and volume of significant spills
EN24
Weight of transported, imported, exported, or treated
waste deemed hazardous under the terms of the Basel
Convention Annex I, II, III, and VIII, and percentage of
transported waste shipped internationally
EN25
Identity, size, protected status, and biodiversity value
of water bodies and related habitats significantly
affected by the reporting organization's discharges of
water and runoff
Products and services
EN26
Initiatives to mitigate environmental impacts of
products and services, and extent of impact mitigation
EN27
Percentage of products sold and their packaging
materials that are reclaimed by category
Compliance
EN28
Monetary value of significant fines and total number
of non-monetary sanctions for non-compliance with
environmental laws and regulations
13
Transport
EN29
Significant environmental impacts of transporting
products and other goods and materials used for the
organization's operations, and transporting members
of the workforce
Overall
EN30
Total environmental protection expenditures and
investments by type
42

46. Social: Labor Practices and Decent Work
Indicator Disclosure
Level of
Reporting
Location of
Disclosure
Employment
LA1
Total workforce by employment type, employment
contract, and region, broken down by gender 18
LA2
Total number and rate of new employee hires and
employee turnover by age group, gender, and region
19
LA3
Benefits provided to full-time employees that are not
provided to temporary or part-time employees, by
major operations
LA15
Return to work and retention rates after parental leave,
by gender
Labor/management relations
LA4
Percentage of employees covered by collective
bargaining agreements
LA5
Minimum notice period(s) regarding significant
operational changes, including whether it is specified in
collective agreements
Occupational health and safety
LA6
Percentage of total workforce represented in formal
joint management-worker health and safety committees
that help monitor and advise on occupational health
and safety programs
LA7
Rates of injury, occupational diseases, lost days, and
absenteeism, and number of work-related fatalities by
region and by gender
21
LA8
Education, training, counseling, prevention, and risk-
control programs in place to assist workforce members,
their families, or community members regarding
serious diseases
LA9
Health and safety topics covered in formal agreements
with trade unions
Training and education
LA10
Average hours of training per year per employee by
gender, and by employee category
19,20
LA11
Programs for skills management and lifelong learning
that support the continued employability of employees
and assist them in managing career endings
19,20
LA12
Percentage of employees receiving regular performance
and career development reviews, by gender
Diversity and equal opportunity
LA13
Composition of governance bodies and breakdown of
employees per employee category according to gender,
age group, minority group membership, and other
indicators of diversity
5,6,18
Equal remuneration for women and men
LA14 Ratio of basic salary and remuneration of women to men by
employee category, by significant locations of operation
43

47. Social: Human Rights
Indicator Disclosure
Level of
Reporting
Location of
Disclosure
Investment and procurement practices
HR1
Percentage and total number of significant investment
agreements and contracts that include clauses
incorporating human rights concerns, or that have
undergone human rights screening
HR2
Percentage of significant suppliers, contractors and
other business partners that have undergone human
rights screening, and actions taken
HR3
Total hours of employee training on policies and
procedures concerning aspects of human rights that
are relevant to operations, including the percentage of
employees trained
13
Non-discrimination
HR4
Total number of incidents of discrimination and
actions taken 5
Freedom of association and collective bargaining
HR5
Operations and significant suppliers identified in
which the right to exercise freedom of association and
collective bargaining may be violated or at significant
risk, and actions taken to support these rights
Child labor
HR6
Operations and significant suppliers identified as
having significant risk for incidents of child labor, and
measures taken to contribute to the effective abolition
of child labor
Forced and compulsory labor
HR7
Operations and significant suppliers identified as having
significant risk for incidents of forced or compulsory
labor, and measures to contribute to the elimination of
all forms of forced or compulsory labor
Security practices
HR8
Percentage of security personnel trained in the
organization's policies or procedures concerning aspects
of human rights that are relevant to operations
Indigenous rights
HR9
Total number of incidents of violations involving rights
of indigenous people and actions taken
5
44

48. Assessment
HR10
Percentage and total number of operations that have
been subject to human rights reviews and/or impact
assessments
Remediation
HR11
Number of grievances related to human rights filed,
addressed and resolved through formal
grievance mechanisms
Social: Society
Indicator Disclosure
Level of
Reporting
Location of
Disclosure
Local communities
SO1
Percentage of operations with implemented local
community engagement, impact assessments, and
development programs
SO9
Operations with significant potential or actual
negative impacts on local communities
SO10
Prevention and mitigation measures implemented in
operations with significant potential or actual negative
impacts on local communities
13,14
Corruption
SO2
Percentage and total number of business units
analyzed for risks related to corruption
SO3
Percentage of employees trained in the organization's
anti-corruption policies and procedures
SO4 Actions taken in response to incidents of corruption
Public policy
SO5
Public policy positions and participation in public
policy development and lobbying
SO6
Total value of financial and in-kind contributions to
political parties, politicians, and related institutions by
country
Anti-competitive behavior
SO7
Total number of legal actions for anti-competitive
behavior, anti-trust, and monopoly practices and their
outcomes
Compliance
SO8
Monetary value of significant fines and total number
of non-monetary sanctions for non-compliance with
laws and regulations
13
45

49. Social: Product Responsibility
Indicator Disclosure
Level of
Reporting
Location of
Disclosure
Customer health and safety
PR1
Life cycle stages in which health and safety impacts of
products and services are assessed for improvement,
and percentage of significant products and services
categories subject to such procedures
31,32
PR2
Total number of incidents of non-compliance with
regulations and voluntary codes concerning health and
safety impacts of products and services during their life
cycle, by type of outcomes
13
Product and service labelling
PR3
Type of product and service information required by
procedures, and percentage of significant products and
services subject to such information requirements
PR4
Total number of incidents of non-compliance with
regulations and voluntary codes concerning product and
service information and labeling, by type of outcomes
13
PR5
Practices related to customer satisfaction, including
results of surveys measuring customer satisfaction 14,15
Marketing communications
PR6
Programs for adherence to laws, standards, and
voluntary codes related to marketing communications,
including advertising, promotion, and sponsorship
PR7
Total number of incidents of non-compliance with
regulations and voluntary codes concerning marketing
communications, including advertising, promotion, and
sponsorship by type of outcomes
13
Customer privacy
PR8
Total number of substantiated complaints regarding
breaches of customer privacy and losses of customer
data
15
Compliance
PR9
Monetary value of significant fines for non-compliance
with laws and regulations concerning the provision and
use of products and services
13
Fully Reported
Partially Reported
Not Reported
46