P.O.

Box: (9776) Amman 11191 Jordan

Tel. (962 6) 5629400 , Fax: (962 6) 5695604
SWIFT : JKBAJOAM
E-mail : info@jkbank.com.jo

w w w. j k b . c o m

Pharmaceutical Industry in Jordan

A Story of Success and Excellence

Annual Report 2012

ANNUAL REPORT
 Pharmaceutical Industry in Jordan: A Story of Success and Excellence

Amman Branches
Inspired by the Bank’s institutional motto “More than just JKB’s management envisioned the theme “Story of success
a bank”, Jordan Kuwait Bank makes the effort to and excellence” for its 2012 annual report depicting the Branches
Main Branch Jubaiha Branch Nazzal Branch Mecca St. Branch
introduce, every year, a new theme for its annual report; unique and distinctive success story of the pharmaceutical Tel. 5629400 – Fax 5694105 Tel. 5346763 – Fax 5346761 Tel. 4383906 – Fax 4383905 Tel. 5532156 - Fax 5532152
highlighting examples of innovative models of Jordanian industry in Jordan represented by the model company, Abdali Branch Amra / Um Outhaina Branch Mecca Mall Branch Al-Rawnaq Branch and
persons and institutions who have been recognized Hikma Pharmaceuticals PLC, and its chairman and founder, Tel. 5629400 – Fax 5662374 Tel. 5535292 – Fax 5516561 Tel. 5517967 – Fax 5517836 Tel. 5850392 - Fax 5850327
locally and globally for their ingenuity and exceptional His Excellency Dr. Samih Darwazah. Jabal Amman Branch Abdoun Branch Al-Rabiyah Branch Southern Sweileh Branch Offices
achievements across the economic, social, artistic and The pharmaceutical industry in Jordan enjoys a high Tel. 4641317– Fax 4611391 Tel. 5924195 – Fax 5924194 Tel. 5510839 – Fax 5511479 Tel. 5356259 – Fax 5356830
cultural arenas. reputation and occupies a prominent position both at Wehdat Branch Abu-Nsair Branch Al-Mougablain Branch Zain Office
Tel. 4777174 – Fax 4750220 Tel. 5235223 – Fax 5235226 Tel. 4203723 – Fax 4203715 Tel. 5810734 - Fax 5810927
home and abroad. It is one of the major pillars of the Commercial Center Branch Marka Branch Marj El-Hamam Branch King Abdullah Bureau Office
economy and is a leading partner towards our country’s Tel. 4624312 – Fax 4611381 Tel. 4889531 – Fax 4889530 Tel. 5731053 – Fax 5716832 Tel. 4626990 – Fax 4626995
prosperity and development, as it contributes Tla’ El’Ali Branch Ibn Khaldoun Branch City Mall Branch Mecca Mall Office
significantly to the gross domestic product and has an Tel. 5532168 – Fax 5518451 Tel. 4613902 – Fax 4613901 Tel. 5824318 – Fax 5825426 Tel. 5813954 – Fax 5814239
important share of the total national exports. Jabal Al-Hussein Branch Shmeissani Branch Wadi Saqra Branch Petra University Office
Tel. 5658664 – Fax 5658663 Tel. 5685403 – Fax 5685358 Tel. 5679241 – Fax 5679146 Tel. 5711283 – Fax 5713079
While shedding light on the pharmaceutical industry in
Abu-Alanda Branch Vegetable Market Branch Dabouq Branch Sweileh Office
Jordan, it is imperative to also shed light on one of the Tel. 4162756 – Fax 4161841 Tel. 4127588 – Fax 4127593 Tel. 5412312 – Fax 5521337 Tel. 5359986 – Fax 5359964
largest and leading companies in the industry, Hikma Yarmouk Branch Madinah Munawarah St. Branch Al-Madina Al-Riyadiyah Branch Dair Ghbar Office
Pharmaceuticals, which has managed over the years and Tel. 4779102 – Fax 4750230 Tel. 5533561 – Fax 5533560 Tel. 5162165 - Fax 5162358 Tel. 5853854 – Fax 5853705
since its inception in 1978, to occupy an advanced Wadi El-Seir Branch Sweifiyyah Branch Khalda Branch Auto Loans Unit
position amongst some of the largest pharmaceutical Tel. 5858864 – Fax 5810102 Tel. 5851028 – Fax 5851931 Tel. 5370835 - Fax 5370925 Tel. 5535115 – Fax 5535116
companies worldwide and enhance its presence in
various foreign markets through its diverse and Middle Region Branches
distinctive products. We cannot pass this opportunity
Baq’ah Branch Madaba Branch Al- Ahliyyah Amman University Branch Al-Salt Office
without expressing our deepest appreciation and due Tel. 4725090 – Fax 4726101 Tel. 05/3253568 – Fax 05/3253569 Tel. 05/3500029 – Fax 05/3500048 Tel. 05/3558995 – Fax 05/3558994
praise to the successful management and inspiring
leadership of the founder and chairman of the company, North Region Branches
H.E. Dr. Samih Darwazah, a devoted Jordanian with
Irbid Branch Al-Husson St. Branch - Irbid Yarmouk University Branch Al-Mafraq Office
outstanding achievements, distinguished for his
Tel. 02/7243665 – Fax 02/7247880 Tel. 02/7248496/7 – Fax 02/7248498 Tel. 02/7256065 – Fax 02/7255315 Tel. 02/6235901 – Fax 02/6235902
determination and contributions to the development and
prosperity of Jordan, and acclaimed for his great South Region Branches
qualities, ethics and loyalty to our country.
Aqaba Branch Al-Karak Office
JKB’s management and staff are pleased to include in Tel. 03/2015190 – Fax 03/2016188 Tel. 03/2396102 – Fax 03/2396002
the Bank’s 2012 annual report some words and pictures
of the pharmaceutical Industry in Jordan and Hikma Zarqa Area Branches
Pharmaceuticals, and to express our appreciation and
Zarqa Branch Russaifeh Branch Zarqa Free Zone Branch New Zarqa Branch
admiration for the success of all the companies and Tel. 05/3997088 – Fax 05/3998677 Tel. 05/3744151 – Fax 05/3744152 Tel. 05/3826196 – Fax 05/3826195 Tel. 05/3864556 – Fax 05/3864557
affiliates within this sector, wishing them all further
success and continued excellent achievements. Branches outside Jordan
Regional Management & Ramallah Branch Nablus Branch Cyprus Branch
Tel. +970 22 406447 – Fax +970 22 406443 Tel. +970 92 376413/4 – Fax +970 92 377181 Tel. +357 25 875555 – Fax +357 25 582339

ATM Locations
Head Office (Drive Thru ATM) Al-Mougablain Branch Petra University Office
Head Office / Main Street Sweifiyyah Branch Sweileh Office
Cyber Branch - Jabal Amman Abdoun Branch Safeway-Shmeissani
Zarqa Branch Abu-Nsair Branch Zain Headquarters
Wehdat Branch Mecca Mall Branch-Mecca St. Arab Orient Insurance Co.
Tla’a El’Ali Branch Mecca Street Branch Cozmo Center
Jabal Al-Hussein Branch Marj El-Hamam Branch City Mall
Aqaba Branch Wadi Saqra Branch Al-Baraka Mall
Abu-Alanda Branch Al-Rabiyah Branch Crown Plaza Hotel
Yarmouk Branch Dabouq Branch Ramada Hotel
Wadi El-Seir Branch Irbid Branch Kempinski Hotel-Aqaba P.O.Box 9776, Amman 11191 - Jordan
Jubaiha Branch Al-Husson St. Branch-Irbid Jabal Al-Weibdeh Tel. (962 6) 5629400 , Fax (962 6) 5695604
Russaifeh Branch Yarmouk University Branch- Irbid Isteklal Hospital SWIFT: JKBAJOAM
Amra Branch Al-Madina Al-Riyadiyah Branch Rawhi Pharmacy / Abdoun
E-mail:webmaster@jkbank.com.jo
Marka Branch Khalda Branch Mobile ATM
http://www.jkb.com
Ibn Khaldoun Branch Al-Rawnaq Branch Al-Manaseer Gas Station / Wadi El-Seir
Shmeissani Branch Southern Sweileh Branch Al-Manaseer Gas Station / Zarqa
Madinah Munawarah Branch Commercial Center Branch ATM for persons with visual disabilities/ Jabal Amman
New Zarqa Branch Al- Ahliyyah Amman University Branch ATM for persons with visual disabilities / Jubeiha Branch
Madaba Branch Dair Ghbar Office Ramallah Branch
Nazzal Branch Al-Mafraq Office Nablus Branch
Cyber Branch-Sweifiyyah Al-Salt Office
Baq’ah Branch Al-Karak Office
 His Majesty King Abdullah II, of Jordan, inaugurates Hikma Farmacêutica
in Portugal along with Dr. Samih Darwazah and members of the staff.

THE PHARMACEUTICAL INDUSTRY IN JORDAN

Industry Reputation and Development Over the Years Government Concessions

Jordan is considered a pioneer among the countries in the The pharmaceutical sector in Jordan has been offered
Arab world in terms of the pharmaceutical industry. The certain concessions by the government, considering the
first Jordanian pharmaceutical factory was founded in importance of the sector, in terms of promoting the
1962, and since then, the industry grew significantly. 'The contract agreements (licensed manufacturing and
pharmaceutical industry in Jordan has grown impressively marketing rights) between multinational pharmaceutical
and as of 2010, there were 17 pharmaceutical companies and local companies. Most pharmaceutical
manufacturing companies. imports are from European countries and comprised
largely of those therapeutic classes not covered by local
The pharmaceutical industry is the second largest
production. Almost 90% of the total revenues are derived
exporting industry in Jordan, representing 8% of the
from branded generics, whereas under-licensed products
country’s total exports during the period 2004 to 2008,
contribute to the majority of the remaining revenues.
which included 84% human medication, thus contributing
strongly in reducing the deficit in Jordan’s trade balance.
The pharmaceutical exports extended to more than 60
Types of Products
countries worldwide, including the US and the EU, due to The industry caters to two main markets: Prescription and
its high quality, excellent reputation and affordable prices. Over-the-Counter (OTC) medication. Specialties include
It became an export-driven sector, where 75% of the local antibiotics, anti-ulcer cures, hormones and anti-cancer
pharmaceutical products are manufactured for exporting treatments. Jordanian pharmaceutical firms are venturing
purposes, mainly to Arab countries, accounting for more into bio-technology. The local pharmaceutical companies
than 80% of the total pharmaceutical exports. Among are primarily engaged in producing several dosage forms
these countries are Saudi Arabia, Algeria and Iraq. Despite such as solids, semi-solids, liquids and aerosols. Dr. Samih Darwazah, Founder and Chairman of
this, the companies are now focusing increasingly on
Competitive Advantage Hikma Pharmaceuticals PLC listed on the London
geographical expansions in areas such as Eastern Europe
(including former Soviet Union) and Africa to drive growth. The most important competitive advantages of the
Stock Exchange since 2005, was employed at Eli
The pharmaceutical industry in Jordan has benefited from the Jordanian pharmaceutical companies are: Lilly from 1964 to 1976 before establishing Hikma
growth in Middle Eastern economies (mainly the GCC - More than half of the pharmaceutical companies were Pharmaceuticals in Jordan in 1978. Between
countries) in recent years. The growth in these economies established in the last two decades, most of which are 1995 and 1996 he served as Minister of Energy
has resulted in increased government spending on the state-of-the-art facilities, equipped with advanced
healthcare sector. The healthcare infrastructure has machinery and the latest technologies for increasing
and Mineral Resources in Jordan. He also founded
improved significantly in the region in the past few years. the production capacities, enabling Jordanian the Jordan Trade Association and was a member of
Increasing privatization of healthcare in the region has pharmaceutical companies to partner with foreign
benefited the industry as a whole. In addition, several
the Advisory Economic Council to His Majesty the
companies for manufacturing purposes.
countries have implemented mandatory health insurance late King Hussein of Jordan.
schemes. Demographic trends in the region such as - The Jordanian pharmaceutical industry has accrued
increasing life expectancy and literacy rates are expected to good manufacturing and technical expertise. Jordan
A Fulbright scholar, Dr. Samih holds a Masters
lead to a greater awareness of health-related issues and a became a center for Good Manufacturing Practices
consequent increase in demand for pharmaceutical products. (GMP) in the region, which led to exporting services Degree in Industrial Pharmacy from St. Louis
and expertise in the pharmaceutical industry to many College of Pharmacy, Missouri which he obtained
Physicians, hospitals and pharmacies generally buy the Arab and foreign countries.
pharmaceutical products directly from the manufacturer or in 1964, and a Bachelors Degree in Pharmacy from
through a distributor. Price is not used as a tool to obtain - Rapidly growing health service market: Jordan is a
the American University of Beirut obtained in 1954.
market share since the price is fixed by the Jordanian Food medical hub for GCC with opportunities for
and Drug Administration (JFDA). The pharmaceutical investments in medical services and devices.
Dr. Darwazah was elected Middle East Entrepreneur of the year in 2007 by Ernst and Young. In 2009,
companies try to gain market share by focusing on brand - Attractive Intellectual Property protection
building and thriving relationships with doctors and Dr. Darwazah was elected Chairman of Capital Bank of Jordan and he also served as a member of the
pharmacists. The first company to introduce a generic - Supportive structures: Several inspection entities (e.g.
Food and Drug Administration, Ministry of Health,
Senate of the Hashemite Kingdom of Jordan. Dr. Darwazah was granted an honorary doctorate from
version of a drug would most likely gain the most market
share. private control laboratories) ensure a vigilant sector St. Louis College of Pharmacy in May 2010 and in January 2011, the Samih Darwazah Center for
and high quality products. Innovation Management and Entrepreneurship was established at the OSB (Olayyan School of
The industry is employing around 5,100 people, of which
37% are females. This indicates that the pharmaceutical Business) at the American University of Beirut. Dr. Darwazah was also granted an honorary doctorate
industry in Jordan is leading the way for female degree from the Lebanese American University in 2012 and was granted the WAAAUB (Worldwide
contribution to the economy. Also, holders of REFERENCES:
post-secondary educational degrees (Diploma, BSc, MA,
Alumni Association of American University of Beirut) Distinguished Alumni Award for 2012.
1. Jordan Investment Board-pharmaceutical
MSc, and PhD) are representing more than 67% of the 2. Pharmaceutical Industry Data Bank, 2010 (JAPM publication)
total employees, which indicates that the industry is 3. Global Investment House KSCC - June 2007:
based on strong and adequate human resources. http://www.globalinv.net
 Hikma Pharmaceuticals: trusted to deliver better health Hikma's Rank in MENA Hikma's Market Share in USA Amongst Top US
Generics Injectables Suppliers
access to the fast growing MENA markets. Over 100 ($ million) ApotexCorp, 1.20 %
HIKMA PROFILE Wockhardt America,
1.10 %
products are in-licensed. Our key partners are CellTrion, Pfizer, 1.30 %
Founded by its current Chairman, Dr. Samih Darwazah in Sanofi
Takeda and Astellas. Becton-Dickinson, Medefil Inc., 1.00 %
1978, Hikma Pharmaceuticals PLC is a fast growing GSK 1.30 %

multinational pharmaceutical group focused on developing, Hikma’s vision is to be a leader, both in the Middle East and Novartis American Regent,
3.80 %
manufacturing and marketing a broad range of both branded globally, by demonstrating how the strategic objectives of a Pfizer
SagentPharm,
and non-branded generic and in-licensed products. business can be successfully achieved alongside a Hikma Pharma 4.00 %
sustainable interaction with the natural and social Merck & Co. Henry Schein Inc.,
The group develops, manufactures and markets generic and environments of the communities in which it operates. Hikma
4.10 %
Spimaco
in-licensed pharmaceutical products within three core is a member of the United Nations Global Compact which AstraZeneca Hospira, 32.50 %
businesses; branded, generics and injectables and is promotes corporate citizenship through advocating human Sandoz, 6.90 %
Abbott
distributed geographically in the MENA region, United States rights, decent labor standards, sustainable environment and Novo Nordisk
of America and Europe. Hikma Pharmaceuticals was able to anti corruption. Hikma is also one of the founding members
enter global markets through its constant quest to produce of PACI (Partnering Against Corruption Initiative), an offshoot 0 200 400 600 800 1000 APP, 16.20 %

pharmaceuticals with the highest standards of quality and in of the WEF as well as being a member of the Global Hikma (West-Ward),
accordance with international standards. Hikma was listed SmokeFree Partnership. 16.30 %
on the London Stock Exchange in 2005 and on the Dubai
NASDAQ in 2006. The company has 27 state-of-the-art Hikma Products
manufacturing facilities in 11 countries, most of which are
Hikma’s product portfolio covering key therapeutic areas is
USFDA and/or MHRA approved. In 2012, Hikma achieved
focused on the patient. Its strong product pipeline
revenues of $1108.7 million. As of December 2012, Hikma
demonstrates its commitment to continuing to improve
had 6,500 employees.
people’s lives.
Hikma’s team of more than 1,600 sales and marketing
Hikma’s product range includes anesthetics, anti-histamines,
representatives has helped to establish strong relationships
anti-infectives, cardiovascular & diabetes, central nervous
with physicians, hospitals, pharmacies and purchasing
system, gastroenterology & metabolism, musculoskeletal
groups for hospitals across the MENA region.
system, dermatology, genitourinary system, hormones,
Hikma’s strong market position makes it the partner of oncology, respiratory system, transplantation, vitamins &
choice for multinational pharmaceutical companies seeking supplements and other miscellaneous products.

AWARDS OF 2011 & 2012 Nominations:

Granted Awards: 2012 Dec – Hikma shortlisted for an “ifs ProShare award” by
ifs ProShare for its corporate excellence in the employee
2012 Nov – “Healthcare Company of the Year” by Arabian share ownership industry
Business Achievement Awards for the business
2012 Nov – Hikma was highly commended for “Building
achievements
Public Trust Awards” by PWC for its excellence in Executive
2012 Oct – “2012 IFC Client Leadership Award” by Remuneration Reporting in the FTSE 250.
International Finance Corporation for its sustainable 2012 Feb – Hikma nominated for “Best Investor
development initiatives, excellence in corporate governance Communication Award” for its well-created annual report &
and commitment to local communities. website
2011 Nov – “Hermes Transparency in Governance Award” by 2011 Oct – Hikma named finalist for “M&A Advisor Award”
ICSA for its best audit disclosure for a FTSE 250 company by M&A Advisor for its mergers & acquisitions
 His Majesty King Abdullah II, of Jordan, inaugurates Hikma Farmacêutica
in Portugal along with Dr. Samih Darwazah and members of the staff.

THE PHARMACEUTICAL INDUSTRY IN JORDAN

Industry Reputation and Development Over the Years Government Concessions

Jordan is considered a pioneer among the countries in the The pharmaceutical sector in Jordan has been offered
Arab world in terms of the pharmaceutical industry. The certain concessions by the government, considering the
first Jordanian pharmaceutical factory was founded in importance of the sector, in terms of promoting the
1962, and since then, the industry grew significantly. 'The contract agreements (licensed manufacturing and
pharmaceutical industry in Jordan has grown impressively marketing rights) between multinational pharmaceutical
and as of 2010, there were 17 pharmaceutical companies and local companies. Most pharmaceutical
manufacturing companies. imports are from European countries and comprised
largely of those therapeutic classes not covered by local
The pharmaceutical industry is the second largest
production. Almost 90% of the total revenues are derived
exporting industry in Jordan, representing 8% of the
from branded generics, whereas under-licensed products
country’s total exports during the period 2004 to 2008,
contribute to the majority of the remaining revenues.
which included 84% human medication, thus contributing
strongly in reducing the deficit in Jordan’s trade balance.
The pharmaceutical exports extended to more than 60
Types of Products
countries worldwide, including the US and the EU, due to The industry caters to two main markets: Prescription and
its high quality, excellent reputation and affordable prices. Over-the-Counter (OTC) medication. Specialties include
It became an export-driven sector, where 75% of the local antibiotics, anti-ulcer cures, hormones and anti-cancer
pharmaceutical products are manufactured for exporting treatments. Jordanian pharmaceutical firms are venturing
purposes, mainly to Arab countries, accounting for more into bio-technology. The local pharmaceutical companies
than 80% of the total pharmaceutical exports. Among are primarily engaged in producing several dosage forms
these countries are Saudi Arabia, Algeria and Iraq. Despite such as solids, semi-solids, liquids and aerosols. Dr. Samih Darwazah, Founder and Chairman of
this, the companies are now focusing increasingly on
Competitive Advantage Hikma Pharmaceuticals PLC listed on the London
geographical expansions in areas such as Eastern Europe
(including former Soviet Union) and Africa to drive growth. The most important competitive advantages of the
Stock Exchange since 2005, was employed at Eli
The pharmaceutical industry in Jordan has benefited from the Jordanian pharmaceutical companies are: Lilly from 1964 to 1976 before establishing Hikma
growth in Middle Eastern economies (mainly the GCC - More than half of the pharmaceutical companies were Pharmaceuticals in Jordan in 1978. Between
countries) in recent years. The growth in these economies established in the last two decades, most of which are 1995 and 1996 he served as Minister of Energy
has resulted in increased government spending on the state-of-the-art facilities, equipped with advanced
healthcare sector. The healthcare infrastructure has machinery and the latest technologies for increasing
and Mineral Resources in Jordan. He also founded
improved significantly in the region in the past few years. the production capacities, enabling Jordanian the Jordan Trade Association and was a member of
Increasing privatization of healthcare in the region has pharmaceutical companies to partner with foreign
benefited the industry as a whole. In addition, several
the Advisory Economic Council to His Majesty the
companies for manufacturing purposes.
countries have implemented mandatory health insurance late King Hussein of Jordan.
schemes. Demographic trends in the region such as - The Jordanian pharmaceutical industry has accrued
increasing life expectancy and literacy rates are expected to good manufacturing and technical expertise. Jordan
A Fulbright scholar, Dr. Samih holds a Masters
lead to a greater awareness of health-related issues and a became a center for Good Manufacturing Practices
consequent increase in demand for pharmaceutical products. (GMP) in the region, which led to exporting services Degree in Industrial Pharmacy from St. Louis
and expertise in the pharmaceutical industry to many College of Pharmacy, Missouri which he obtained
Physicians, hospitals and pharmacies generally buy the Arab and foreign countries.
pharmaceutical products directly from the manufacturer or in 1964, and a Bachelors Degree in Pharmacy from
through a distributor. Price is not used as a tool to obtain - Rapidly growing health service market: Jordan is a
the American University of Beirut obtained in 1954.
market share since the price is fixed by the Jordanian Food medical hub for GCC with opportunities for
and Drug Administration (JFDA). The pharmaceutical investments in medical services and devices.
Dr. Darwazah was elected Middle East Entrepreneur of the year in 2007 by Ernst and Young. In 2009,
companies try to gain market share by focusing on brand - Attractive Intellectual Property protection
building and thriving relationships with doctors and Dr. Darwazah was elected Chairman of Capital Bank of Jordan and he also served as a member of the
pharmacists. The first company to introduce a generic - Supportive structures: Several inspection entities (e.g.
Food and Drug Administration, Ministry of Health,
Senate of the Hashemite Kingdom of Jordan. Dr. Darwazah was granted an honorary doctorate from
version of a drug would most likely gain the most market
share. private control laboratories) ensure a vigilant sector St. Louis College of Pharmacy in May 2010 and in January 2011, the Samih Darwazah Center for
and high quality products. Innovation Management and Entrepreneurship was established at the OSB (Olayyan School of
The industry is employing around 5,100 people, of which
37% are females. This indicates that the pharmaceutical Business) at the American University of Beirut. Dr. Darwazah was also granted an honorary doctorate
industry in Jordan is leading the way for female degree from the Lebanese American University in 2012 and was granted the WAAAUB (Worldwide
contribution to the economy. Also, holders of REFERENCES:
post-secondary educational degrees (Diploma, BSc, MA,
Alumni Association of American University of Beirut) Distinguished Alumni Award for 2012.
1. Jordan Investment Board-pharmaceutical
MSc, and PhD) are representing more than 67% of the 2. Pharmaceutical Industry Data Bank, 2010 (JAPM publication)
total employees, which indicates that the industry is 3. Global Investment House KSCC - June 2007:
based on strong and adequate human resources. http://www.globalinv.net
Public Ltd. Company
Established 25/10/1976
Commercial Register Number 108
Paid-up Capital JD 100 million (USD 141 million)

Member of Burgan Bank Group

Our Vision... “ To be one of the pioneer Arab banks through offering distinguished comprehensive
banking solutions, in line with the latest developments in banking industry and e-business
in the world “

Our Mission... “ We are a Jordanian banking institution which offers global services assured with high
quality and professionalism by taking full advantage of the Bank’s advanced technological
capabilities and its staff efficiency to render qualified services to customers. JKB seeks to
diversify its customer base to include various Jordanian & Arab economic sectors, in order
to achieve a rewarding yield to shareholders, in addition to enhance the national economy
development, and society welfare.”
 Contents

Board of Directors 11

Message from the Chairman 12

The Board of Directors’ Statement on Corporate Governance 15

Management Discussion and Analysis 20

JKB Activities & Achievements in 2012 21

Major Financial Indicators and Ratios 2012 & 2011 29

Executive Management 30

2013 Business Plan 31

Independent Auditor’s Report 34

Consolidated Financial Statements for 2012 36

Notes to the Consolidated Financial Statements 41

Additional Disclosure 83

Annex: JKB Corporate Governance Manual

 HIS MAJESTY
KING ABDULLAH II BIN AL-HUSSEIN
 HIS HIGHNESS
SHEIKH SABAH AL-AHMAD AL-SABAH
EMIR OF THE STATE OF KUWAIT
 HIS ROYAL HIGHNESS
PRINCE HUSSEIN BIN ABDULLAH II
THE CROWN PRINCE
 11 A nnual R eport 2 0 1 2

Board of Directors

Chairman
H.E. Mr. Abdel Karim A. Kabariti

Vice Chairman
Mr. Faisal Hamad Al-Ayyar
Rep.: United Gulf Bank – Bahrain

Members Mr. Emad Jamal Kudah

Rep.: Social Security Corporation – Jordan

Mr. Masaud Mahmoud Jawhar Hayat

Rep.: Al– Futtooh Holding Co. – Kuwait

Mr. Tariq Moh’d Abdul Salam

Rep.: Kuwait Projects Co. (Holding) – Kuwait

Mr. Farouk Aref Al-Aref

Dr. Yousef Musa Goussous

Rep.: Burgan Bank – Kuwait

Mr. Mansour Ahmad Louzi

Rep.: Strategy Co. for Investments – Jordan

Mr. Bijan Khosrowshahi

Rep.: Odyssey Reinsurance Co. – U.S.A

Board Secretary/General Manager

Mr. “Moh’d Yaser” M. Al-Asmar

Auditors
Deloitte & Touche (M.E.) – Jordan
 J ordan K uwait B ank 12

Message from the Chairman

To the Shareholders, budget deficit, the increasing balance of payments’ current account
deficit, growing debt and the Central Bank of Jordan’s decreasing
I am delighted to present to you, on behalf of myself and my fellow foreign-exchange reserves. Although those challenges have already
board members the 36th annual report outlining the Bank’s results, been faced and did not emerge in 2012; they have grown beyond
achievements and its consolidated financial statements for the fiscal the government’s ability to handle. After the government reached
year ending on December 31, 2012. a conviction that it cannot continue with dismissing problems or
More than four years have passed since the outbreak of the global providing temporary solutions, it developed, after consultations with
financial and economic crisis, and the global economy continues the Central Bank of Jordan and the IMF, a national economic and
to suffer from its direct and indirect consequences. Although there financial reform program, sponsored and supported by the IMF with
were some positive signs in late 2012 indicating a rather slight a USD 2 billion loan to be disbursed over 36 months, in conjunction
recuperation in the global economy, those signs did not quite with the implementation of the program. Moreover, the government
materialize due to the depth of the financial repercussions in the pledged to implement a series of measures aiming to reduce the
Euro zone as the European sovereign-debt crisis now constitutes the deficit and address fiscal imbalances, and started with the removal
greatest threat to the global economy, in addition to the concerns of fuel subsidies and floating its prices. In order to avoid the negative
raised by the so called U.S. fiscal cliff, which cast doubt on whether repercussions of such a decision, the government initiated a program
the global economy is going through temporary turbulent times or offering cash subsidies to low income citizens which helped, to a
that the status quo is going to last and lead to further deterioration certain extent, to alleviate the impact of price hikes on that segment
and widened uncertainty; uncertainty being the nemesis of rebuilding of the population.
confidence in the global economic performance. The activities and growth rates of the banking sector were good in
Although the global financial and economic crisis presented a wide 2012, nonetheless; they were still below aspirations, as the sector
range of issues and impacts; it offered several lessons and posed was still suffering from the decelerating and weakening economic
serious challenges and tough choices for politicians, economists cycle, the investors’ diminishing interest in starting new projects or
and investors worldwide, which motivated everyone to introduce new expanding existing ones and the decline in cash flows and stock prices
economic ideas, programs, plans, policies, and maybe even new in the financial market. Amongst the most important challenges
economic theories, some succeeded and others failed. Regardless that faced the banking sector were the decline of collaterals’ value
of the solutions and their application; the outcome of lessons was such as stocks and real estate, which became difficult for debtors to
a set of new operational regulations, business ethics and financial, liquidate in order to pay off their debts or the interests payable, and
regulatory and legal controls, which may constitute the first and most the growing tendency for some individuals or companies to abandon
important step in the economic recovery and growth journey. their financial obligations and commitments leaving the banks to
deal with them in the medium to long-term; this attitude is attributed
Locally, the economy stayed in a state of vigilance and uncertainty to the prevailing state of uncertainty and lack of confidence. However,
because of the political and security circumstances in the region we do not rule out other factors such as poor business ethics and the
and the continuing public protests in the national arena demanding procrastination of the judicial system. All of which, led to increase in
political and economic reforms. The protests have recently taken a bad debts liable for legal action and compelled banks to take extra
more realistic turn in terms of size and demands, this may be due precautionary provisions.
to the public’s conviction and realization that the national economic
and political reform programs are genuine, or maybe the people On the other hand, the Central Bank of Jordan carried on with its
learnt from the dramatic developments and how things ended up policy aimed at promoting the Kingdom’s fiscal sustainability, which
in countries that experienced the so called “Arab Spring”, or maybe is outlined to control inflation rates and stabilize the JD exchange
both reasons combined. rate through maintaining a structure of interest rates that is
compatible with domestic and international economic developments,
Overall, the Jordanian economy maintained a relatively balanced maintaining a sufficient amount of foreign-exchange reserves and
performance that was not devoid of positive indicators; represented attempting to conciliate between these goals and those of economic
in real GDP growth rate of 2.8% compared to 2.6% in 2011, stable JD growth. Furthermore, the Central Bank of Jordan’s prudent policy and
exchange rate, strong and safe banking system, increased tourism the vital, rapid and flexible measures it took during the year have
revenues and expatriates’ remittances. As for the private sector, reflected positively on the local currency’s position and helped in
most businesses achieved positive, yet modest growth and many stabilizing its exchange rate, thus reassuring citizens and investors.
companies registered an increase in their profits compared to last
year. After all, what matters most for the economy -under the current The Central Bank of Jordan continued to implement measures aimed
circumstances- is the direction of growth, not mere numbers. at strengthening the banks’ regulatory framework through conducting
reviews of the banks’ internal capital adequacy assessment process
As for the negative indicators, the main challenges were the increasing in order to ensure its financial stability and position and ensure
 13 A nnual R eport 2 0 1 2

that adequate risk management measures are in place. Based on With the beginning of the second quarter of 2012, the Bank’s
the reviews, the Central Bank of Jordan can accordingly set certain business and IT teams started the implementation of a project that
capital adequacy standards that suit each bank’s situation, which would replace the Bank’s current electronic banking system with
will render banks better prepared and more capable to absorb a new one that will provide the Bank with advanced technological
shocks that may be inflicted by future financial and economic crises. capabilities and help in offering more contemporary electronic
banking services. According to the approved implementation plan,
JKB’s Results in 2012 the new system will be installed and operational by the end of the
third quarter of the year 2013.
In 2012, the Bank’s management adopted a three-year strategic
plan (2012-2014) which was based on expectations that the current
state of vigilance and uncertainty in domestic and international The Outlook for 2013
economies will continue for the coming period. Changing from long- It is expected that the national economy will perform better in 2013
term to medium-term planning reflects the management’s vision than in the past year, and that GDP growth rate may rise to 3.5%
of being cautious and wise in dealing with the current conditions; (IMF projection), compared to 2.8% in 2012; even though, political,
nevertheless, having appropriate capacities always available to
economic and social challenges are expected to persist. The
respond immediately to any positive and promising developments.
government attempted in the 2013 general budget, to rectify the flaws
JKB managed to achieve remarkable results and accomplishments, and weakness witnessed in last year’s budget, and thus targeted
and the credit goes to efficient management that was realistic and increasing domestic revenues, controlling current expenditures
capable of dealing with the challenges and circumstances that and improving self-reliance levels. The 2013 budget, however, was
prevailed during the recent period. In 2012, the Bank’s management generous with capital expenditures, which allow for a projection of
made continuous efforts to achieve a balance between growth and higher economic growth and to advance a few steps closer towards
profitability, while abiding by the risk management’s guidelines and restoration of balance in the fiscal and economic areas.
policies, ensuring the quality of assets and safeguarding investments.
To achieve these as well as other objectives, the national reform
The Bank’s wholesale credit activity witnessed both quantitative and program must be properly implemented even though some
qualitative expansion and included direct and syndicated lending undesirable, yet necessary measures have to be taken. Such
to several major private and public companies and institutions. The measures need a high level of awareness and great deal of patience,
retail credit activity also witnessed good growth. In all cases, we in addition to a strong and capable management that demonstrates
have adopted a prudent and balanced credit policy and followed dedication and transparency, as the problem does not lie in the facts;
clearly defined criteria that governed all credit decisions, in addition it is rather in the public’s confidence and expectations.
to enforcing strict monitoring and follow-up systems and improving
documentation and collection procedures. As for us at JKB, we have and will always do our utmost to strengthen
the Bank’s capital base by emphasizing our shareholders’ equity
The results for the year ending on December 31, 2012 showed an which constitutes the most important element of the regulatory
increase of 6.0% in the Bank’s total assets reaching USD 3,398.6 capital. This was achieved through adopting a policy of balanced
million, compared to USD 3,208.0 million in 2011, and the direct profit provisioning and diversifying between cash disbursement
credit facilities (net) increased to USD 1,997.5 million, compared to and retention. We assure our esteemed shareholders that we will
USD 1,761.2 million last year, registering a growth of 13.42%, while continue moving on the same approach, and to increase our efforts,
customers’ deposits and cash margins totaled USD 2,138.8 million so that their investments in this corporation stay safe and continue to
at the end of the year. The results showed a net profit of USD 65.7 grow. We also assure our clients that we will make every effort to meet
million after tax compared to USD 55.9 million in 2011, registering their expectations and be, as we have always been, the initiators of
a growth of 17.4%. Total equity increased by 7.7% reaching USD solutions and ideas that meet their needs, support their businesses,
534.7 million. The above-mentioned results reflected positively and help develop their investment projects that, in return, stimulate
on the Bank’s performance ratios where return on average assets the national economy and secure success for reform and sustainable
registered 1.99% compared to 1.82% in 2011 and return on average development plans.
owners’ equity registered 12.75%, compared to 11.63%. The capital
adequacy ratio registered 16.31%. All such ratios fall within the In conclusion, I would like to express my deep appreciation and
highest levels of pertinent international standards. gratitude to all our esteemed shareholders and valued clients for
their confidence and support. I would also like to express my sincerest
Jordan Kuwait Bank can be viewed as a mirror that reflects the appreciation and gratitude to our strategic partners KIPCO and
performance of the Jordanian economy, particularly the private Burgan Bank Group for their support and cooperation, and stress our
sector, being that large companies and prime business owners interest in investing in the strategic and business relations we share
constitute a significant portion of the Bank’s client base, therefore, with them to allow for further business exchange and create more
all improvements in the companies’ performance reflect in the opportunities for all the Group’s members. I would also like to express
Bank’s results, and vice versa. To substantiate such a perception, my sincerest gratitude to the Central Bank of Jordan, represented by
the Bank continued in 2012 to apply the policies adopted at the H.E. the Governor, his deputies and all administrative and technical
time when the global financial crisis started to affect our national units for their efforts, high professionalism and keenness to improve
economy; the central pillar of the policy is the Bank’s commitment the performance of the banking sector. Thanks also go to the Jordan
to supporting its clients, especially those whose activities declined Securities Commission, represented by H.E the Chairman, board of
due to current circumstances. The Bank’s management, through commissioners and staff, for their efforts and much appreciated role
collaboration and monitoring, re-examined some weak accounts and in enhancing investment confidence and safeguarding investors’
offered adequate objective solutions, including the support needed interests. I would not miss the opportunity to express my gratitude
to stimulate the companies’ business and assist them to sustain and and appreciation to the Bank’s management and staff for their
revive their activities. The recently signed agreement between JKB performance and their concern for the Bank’s best interest and its
and Tameer Jordan Holdings, the owner of Al Andalucia Residential continued success and prosperity.
Project, is one of the Bank’s success stories in this regard. In this
context, we should point out that the Bank is always careful to ensure
adequate collaterals and set forth strict measures and mechanisms
that guarantee continuous monitoring and review of the companies’
performance, all in accordance with internal policies and in Abdel Karim Kabariti
compliance with the regulations enforced by regulatory authorities. Chairman
 The Hikma story…

Group revenue ($ million)

- Acquired Baxter’s Multi Source Injectables (US) in May 2011 HIKMA

- Acquired minority stake in Unimark (India) and Haosun (China) acquires
- Acquired 94.1% of Promopharm in Morocco EPCI in Egypt
- Acquired Elie Pharmaceuticals in Sudan
- Inauguration of Al Dar Al Arabia in Algeria
- Acquired Ibn Al Baytar/ Medicef in Tunisia
- Acquired Al Dar Al Arabia in Algeria
1,108.7
- Acquired Ribosepharm and Thymoorgan
(Germany) in H1 2007
- Acquired Alkan Pharma (Egypt) and APM
(Jordan) in H2 2007 918
- Began manufacturing operations in Trust Pharma Algeria
- Acquisition of the 52.5% of JPI not previously
owned by Hikma
- Became public company listed on LSE
- Acquired Hikma Italia 731

637
- Hikma Pharma (Holding Co) established
in Jersey 581
- Acquired majority interest in clinical pharma
West-Ward (US) acquired research lab (IPRC)
- HIKMA established
in Jordan 449
- Licenses from
Fujisawa Japan Started operations at
Hikma Farmacêutica Jazeera Pharmaceutical
(Portugal) established 317
Industries (JPI) in Saudi
Arabia 262
212
188
138
76 90 99 105
63 57 54 51 67
0 0 1 2 1 2 2 3 5 6 9 10 16 23 35
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012

Thymoorgan, Germany

Hikma Italia

Hikma Farmacêutica, Ibn Al Baytar & Medicef,

West-Ward, USA Tunisia
Portugal

Multi-Source Injectables, USA Promopharm, Morocco Hikma Pharmaceuticals,

Jordan
Hikma Pharma, APM*, Jordan
Algeria
Al Dar Al Arabia, JPI*, Saudi Arabia Hikma Chemicals, Jordan
Algeria

Hikma Pharma, Egypt

Savanna, Sudan

EPCI*, Egypt

Manufacturing Plants R&D Centres

* ‘JPI’ refers to Al Jazeera Pharmaceutical Industries; ‘APM’ refers to Arab Pharmaceutical Manufacturing; ‘EPCI’ refers to Egyptian Company for Pharmaceuticals & Chemical Industries
 15 A nnual R eport 2 0 1 2

The Board of Directors’ Statement on Corporate Governance

JKB adopts a Corporate Governance Manual that was prepared in late 2007 according to best international practices and the instructions of
the Central Bank of Jordan. The aim of the Bank’s adoption of this manual is to achieve corporate governance principles of fair treatment to all
stakeholders; transparency and disclosure of JKB’s actual financial and administrative standing; accountability between the Board of Directors
and the executive management, between the Board and shareholders as well as between the Board and the various stakeholders; in addition
to accountability through the clear segregation of duties and delegation of authority. To achieve greater level of disclosure and transparency,
the Corporate Governance Manual is enclosed with this report after being revised and amended in 2012 to be in line with the Bank’s revised
organizational structure, also included in this report.
The Bank’s organization and administrative procedures are based on the following principles:
• A board of directors is in place that is effective and responsible.
• A clear strategic direction for business development.
• Sound accounting and information disclosure principles.
• Sound decision making mechanisms.
• Performance evaluation linked to the strategy.
• Human resources development.

Board of Directors and Board Committees

Board of Directors
The formation of the Board of Directors is governed by the Jordanian Companies Law and the CBJ Banks Law. The Board is comprised of nine
members elected for tenure of four years.
The current Board of Directors was elected by the General Assembly on March 15, 2009. The Board of Directors elected H.E. Mr. Abdel Karim
Kabariti as Chairman and Mr. Faisal Hamad Al-Ayyar as Vice-chairman.
The main role of the Board of Directors lies in its responsibility of ensuring the soundness of the Bank’s financial standing, and fulfilling
its obligations towards all stakeholders. The Board sets the Bank’s strategic objectives and has oversight responsibility over the executive
management. It is also accountable for ensuring the effectiveness of internal monitoring and control systems and the extent to which the Bank
is abiding by the strategic plans and that written policies covering all of the Bank’s activities are endorsed and in place.
The Board of Directors is also responsible for the credibility of the Bank’s financial reports and ensuring the application of appropriate risks
policies as well as compliance with all laws in force.

Board Meetings
The Board of Directors is comprised of nine members, their names listed below. The Board held seven meetings during 2012 on the following
dates: Jan. 16, Jan. 31, Mar. 27 (2), Jul. 8, Oct. 10 and Dec. 20, 2012. All Board members have attended all meetings as well as the General
Assembly meeting held on March 27, 2012.
The following list shows the name of each Board member and his representation capacity as well as Board sub-committees memberships:

Name Representation Membership in the Board and its committees

Chairman
Chairman, Board Credit & Investment Committee
H.E. Mr. Abdel Karim A. Kabariti Self / Independent
Chairman, Corporate Governance Committee
Chairman, Nominations & Remuneration Committee

Vice Chairman
Mr. Faisal H. Al-Ayyar Rep. United Gulf Bank
Member, Nominations & Remuneration Committee

Board Member
Mr. Emad J. Kudah Rep. Social Security Corp.
Observer, Board Audit & Risk Committee

Board Member
Mr. Masaud M. Jawhar Hayat Rep. Al- Futtooh Holding Co. Member, Corporate Governance Committee
Member, Nominations & Remuneration Committee

Board Member
Mr. Tariq M. Abdul Salam Rep. Kuwait Projects Co. (Holding)
Chairman, Board Audit & Risk Committee

Board Member
Mr. Farouk A. Al-Aref Self / Independent Member, Board Credit & Investment Committee
Member, Board Audit & Risk Committee

Board Member
Dr. Yousef M. Goussous Rep. Burgan Bank
Member, Board Audit & Risk Committee

Board Member
Member, Board Credit & Investment Committee
Mr. Mansour A. Louzi Rep. Strategy Co. for Investments
Member, Corporate Governance Committee
Member, Board Audit & Risk Committee

Mr. Bijan Khosrowshahi Rep. Odyssey Reinsurance Co. Board Member

J ordan K uwait B ank 16

Board Committees Total remuneration paid to the Board members in 2012 are detailed
in the table below:

Corporate Governance Committee Total rem.

Board Member
Number of meetings in 2012: 1 in USD

Committee members: H.E. Mr. Abdel Karim A. Kabariti 125,471

H.E. Mr. Abdel Karim A. Kabariti - Chairman
Mr. Mansour A. Louzi Mr. Faisal H. Al-Ayyar 28,052

Mr. Masaud M. Jawhar Hayat

Rep. Social Security Corporation 15,092
Committee Secretary: Mr. Shaher E. Suleiman/ Head of Risk
Management & Compliance Group
Mr. Masaud M. Jawhar Hayat 28475

Board Credit & Investment Committee Mr. Tariq M. Abdul Salam 30,168
Number of meetings in 2012: 50
Mr. Farouk A. Al-Aref 22,144
Committee members:
H.E. Mr. Abdel Karim A. Kabariti - Chairman
Dr. Yousef M. Goussous 15,092
Mr. Mansour A. Louzi
Mr. Farouk A. Al-Aref Mr. Mansour A. Louzi 22,567
Committee Secretary: Mr. “Moh’d Yaser” M. Al-Asmar/ General
Manager Mr. Bijan Khosrowshahi 28,052
Mr. Tawfiq A. Mukahal, Deputy General Manager/ Banking Group
attends the committee meetings and participates in presenting Total 315,113
issues on the agenda.

Board Audit and Risk Committee Executives’ Remuneration

The salaries, transportation allowance and other expenses paid to
Number of meetings in 2012: 5
the Bank’s executives during the year 2012 were declared in the
disclosure statement as required by article (4) of the disclosure
Committee members: regulations issued by the Jordan Securities Commission, and the
Mr. Tariq M. Abdul Salam - Chairman notes to the consolidated financial statements included in this report
comprising an integral part of it.
Mr. Farouk A. Al-Aref
Dr. Yousef M. Goussous Control Environment
Mr. Mansour A. Louzi Internal Controls
Mr. Emad J. Kudah, Observer JKB Board of Directors and executive management are responsible for
developing and maintaining the existence of internal control systems
Committee Secretary: Mr. “Moh’d Yaser” M. Al-Asmar/ General and procedures that are capable of ensuring the achievement of the
Manager following:
Mr. Shaher E. Suleiman/ Head of Risk Management & Compliance
− Accuracy and integrity of financial and operational statements
Group and Mr. Sa’ed M. Tu’meh/ Executive Manager of Internal Audit
Department attend the committee meetings. issued by the Bank.
− Effectiveness and efficiency of the Bank’s operational activities.
Board Members’ Remuneration − Effectiveness of measures and procedures set to safeguard the
Every Board member receives the sum of JD 5,000 (USD 7,000) per Bank’s assets and properties.
year as Board membership allowance, in addition to allowances in − Compatibility with policies pertinent to internal operational
lieu of travel, transportation and Board committees’ membership. procedures as well as laws, legislations and regulations in force.
This stems from the Bank’s belief in the importance of an effective
internal monitoring and control system given that it is one of the
key elements of sound management and the base for safeguarding
the safety and quality of the Bank’s transactions. The Bank has
adopted a number of internal monitoring and control systems which
their development, implementation, follow-up and updating are the
responsibility of the executive management. JKB’s management
continuously monitors and assesses the efficiency and effectiveness
of these systems and their ability to achieve desired objectives. It
also oversees their continuous development and enhancement.
In this context, the Board of Directors adopted an internal
monitoring and control policy that covered all aspects pertinent
to internal control systems in terms of definition, components and
implementation responsibilities of the Board of Directors and the
executive management.
 17 A nnual R eport 2 0 1 2

Internal Audit guarantee the highest degree of coordination with all relevant
Bank operations and departments.
The Internal Audit philosophy is based on its mission to provide
independent and objective assurances and consultations to the − Provide recommendations to define the size and type of each of
Bank’s management that aim to add value or enhance operations, the acceptable main risks by the Board of Directors and ensure
and to assist the Bank’s management achieve set goals through that current risks are in line with planned risks (Risk Appetite).
establishing a systematic approach to assess and improve the
effectiveness of risks management process, internal controls and − Develop the methodologies for measuring and controlling each
corporate governance. type of risk.
The Internal Audit Department administratively reports directly to the − Provide recommendations when setting the limits of the various
Chairman of the Board, and functionally to the Board Audit and Risk risks that the Bank is subjected to, review them and provide
Committee. It submits its reports that include the results of its work recommendation to the Board Audit and Risk Committee, as
directly to the Chairman of the Board and the Board Audit and Risk well as record cases that are exceptions to risk management
Committee. policies.
A charter was developed for the department according to international − Provide the Board and Senior Executive Management with
best practices. The following are the most important features of the enough information regarding the Bank’s risk measurements
charter: and risk profile (qualitative and quantitative statistics to be
Provide reasonable assurance regarding the level of effectiveness presented at each Board meeting).
and efficiency of internal audit systems at the Bank and their ability
to achieve the following: − Highlight risks transparently and ensure they are clear and
understood internally and disclosed to the public.
− Integrity and reliability of financial and operational data.
− Coordinate with Bank’s committees, such as the Executive
− Efficiency of operations. Committee, the Credit Committees and the Assets and Liabilities
Committee in order to conduct its tasks as defined by the roles
− Compatibility with the regulations, instructions and laws in force.
of these committees.
− Maintaining the Bank’s assets and property.
− The department is responsible for raising risk awareness
− Business continuity under all circumstances. among the Bank’s employees focusing on new methods and
practices aiming at realizing the concept of comprehensive risk
− Provide reasonable assurance regarding the level of management.
effectiveness and efficiency of the Bank’s risk management
systems and corporate governance processes. − The department follows up on the instructions and
recommendations released by the various regulators, including
− Improve and develop internal audit systems, risk management BASEL committee, and translates them into work plans, policies
and corporate governance processes. and procedures.
− Improve and develop processes and products to best serve the
Bank’s goals.
Compliance Control
The department’s scope of work covers all of the Bank’s work
centers, activities and operations including branches abroad and the The process of monitoring compliance is considered an independent
Bank subsidiaries in a manner that enables it to assess the suitability task which aims at ensuring that the Bank and its internal policies are
and effectiveness of internal control systems, risk management and in compliance with all the laws, regulations, instructions, directives,
corporate governance processes, and accomplish all the tasks and codes of conduct, and sound banking standards and practices
responsibilities entrusted to it. In addition, the Department carries issued by local and international regulators.
out the following:
− The Board of Directors adopts the Bank’s Compliance Policy
− Conduct periodic reviews and audits based on the priorities of and takes necessary measures to further the values of integrity
the Risk-based Audit Plan adopted as part of the department’s and sound professional conduct within the Bank such that
strategy which is approved by the Board of Directors and the compliance with the applied laws, regulations, instructions and
Board Audit and Risk Committee. standards constitute a primary goal that must be achieved. It also
assesses the effectiveness of compliance management at least
− Conduct any special reviews or consultations based on once a year or on need basis. Furthermore, the implementation
the directions of the Chairman or the Board Audit and Risk of the Compliance Policy at the Bank is monitored and followed-
Committee. up by the Board of Directors through the Board Audit and Risk
− Assist the Executive Management and the Board of Directors Committee.
by providing the needed consultations according to best − The processes of compliance monitoring are managed through
international standards and practices. an independent department, which reports directly to the Head
The concept of quality control was introduced in order to provide of Risk & Compliance Group, and submits reports periodically
relevant stakeholders with reasonable assurance with regard to to the Board of Directors through the Board Audit and Risk
internal audit activities and their compatibility with standards Committee.
recognized both locally and internationally.
− Non-compliance risks include the risks of not abiding by the
laws, regulations, instructions and legislations issued by the
Risks Management various regulators, in addition to the risks of money laundering
operations, reputation risks, risks of non-compliance with
The various risks that the Bank is exposed to are managed by an professional conduct charters, intellectual property rights,
independent Risk Management Department which reports to the including systems, and any other relevant issues.
Head of Risk Management & Compliance Group; and submits its
periodic reports to the Board Audit and Risk Committee. − The Compliance Department’s scope of work includes non-
compliance risk across all of the Bank’s departments and
The responsibilities of the Risk Management Department include the
branches in Jordan and outside as well as its subsidiaries.
following:
− The responsibility of Compliance Management is summarized
− Identify, measure, monitor and control risks and provide
by assisting Executive Management and the Bank’s employees
recommendations to mitigate the risks that face the Bank and
manage non-compliance risks that face the Bank; especially the
J ordan K uwait B ank 18

risks of money laundering operations. In addition, Compliance related to unusual and/or suspected behavior that must be reported.
Management provides advice to Executive Management Implementation monitoring of Whistle Blowing Policy is carried out by
regarding the applied laws, regulations and standards as well as the Board Audit and Risk Committee.
any amendments that may take place.
Relation with Shareholders
− The Bank informs the Central Bank of Jordan of any violations
resulting from non-compliance, especially violations that subject The Bank develops positive relations, based on transparency, with
the Bank to legal penalties or material financial or reputation all its shareholders. In this regard, the Bank saves no effort to
losses. In addition, it informs the Anti-Money Laundering Unit at encourage all shareholders, particularly minority shareholders, to
CBJ of any cases that should be reported. attend the General Assembly meetings and cast their votes. The
Bank has a wide shareholder base of 13,900 as of 31/12/2012.
The main source of information for shareholders is the Annual Report
Code of Conduct which includes, among others, the report of the Chairman of the
The Bank adopted a code of conduct that was endorsed by the Board Board as well as the audited financial statements. In addition, the
of Directors. JKB employees across the various administrative levels un-audited quarterly and semi-annual balance sheets, profit and loss
as well as the Board of Directors have pledged to commit to it. statements as well as the Chairman’s report are published in local
newspapers.
The Code defined the ethics, values and principles of the Bank
employees in four main areas which are: integrity, compliance with The complete financial statements and the Board of Directors’ report
laws, transparency and loyalty to the Bank. are filed at the Jordan Securities Commission (JSC) and the Amman
Stock Exchange, with a copy submitted to the Companies Controller.
Whistle Blowing Policy These reports are published on JKB’s website (www.jkb.com) which
also provides extensive information about JKB services, products,
JKB maintains policy and procedures pertinent to whistle blowing. news and press releases. The Bank is committed to disclose any
The policy aims to promote a culture of openness and to demonstrate material information, should it occur, in accordance with the JSC
the shared responsibility of preserving work ethics. Procedures that instructions.
deal with this policy were distributed among all Bank employees to
follow. The procedures clarify accountability lines for reporting issues

Shares / Ownership Classification as of 31/12/2012

Shareholders Shares
Number of Shares Held
No. % No. %

Up to 500 10,525 75.72 2,123,073 2.12

501 – 1,000 1,793 12.90 1,272,154 1.27

1,001 – 5,000 1,206 8.68 2,460,307 2.46

5,001 – 10,000 170 1.22 1,221,089 1.22

10,001- 100,000 172 1.24 5,080,353 5.08

100,001 - 500,000 24 0.17 4,987,691 4.99

500,001and more 10 0.07 82,855,333 82.86

Total 13,900 100 100,000,000 100

Changes in JKB Share Price (JD) vs ASE Index During 2012

3.5

3.0

2.5

2.0

1.5
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

Share Price in JD ASE Index (Thousand Points)

19 A nnual R eport 2 0 1 2
J ordan K uwait B ank 20

Management Discussion and Analysis

2012 was a rough year for the Jordanian economy; the growth economic sectors. The Central Bank of Jordan’s regulatory policies
rate was marginal, Jordan’s international credit rating remained and the banks’ prudent policies succeeded in maintaining a robust
negative, public finance weakened as no significant foreign aid was banking system with good levels of solvency and profitability.
received until the last month of the year, the National Electric Power
In 2012, the Central Bank of Jordan updated the operating framework
Company’s losses due to the repeated disruptions in Egyptian gas
of monetary policy by introducing new monetary tools represented
supplies contributed to the budget deficit and the national debt
in the repurchasing agreement aimed at influencing the transaction
reached soaring levels, in addition to the fact that thousands of Syrian
volume in the interbank lending market, containing the fluctuation in
refugees flocked into Jordan, adding to the Jordanian government
interest rates and redistributing liquidity. In addition to introducing a
and economy’s burden.
new tool known as the permanent open market operations by which
Despite the odds, the Jordanian economy showed several positive the Central Bank of Jordan buys or sells securities and government
indicators, mainly: the growth in GDP, the stable JD exchange rate, bonds in the secondary market, in order to control liquidity in the
the strength and soundness of the banking sector, the increase in banking sector and influence the cost of financing productive
deposits and banking facilities, the increase in tourism revenues economic activities according to their requirements, all within the
and particularly medical tourism, and the increase in expatriates’ objectives of the monetary policy.
remittances, besides the fact that sister Gulf states fulfilled their
The Central Bank of Jordan also restored the initiatives related to
promises to finance the Jordanian projects agreed upon. On the other
the industrial sector’s facilities and reduced their lending rates to
hand, the private sector showed adequate stability and achieved
provide the sector with adequate liquidity. In addition, CBJ provided
positive overall growth up to the year end, that is before the impact of
incentives for financing small and medium enterprises, and worked
removing fuel subsidies and the resultant prices hikes were reflected
with international institutions to obtain financing at preferential rates
on the market activities.
for this sector supported by technical assistance provided through
As for the negative indicators, poverty and unemployment rates the banking system.
maintained their usual levels and the inflation rate increased to 5%.
Credit facilities granted by the licensed banks operating in the
The budget and the balance of payments’ current account deficit
Kingdom amounted to USD 25,148 million at the end of 2012,
widened, the general debt increased and the Central Bank of Jordan’s
against USD 22,356 million at the end of 2011, registering a growth
foreign-exchange reserves decreased. The flow of foreign investments
rate of 12.5%. Loans and advances represented 85.8% of the total
slowed down and stock prices at the Amman Stock Exchange (ASE)
credit facilities granted, while overdraft facilities accounted for
declined for the fifth consecutive year, in addition to the state of
12.7%. JKB’s share of the total credit facilities in the banking sector
uncertainty regarding the region’s unstable sociopolitical situation,
amounted to 7.26% at year-end.
which have affected the investment climate. The year also witnessed
an exceptionally extensive dollarization activity that compelled the The total deposits in the banking sector reached around USD 35,218
Central Bank of Jordan to take precautionary measures. million at the end of 2012, against USD 34,392 million at the end
of 2011, an increase of USD 826 million at a growth of 2.4%. The
The Economic Reform Program private sector’s deposits increased to USD 32,826 million at the
end of 2012 from USD 32,220 million in 2011; a growth rate of
In response to the hardships and economic weaknesses, the 1.9%. Term deposits represented 55.3% of the total banking sector
Jordanian government set forth a national economic and financial deposits, while current and savings accounts represented 29.8%
reform program and requested the IMF’s technical and financial help. and 14.9% respectively. JKB’s share of the total client deposits in the
The IMF adopted the program and supported it with a USD 2 billion banking sector reached 5.25% at year-end.
loan released in phased installments; the first of which was to the
amount of USD 385 million. Overall, the financial strength indicators for Jordanian banks, such
as capital adequacy ratio, financial leverage, liquidity, profitability
The program aims at realigning the general budget and the balance and others showed adequate and reassuring levels. The banking
of payments’ current account, maintaining the Jordanian Dinar’s system managed to control the size of non-performing loans and
exchange rate against the US Dollar, promoting the private sector’s build up adequate provisions to cover those loans, while maintaining
role and stimulating economic growth. This requires medium and good levels of profit. Non-performing loans/ Gross credit facilities
long term measures with regard to taxation, controlling current constituted 8.4% of the credit facilities granted by the banking sector.
expenditures, and reinforcing the National Electric Power Company
in order to recover its costs through raising tariffs and diversifying
energy sources. In addition to implementing structural reforms,
JKB Financial Performance
directing subsidies toward low income citizens, improving the In spite of the continued effects of the repercussions of the financial
investment and business climate, promoting transparency and crisis and regional situations on a number of local economic sectors,
increasing national exports. Jordan Kuwait Bank was able to achieve excellent financial results
Hopefully, the adoption of the program, its proper implementation and tangible achievements in its key business areas. The following
and the IMF’s support will reinforce the international community and are the most important items of the consolidated financial statement:
donor states’ confidence that the Jordanian economy is following the
right path and is worthy of support. A- Consolidated Statement of Financial Position
Assets: Total assets amounted to USD 3,398.6 million at
Jordan’s Banking Sector 31/12/2012 compared to USD 3,208.0 million from the previous
year, achieving a growth of 6.0%.
In one of the toughest years the Jordanian economy has ever faced,
the Central Bank of Jordan managed to deal with the economic and Direct Credit Facilities: Direct credit facilities (net) reached USD
financial situation competently and efficiently, as it took a bundle of 1,997.5 million at the end of 2012 against USD 1,761.2 million at the
measures to maintain financial and monetary stability and support end of 2011; an increase of 13.42%. Total credit facilities directed
the banking sector in its capacity as a financier for the different towards individuals increased by 30.7% over last year. Direct credit
 21 A nnual R eport 2 0 1 2

towards small and medium enterprises also recorded a growth of If the weaknesses and flaws are addressed and acknowledged, and
44.9% while direct corporate credit amounted to USD 1,473 million; the corrective measures and solutions put in place are executed, the
a growth of 10.4% over the past year. These results reflect the Bank’s economy is expected to grow by approximately 3.5% according to the
success in developing and diversifying its credit portfolio, while IMF’s estimates.
focusing on directing credit towards small and medium enterprises
It is to be noted that with the start of the second quarter of 2013, the
and individuals aiming to increase profitability and mitigate risks.
government’s applied decision to lift the state fuel subsidy and the
Liabilities: Total liabilities increased at the end of 2012 to record expected electricity and water price increases will begin to affect the
USD 2,863.9 million and a increase of 5.62% over last year. business activity, retail sectors and consumer behavior in particular.
The resultant price hikes on basic consumer goods and services
Customer Deposits and Cash Margins: Customer deposits and
cost, will inevitably raise the inflation rate and the cost of living, thus
cash margins formed 74.7% of total liabilities and include customer
affecting the commercial activity and the economic performance as
deposits from savings accounts, current accounts, term deposits,
a whole. 
and cash margins for both individual and corporate clients. Total
customer deposits and cash margins at year end amounted to USD
2,138.8 million against USD 2,121.7 million in 2011.
JKB Activities and Achievements in 2012
Owners’ Equity: Total Owners’ equity increased to reach USD 534.7
million at year end compared with USD 496.5 million in 2011, a Efforts exerted by JKB’s management and all departments continued
growth rate of 7.7%. Bank Shareholders’ total equity amounted to to focus on achieving their set objectives. The operational results
USD 527.6 million. showed good accomplishments and growth rates in all of JKB’s areas
of activity. The Bank’s management and departments perform
their duties according to the best practices and the highest quality
B- Consolidated Statement of Income
standards. Activities and operations continued to achieve an
The following are the most important items of the consolidated excellent overall performance in terms of financial results, market
statement of income: share and the Bank’s perception by clients and the general public.
Following is a brief about the Bank’s departments’ achievements for
Operating Results: total revenues amounted to USD 165.8 million in
the year 2012.
2012 compared with USD 157.7 million in 2011.
Operating Profits: operating profits reached USD 89.3 million
Credit Facilities
compared to USD 78.5 million in 2011, a 13.9% growth. The growth
in operating profits is a testament of the Bank’s success in managing Credit activity showed noticeably good growth rates during 2012,
its banking, investment and financing operations and its commitment despite the state of apprehension that prevailed in the markets as
to the balanced and prudent policies that take into account the a result of the economic crisis. JKB maintained a good share of
economic circumstances and needs of the banking market. total facilities in the Jordanian banking sector. Net direct facilities
increased, registering USD 1997.5 million, compared with USD
Net Interest and Commissions: net interest and commissions
1761.2 million in 2011, a growth rate of 13.42%. Meanwhile, JKB
reached USD 141.1 million for the year, compared with USD 133.7
continued to apply balanced credit policies and flexible measures
million in 2011.
in extending facilities, taking into consideration the feasibility of
Other Income: other income includes non-interest income such as funded projects and the risks inherent within each facility in terms of
fees, commissions and revenues related to credit card activities, competition, interest rates and exchange rate fluctuation.
among others. Revenues from such services totaled USD 13.3 million
The credit management continued its efforts to extend facilities to the
in 2012, against USD 10 million in 2011, recording an increase of
various sectors, maintaining the policy of expanding its client base,
32.8% over last year.
exploring new projects and markets and providing comprehensive
Operating Expenses: Operating expenses, which includes employee credit products and services to corporations and individuals. The
expenses, office expenses, depreciation, administrative expenses credit portfolio was diversified to cover various geographical and
and provisions (excluding provisions for impairment in direct credit sectoral levels of the local market according to market needs and
facilities), increased slightly to reach USD 51 million, against USD acceptable risk levels.
49.9 million in the previous year.
In 2012, a substantial portion of financing was extended to productive
Provision for Impairment in Direct Credit Facilities: In 2012, the economic sectors and large companies that impact the national
Bank’s management continued to execute its policies that aim at economy, specifically in the fields of energy, electricity, mining,
enhancing provisions for impairment in direct credit facilities to hedge transportation, plastics manufacturing, mills, telecommunications
against the prevailing and potential repercussions on the national and media. Financing to SME’s saw an increase this year,
economy and to address some weak accounts and non-performing whereby credit facilities targeting this sector achieved good growth
loans. The provision allocated for the year 2012 amounted to USD following a comprehensive review of the market and the products’
25.5 million compared to USD 29.4 million allocated last year. The competiveness. The Bank maintained good growth rates in the field
amount put towards provisions are an additional precaution and may of indirect facilities; issuing and financing letters of credit constituted
be reversed back to income once the risks of default are contained. the most significant part of the growth achieved in this area.
On the other hand, 2012 witnessed specialized funding operations
The Outlook for 2013 for large companies to finance their business needs at the local and
foreign levels. In this regard, the Bank worked on arranging, leading
With regards to the year 2013, all indicators affirm that the impacts
and participating in one of the largest syndicated loans in the
of the challenges facing the Jordanian economy as a result of the
Jordanian banking sector, in addition to participating in other loans
internal and external factors will continue. Improvement of the
of this type.
economic situation will rely on Jordan’s ability to move fast, apply
reform efficiently and successfully, and as it has done in the past with With regard to non-performing loans, the Bank continued to allocate
other crises and shocks. the necessary provisions for some accounts that showed indications
J ordan K uwait B ank 22
 23 A nnual R eport 2 0 1 2

of inability to repay their dues. While continuing to exert efforts to branch. A group of branch officials and employees received training
address a number of non-performing loans, several accounts were on the new banking system “BANKS”.
rectified and restored.
During 2012, the Department reviewed and amended many
operational procedures in order to facilitate and speed up services,
Retail Banking including the procedures of issuing Visa Electron and other credit
The year 2012 is considered a year of challenges and successes cards and the internal mail handling between the head office and
when it comes to the retail and consumer activity. In the second the branches. Moreover, the Department contributed to the Bank’s
half of the year, the Retail and Consumer Products Department 2013 branching plan and budget.
underwent restructuring; the Bank’s branches were placed under this
Department. Despite the economic, political and social conditions, Treasury and Investment
the portfolio of retail and consumer products recorded a significant
growth of 30%, while maintaining low defaulting rates within the Despite the difficult economic conditions and the investment climate
portfolio. Major enhancements were introduced to the retail and during 2012 resulting from the continuing effects of the global
consumer products, such as real estate loans, car loans, personal economic and financial crisis on the financial and banking sectors at
loans and cards, with the aim of achieving growth in the retail and both the international and local levels, the Treasury and Investment
consumer credit portfolio, increasing profitability and distributing Department managed to achieve good growth and performance
risks. As a result of these changes, the competitive edge of the rates across its activities.
products and consequently the Bank’s share in the local market were With regard to assets and liabilities management, the Department
improved. achieved good performance levels by following a conservative
In 2013, the focus will be on further increasing the retail and investment policy in line with the Bank’s guidelines and instructions
consumer portfolio by taking advantage of available opportunities of the Central Bank of Jordan. The policy aims at managing the
and aligning the retail products to meet clients’ diverse needs, Bank’s assets and liabilities by maintaining a balance between
especially in view of the new CBJ’s transparency instructions that costs, returns and risks and taking into consideration the frequent
will be enforced in 2013. changes in the global and local financial markets. The Department
also managed the Bank’s liquidity position in accordance with
Private Banking Unit instructions of the Central Bank of Jordan.

The Private Banking Unit (PBU) continued in 2012 to offer its clients During 2012, the Department succeeded in managing the Bank’s
excellent banking services in a climate of comfort and privacy, while local and international stocks and bonds portfolios, achieving good
opening several channels of cooperation with new financial markets. growth rates and returns, despite low and fluctuating interest rates,
The PBU saw further accomplishments and successes in relation to as well as downgrading the credit rating of many countries and
expanding the client base, which was the result of extending many financial institutions. The Department focused on the quality of the
investment opportunities and products that meet clients’ objectives investment portfolios by replacing high-risk stocks and bonds with
and expectations of good returns within acceptable risk levels. By those that have acceptable risk levels and high return and liquidity
the end of 2012, the PBU received the award for Best Bank for ratios. Consequently, the Department was able to contribute to
Wealth Management for 2012 in Jordan, for which it was nominated mitigating the effects of declining stock prices and lower trading
by the Global Banking and Finance Review. volumes by distributing portfolios geographically and by sector.
The Department continued to provide its various investment and
Marketing Department consulting services to the Bank’s clients, including the services of
During 2012, the Marketing and Product Development Department trustee for local joint investment funds, the settlement agent and the
underwent restructuring, following its separation from the Sales registrar, in addition to custodian services for the public and private
Department. The Department was also staffed with qualified sectors. It also provided Initial Public Offerings service to several
personnel who were assigned to study current and future products, companies that wanted to benefit from the Bank’s experience in this
their competitiveness and their suitability to local market needs, as regard.
well as to prepare appropriate marketing campaigns for each product The Department continued its efforts in 2012 to enhance its relations
in order to boost branch sales. Moreover, agreements were signed
network and cooperate with the largest and best international
with MasterCard enabling the Bank to issue a full range of MasterCard
and local banks, particularly in the area of foreign trade and bank
products thus offering the Bank’s clients comprehensive card
transfers. It also opened new communication channels with a number
options from MasterCard, Visa and American Express. Additionally,
of new correspondent banks, including Citibank and Deutsche Bank,
the Quality Assurance Unit has given special attention to developing
with the aim of offering the Bank’s clients the highest standards of
the service efficiency and quality standards of the Bank’s branches
services at competitive prices.
and offices, ensuring that the highest levels of client satisfaction are
achieved. In 2012, the Department signed an agreement with Signature Net
Company, which is specialized in electronic banking signatures, in
Branches Administration order to replace the paper system for signatures with an electronic
system. This has reduced the cost of paper documents and reduced
The Branches Administration Department continued its efforts
significantly the time needed to authenticate a transaction.
during 2012 to maintain the outstanding level of JKB’s services,
concentrating on the quality, accuracy and speed of service provision The Department continued to offer investment services to individuals
and ensuring good customer relations, which were translated into and companies, such as trading in foreign currencies, commodities,
successful attraction of more clients. Moreover, it participated in the margin, spot, forward and currency swap , all of which provide
expansion and renovation of several branches. suitable solutions to hedge against the risks of fluctuating exchange
rates and commodities prices.
The Department also contributed to the selection and employment
of fresh graduates and carried out their training at the simulation
J ordan K uwait B ank 24

Information Technology Department During 2012, the chart of accounts for the new banking system to be
applied in 2013 was established. The Department also participated
The year 2012 was characterized by the accomplishment of a number in the process of data conversion and the review of work procedures
of projects that started during the previous year, and the initiation of and policies to ensure their compatibility with the new banking
new ones that will continue through the year 2013. system.
By the end of the first quarter of 2012, an agreement was signed
Moreover, the Department prepared the 2013 budget estimates
with ICSFS Company to supply the Bank with a new banking
according to the set objectives that interpret the management’s
system (BANKS). In parallel, the Bank’s IT department began the
vision for the economic and financial situation and its effect on the
preparations for the application deployment and data conversion.
banking sector in general and the Bank in particular.
A suitable location was set up for system testing and a new
infrastructure was designed. To ensure the smooth and successful Internal Audit
implementation of the new system, an agreement was signed with a
specialized consulting company to oversee the implementation and The Internal Audit Department plays an important role in the corporate
migration process. It is expected that the project will be finalized by governance of the Bank. The Department carries out its functions
the third quarter of 2013. The new system will then be applied at the in a professional, independent and objective manner to assist the
Bank’s branches in Palestine and Cyprus. management in articulating its policies, achieving its objectives and
adding value to its operations. This is achieved through a regulated
The work teams, comprising of specialized employees from the Bank
system of evaluating and improving the efficiency and effectiveness
and the supplier company, reviewed the gaps that exist between the
of risk management, internal control and governance operations,
current system and the new one, as well as the Bank’s additional
as well as by providing management with analyses, studies and
requirements, and agreed on all technical specifications.
suggestions to adopt appropriate decisions.
Coinciding with the technical and logistical operations, training
In 2012, the Department carried out the following activities:
of employees on the new system progressed according to the set
schedule. The training of the first and second groups of employees − Preparing and implementing the annual risk-based audit plan,
was completed and work is underway to finalize the training for all approved by the Chairman of the Board and the Board Audit and
branch employees. Risk Committee, as well as providing reviews and consultations
upon the directives of the Chairman of the Board or the
Upgrading the Bank’s systems and applications continued during the
Committee.
year. A new version of the ATM management system was approved
to include MasterCard Debit Cards and ATM Acquiring, in addition to − Offering appropriate advice and recommendations to assist
the direct connection with MEPS. The smart card issuance system the Board of Directors and the Executive Management in
was upgraded to comply with the PCI - DSS requirements of Visa adopting decision related to compliance with requirements
International. The Department’s development and technical support and instructions issued by the various regulatory authorities.
teams also implemented several important projects, including the This included several issues of major importance, such as
upgrade of the SWIFT system to comply with new requirements and CBJ’s instructions on dealing with clients with transparency
the development of a new system to retrieve data and images of and fairness and the procedures of the Foreign Account Tax
cheques archived in previous years. Compliance Act (FATCA) issued by the US Internal Revenue
Moreover, the Department, in cooperation with the Risk Management Service, as well as other developments related to money-
Department and under the supervision of a specialized company, laundering.
followed up on the implementation of the PCI - DSS requirements − Raising the efficiency and effectiveness level of internal audit
in order to comply with security standards for protecting the data on processes by using automated auditing tools and adopting best
clients’ cards. practices and standards in this regard.
With regard to the branches in Palestine, several projects were − Providing the necessary professional training courses to the
adopted, the most important of which was the enhancement of the internal audit staff to ensure their up-to-date knowledge of the
communication network to ensure better business continuity and latest developments in the field of internal auditing.
to reduce monthly costs. Additionally, the Department fulfilled the
Palestinian Monetary Authority requirements regarding sending SMS − Undertaking the necessary measures to ensure that the
messages to clients with debit and credit transactions, as well as Department’s work is carried out in line with the profession‘s
developing and implementing the IBAN system. standards and best practices, as well as the requirements of the
relevant regulatory authorities.

Financial Department − Coordinating and cooperating with KIPCO Group and Burgan
Bank Group by participating in periodic meetings with the two
The Financial Department undertakes financial control over the
groups’ internal audit managers in order to ensure continuous
Bank’s various activities and transactions, by carrying out daily follow-
communication and the exchange of expertise in the audit field.
ups and comparing actual performance with set objectives within
the estimated budget and the Bank’s strategy as a whole. With the
purpose of providing the necessary information to decision-makers in Risk Management Department
the Bank, and for the issuance of financial reports to external entities
The Risk Management Department undertakes its tasks in
in a timely manner, the Department adopts the highest levels of
accordance with the best international practices in risk management
professionalism that ensure the quality and accuracy of information.
and the recommendations set forth by the Basel Committee, as well
The Department continued to issue the Bank’s reports in line with the as the instructions issued by the regulatory authorities in countries
laws and instructions of local monitoring entities and in compliance with where the Bank operates. This is accomplished on the basis of
the International Standards for Financial Reporting applicable in Jordan. work programs that translate the objectives set forth in the risk
Additionally, the Department continued to issue reports to Burgan Bank management strategy articulated under the Bank’s strategy as a
in accordance with the Central Bank of Kuwait’s regulations and the whole. The Department’s achievements during 2012 included the
International Standards for Financial Reporting applicable in Kuwait. following:
 25 A nnual R eport 2 0 1 2

Information Systems Security and Management of Business Continuity Basel

In cooperation with the Information Systems Department and under In 2012, the Department reviewed the recommendations of the
the supervision of a specialized company, the Department followed up Basel Accords and complied with their requirements in a manner that
on the implementation of the PCI-DSS compliance project addressing is compatible with the Bank’s business and its working environment.
the security standards that govern the confidentiality of clients’ card As part of the Bank’s capital planning and management to verify
details. This was carried out in a manner that also complies with the Bank’s solid financial position, the Department carried out
the instructions of the Central Bank of Jordan regarding fair and several specific studies, including a study on the effect of Basel III
transparent dealing with clients. requirements on the Bank as required by the Central Bank of Jordan
and setting forth the necessary recommendations to ensure future
Tests were carried out on the Bank’s domain addresses on the
compatibility. The Department also carried out an Internal Capital
internet using a specialized program for this purpose. Tests were
Adequacy Assessment Process (ICAAP) in line with the second pillar
also conducted on the Bank’s new website and the new Internet
of Basel II. It also prepared reports on the results of the stress
Banking Application (NetBanker). Meanwhile, discovered gaps were
testing on the Bank’s data, the branches in Palestine and the mother
addressed.
Bank. The Department calculated the Capital Adequacy Ratio (CAR),
The Department pursued the implementation of the ISO27001 according to the requirements of the Central Bank of Jordan and
standard requirements with regard to the security and protection Central Bank of Kuwait.
of information. Within this framework, all policies and procedures
regarding the information security management system (ISMS) were Moreover, the Department completed a number of financial analyses,
applied. In addition, the risks of a number of projects prior to their including comparative analytical studies on the major indicators for
implementation were evaluated. The Department also participated the Bank’s performance in comparison with Jordanian banks. It also
in various aspects of the new banking system (BANKS) application. constructed the risk appetite policy to increase the Bank’s efficiency
and effectiveness in the area of risk management.
Operational Risk
Credit Risks
The Department identified the potential operational risks through
the Control and Self Risk Assessment (CSRA) system in cooperation In line with the Bank’s strategic objectives to increase its share of the
with relevant business units at the Bank, and through applying an retail portfolio, the Department, in cooperation with the Retail and
automated operational risks management system (CARE). The Consumer Loans Department, implemented a credit scoring system
Department also continued to evaluate the risks of these units in for retail clients (Retail Scorecards). This system is presently being
order to identify any new risks and to ensure the efficiency of the implemented manually until it is linked to the Work Flow automated
regulatory controls in mitigating these risks, as well as to continuously system under the BANKS project.
update the risk profiles, so that they reflect the continuously changing The Credit Risks Department is a member of the corporate and retail
work environment. Moreover, the Department continued to identify credit committees. It reviews credit applications submitted to the
and monitor key risk indicators at the Bank level. credit committees and provides comments on other credit issues. As
The Department prepared and followed-up on improving the part of the early warning system, the Department prepares a variety
historical database of losses, identifying the source of these losses of monitoring and analytical reports on credit clients and proposes
and classifying them according to risk types, as well as examining improvements if necessary.
the control environment of various business centers, in addition Credit Administration and Control Department
to preparing the relevant reports to the top management and the
In compliance with the recommendations of the Basel Accords, the
Board’s Audit and Risk Committee.
operations and application of credit monitoring were separated
The Department also provided advice on policies and procedures from the operations of credit sales and marketing. The Credit
related to the Bank’s business, indicating the risk involved therein Administration and Control Department calculates allocations for
and the adequacy of existing controls or the need for additional facilities to counter any decrease in their value, as well as credit
controls. The Department also participated in various aspects of the concentrations, in addition to other credit monitoring tasks.
new banking system (BANKS) application.
During 2012, the Department finalized its operation process system.
Market Risks Its operations were automated, clients’ files were archived and
The Department undertakes the identification, measurement the requirements of confidentiality and safety, as well as business
and control of market risks related to fluctuation of interest rates, continuity were strengthened in line with best standards and in a
currency exchange rates and securities prices in cooperation with manner that ensures quality and speed of service to internal and
the Treasury Department and the Financial Department. It performs external clients, in addition to addressing the issue of increased
these tasks in accordance with set policies that have been reviewed retail credit volume. The Department also participated in various
and amended to comply with developments in the global financial aspects of the new banking system (BANKS) application in relation to
markets and economic conditions. These policies include the credit administration.
investment policy, the assets and liabilities management policy,
Furthermore, the Department continued to raise awareness
the liquidity risk policy, the interest rates risk policy and the market
about the importance of risk management of all types and at all
risks policy. Daily, monthly, and quarterly monitoring and analytical
managerial levels of the Bank. The Department participated in
reports were prepared, including the IFR7 disclosure. Moreover,
several committees of the Banks Association in Jordan, in addition
the Department finalized the construction and testing of the VAR
to cooperating with the Higher Council for Science and Technology
model for some financial tools in accordance with the advanced risk
on the issue of including banking matters in the national strategy for
management methods set forth under the Basel II recommendations,
innovation.
in addition to working on constructing models for other tools during
next year.
J ordan K uwait B ank 26

Compliance Control Department Human Resources Department

The Department continued to perform its duties aimed at ensuring The Human Resources Department continued the implementation of
that the Bank and its internal policies are compliant with all laws, its strategies, aimed at aligning the Bank’s internal environment with
regulations, instructions, codes of conduct, standards and sound new requirements and changes and apply the Bank’s policies and
banking practices issued by local and international regulatory entities objectives that ensure that HR activities are compatible with changes
in order to ensure that the Bank is protected from non-compliance and challenges. In this respect, the Department worked towards
risks, such as legal, regulatory, material or reputational risks. enhancing the capabilities and skills of the Bank’s employees
through administrative and technical training.
In this regard, the Department continued in 2012 to follow up on
banking related laws and regulations and to inform the Bank’s In 2012, the Department conducted many internal training courses,
management, as well as the employees, of amendments and changes as well as specialized courses through local and foreign training
to laws and instructions issued by regulatory authorities, especially institutions and centers, in various fields including banking,
instructions issued by the Central Bank of Jordan, to ensure that the administrative, financial, information technology and English
Bank is fully compliant. Language. The Department focused on programs in customer care,
marketing, personal conduct, risk management, auditing and anti-
The Department carried out the following tasks: money-laundering. All new employees participated in the practical
and theoretical training program through the simulation branch.
− Follow up on amending the compliance policy and the anti-
money laundering policy to comply with changes set forth in
Corporate Social Responsibility
locally issued instructions or as required by international parties,
atop of which are the recommendations issued by the FATF. Corporate Social responsibility constitutes one of the foundations
of JKB’s mission. In 2012, the Bank continued its contributions
− Monitor and analyze compliance risks to which the Bank might and support for events and activities directed towards the local
be exposed, and establish the necessary controls to mitigate, community, environmental protection, education, culture, and the
avoid, or prevent the negative effects of these risks. development of the national economy.
− Raise the banking compliance awareness and educate In the area of community service, enabling women and children and
employees on compliance related issues, by publishing bulletins supporting underprivileged communities, the Bank offers an annual
in this regard, in addition to coordinating with the training contribution to the Goodwill Campaign of the Jordan Hashemite
department to provide the Bank’s employees with updates on Fund for Human Development. It also provides annual assistance to
issues of compliance and money-laundering. Mabarrat Um Al-Hussein for orphans and the SOS children’s Villages.
− Continue the implementation of procedures dictated by the In the area of health, JKB employees participate in two blood drives
Bank’s anti-money-laundering and terrorism funding policy to annually organized by the Blood Bank. Moreover, many of the Bank’s
ensure that the Bank does not get involved with any person listed employees participate in the Friends of the King Hussein Cancer
as suspicious, and to undertake measures to protect the Bank Foundation (KHCF) program, by contributing a fixed amount from
against any money-laundering operations, relying on the Bank’s their monthly salary to the program. During 2012, the Bank provided
AML system, as well as coordination and communications with platinum sponsorship to the charitable fundraising event, Hope
regulatory authorities in this regard. Gala, organized by the KHCF for the new building to be established.
The Bank also helped the Foundation distribute health awareness
− In order to ensure commitment to FATCA, the Bank invited a pamphlets through account statements and at branches.
consultant to be the Bank’s advisory party to ensure compliance
For the fourth consecutive year, the Bank supported the efforts of
with the requirement of this law.
the Jordanian Environment Society, hosting at the Bank’s theater the
14th contest of the Environmental School Theater Festival, as well as
Legal Department the events of the International Recycling Day.

By providing consultations and undertaking other legal and executive Furthermore, the Bank continued in 2012 to sponsor and participate
tasks, the Legal Department continued to perform its main role of in the national training program for university students “darb”, which
protecting the Bank and the shareholders’ interests. In 2012, the is implemented by the King Abdullah II Fund in cooperation with
Department, through its intensive efforts and meticulous follow- LoYac Jordan. The program aims at training and empowering young
up, succeeded in recovering about USD 1.16 million of written-off men and women and providing them with better opportunities in the
debts, in addition to the other debts. The Department also set up a job market. The Bank also continued its annual support to Al-Aman
system to follow-up on clients’ payment of these debts. Moreover, Fund for the Future of Orphans and its commitment to the university
the Department continues to follow-up on new laws and regulations scholarship program for several orphans. During the year, the Bank
provided support to a variety of cultural and sports activities, as well
and to advise the management of any relevant developments.
as many public and private school and university conventions.
In order to increase the legal awareness of the Bank’s employees,
The Bank sponsored and participated in the “Second Euromoney
the Department organized several courses on the legal aspects
Jordan Conference”, in addition to sponsoring the 10th annual
and emerging laws related to the banking industry. Additionally, the
publication of “The Report: Jordan 2012”, which is published by
Department participated in organizing a banking forum for judges at the Oxford Business Group. The Bank also supported Princess Alia
the Judicial Institute. Foundation, which assists governmental and non-governmental
entities to improve and develop their performance by facilitating the
exchange of expertise and logistical and technical support.
With the aim of encouraging the cultural and artistic movement in
Jordan, JKB sponsored the cost of translating to English and printing
the book entitled “Jerusalem the city of heaven on earth”. It also
provided support to Jordanian writers and authors by purchasing
copies of their publications.
27 A nnual R eport 2 0 1 2
J ordan K uwait B ank 28
 29 A nnual R eport 2 0 1 2

MAJOR FINANCIAL INDICATORS AND RATIOS 2012 & 2011

Amounts in thousands US$

2012 2011
Major Operating Results  

Net interest and commission 141,115 133,754

Gross income 165,831 157,750

Income before taxes 89,345 78,451

Income for the year-Bank Shareholders 65,382 56,319

Earnings per share-Bank Shareholders 0.654 0.563

     

Major Balance Sheet Items

Total assets 3,398,642 3,208,024

Direct Credit facilities – net 1,997,545 1,761,213

Customers deposits and cash margins 2,138,826 2,121,722

Total equity-Bank shareholders 527,624 488,918

Off-Balance Sheet Items 541,830 518,276

Major Financial Ratios 2012 2011

Return on average assets 1.99% 1.82%

Return on average Owners’ equity 12.75% 11.63%

Capital adequacy ratio 16.31% 16.33%

Financial leverage ratio 15.73% 15.48%

Efficiency Indicators

Gen. & Admin. expenses / Net interest and commission 36.04% 34.38%

Gen. & Admin. expenses / Gross earnings 30.67% 29.15%

Assets Quality Indicators

Non – performing loans / Gross credit facilities 9.82% 10.29%

Non – performing loans Coverage 48.18% 44.75%

J ordan K uwait B ank 30

EXECUTIVE MANAGEMENT

Mr. “Moh’d Yaser” M. Al-Asmar

General Manager

Mr. Tawfiq A. Mukahal

Deputy General Manager, Banking Group

Mr. Shaher E. Suleiman

Head of Risk Management & Compliance Group

Mr. William J. Dababneh

Asst. General Manager, Treasury & Investment Dept.

Mrs. Hiyam S. Habash

Asst. General Manager, Financial Dept.

Mr. Ismail A. Abu-A’di

Asst. General Manager, Credit Dept.

Mr. Abdel Hameed M. Al-Ahwal

Asst. General Manager, Operations Dept.

Mr. Haethum S. Buttikhi

Asst. General Manager, Retail & Consumer Products Dept.

Mr. Kamal A. Hazboun

Asst. General Manager, Information Technology

Mr. Ibrahim E. Kashet Mr. Ibraheem S. Al-Hanash

Executive Manager, Legal Dept. Regional Manager – Palestine Branches

Mr. Abdallah I. Mismar Mr. Daoud A. Issa

Executive Manager, Administrative Affairs Dept. Executive Manager, Human Resources Dept.

*In addition to Mr. Sa’ed M. Tu’meh, Executive Manager/ Internal Audit Dept. who reports to the Board Audit Committee and to the Chairman.
 31 A nnual R eport 2 0 1 2

2013 Business Plan

In light of the decelerating global economy, as well as the political and security
situation in some neighboring countries, and pursuant to the strategic plan adopted
for the years 2012-2014, the Bank’s Business Plan for 2013 will concentrate on the
following:

1. Make the procedural changes necessary to apply the Central Bank of Jordan’s instructions
concerning fair and transparent dealing with clients, within the set timeframe.

2. Review the Bank’s policy aimed at improving means of collaboration with clients, and
particularly those who show weak accounts, and take the initiative in offering ingenious
solutions and financial and administrative advice to help them regulate their accounts and
revive their activities to serve mutual interests.

3. Work on achieving balanced growth in the size of assets, while maintaining their quality and
optimizing their utilization according to a specific business methodology.

4. Invest in the strategic and business relations with Kuwait Projects Company (KIPCO), Burgan
Bank Group and its subsidiary banks to allow for further business opportunities in the
banking industry, on both the regional and international levels.

5. Expand the domestic branch network into new areas in the kingdom, and enhance the Bank’s
presence in the Palestinian territories, to help the Bank provide competitive services and
increase lending to individuals, small and medium enterprises.

6. Commence the implementation of the HR management system development and

modernization plan to reinforce the positive work environment and improve loyalty and job
satisfaction, in order to sustain the growth of the Bank’s activities.

7. Work on developing and introducing constructive initiatives in the field of social responsibility,
and offer more jobs and training opportunities for the school and university students.

8. Work on implementing the new banking system (BANKS) project, and replacing the current
system by the end of the third quarter. The Bank shall focus on utilizing its technical and
banking expertise to enrich the new system thus maintaining the Bank’s leading edge
in the IT field and improving the business and banking capabilities. During 2013, efforts
will concentrate on training the employees to ensure that the new banking system and its
advanced features are mastered.
 Changes in Major Financial Results 2003-2012

(in million US$)

4000 80

3500 70

3000 60

2500 50

2000 40

1500 30

1000 20

500 10

0 0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Total Assets Profit for the Year

After Tax & Minority Interest

2250 600
2000
500
1750

1500 400
1250
300
1000

750 200
500
100
250

0 0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Customer Deposits & Cash Margins Total Owners' Equity

2250

2000

1750

1500

1250

1000

750
500

250

0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Direct Credit Facilities - Net

 Consolidated Financial Statements
for the Year Ended December 31,2012
Together with Independent Auditor’s Report
J ordan K uwait B ank 34

INDEPENDENT AUDITOR’S REPORT

35 A nnual R eport 2 0 1 2
J ordan K uwait B ank 36

CONSOLIDATED STATEMENT OF FINANCIAL POSITION

AS OF DECEMBER 31, 2012 AND 2011

IN US DOLLARS
Note 2012 2011
ASSETS
Cash and balances at central banks 4 302,776,076 367,909,401
Balances at banks and financial institutions 5 399,426,581 346,080,186
Deposits at banks and financial institutions 6 20,025,000 5,025,000
Direct credit facilities-net 7 1,997,545,164 1,761,212,693
Financial assets at fair value through profit or loss 8 146,587,168 158,009,735
Financial assets at fair value through other comprehensive Income 9 32,898,683 30,554,278
Financial assets at amortized cost 10 298,385,904 447,914,708
Pledged financial assets 11 51,763,047 -
Property and equipment - net 12 17,012,879 16,808,680
Intangible assets - net 13 3,141,260 1,547,323
Deferred tax assets 20 5,103,499 4,658,633
Other assets 14 123,977,130 68,303,524

TOTAL ASSETS 3,398,642,391 3,208,024,161

LIABILITIES AND OWNERS› EQUITY

LIABILITIES:
Banks and financial institutions deposits 15 589,424,961 495,918,951
Customers deposits 16 1,928,464,128 1,998,817,556
Cash margins 17 210,361,920 122,904,142
Borrowed funds 18 50,727,786 -
Other provisions 19 12,309,709 10,914,938
Provision for income tax 20 19,032,235 18,081,616
Deferred tax liabilities 20 2,520,535 2,178,893
Other liabilities 21 51,064,035 62,708,650

TOTAL LIABILITIES 2,863,905,309 2,711,524,746

OWNERS› EQUITY:
EQUITY - BANK SHAREHOLDERS:
Authorized and paid-up capital 22 141,043,724 141,043,724
Statutory reserve 23/a 83,231,805 74,332,928
Voluntary reserve 23/b 150,177,986 132,380,232
Pro-cyclicality reserve 23/c 109,394 -
General banking risks reserve 23/d 17,088,480 14,885,379
Financial assets valuation reserve - net of tax 24 2,256,035 709,555
Retained earnings 25 133,716,186 125,566,555

TOTAL EQUITY - BANK›S SHAREHOLDERS 527,623,610 488,918,373

Non-controlling interests 7,113,472 7,581,042

TOTAL OWNERS› EQUITY 534,737,082 496,499,415

TOTAL LIABILITIES AND OWNERS› EQUITY 3,398,642,391 3,208,024,161

THE ACCOMPANYING NOTES FROM (1) TO (48) CONSTITUTE AN INTEGRAL PART OF THESE CONSOLIDATED FINANCIAL STATEMENTS AND SHOULD BE READ WITH THEM.
 37 A nnual R eport 2 0 1 2

CONSOLIDATED STATEMENT OF INCOME

FOR THE YEAR ENDED DECEMBER 31, 2012 AND 2011

IN US DOLLARS

Note 2012 2011

Interest income 27 180,357,014 168,933,217

Less: Interest expense 28 54,270,783 48,000,539

Net Interest Income 126,086,231 120,932,678

Net commission income 29 15,028,279 12,821,370

Net Interest and Commission Income 141,114,510 133,754,048

Foreign exchange income 30 3,747,745 3,710,618

Recovered from impairment loss in financial assets at amortized cost 10 - 1,058,283

Gain from financial assets at fair value through profit or loss 31 5,677,721 7,137,491

Cash dividends from financial assets at fair value through other

comprehensive income 9 2,023,240 2,098,398

Other income 32 13,267,597 9,990,803

Gross Income 165,830,813 157,749,641

Employees expenses 33 29,826,614 25,943,501

Depreciation and amortization 12 & 13 3,108,525 3,774,715

Other expenses 34 16,304,573 18,590,971

Provision of impairment loss in direct credit facilities 7 25,459,528 29,360,464

Other provisions 19 1,786,953 1,628,554

Total Expenses 76,486,193 79,298,205

Income for the Year before Income Tax 89,344,620 78,451,436

Less: Income tax expense 20/b 23,607,093 22,461,724

Income for the Year 65,737,527 55,989,712

Pertains to:

Bank›s Shareholders 65,381,683 56,318,970

Non-Controlling Interests 355,844 (329,258)

Earnings per Share for the Year Attributable to the Bank›s Shareholders;

Basic and Diluted 35 -/654 -/563

THE ACCOMPANYING NOTES FROM (1) TO (48) CONSTITUTE AN INTEGRAL PART OF THESE CONSOLIDATED FINANCIAL STATEMENTS AND SHOULD BE READ WITH THEM.
J ordan K uwait B ank 38

CONSOLIDATED STATEMENT OF OTHER COMPREHENSIVE INCOME

FOR THE YEAR ENDED DECEMBER 31, 2012 AND 2011

IN US DOLLARS

2012 2011

Income for the year 65,737,527 55,989,712

Other Comprehensive Income Items:

Net change in financial assets at fair value through other comprehensive income
valuation reserve - net of tax 1,102,101 (363,261)

Total Comprehensive Income for the Year 66,839,628 55,626,451

Total Comprehensive Income for the Year Pertains to:

Bank›s shareholders 66,913,982 56,141,029

Non-controlling interests (74,354) (514,578)

66,839,628 55,626,451

THE ACCOMPANYING NOTES FROM (1) TO (48) CONSTITUTE AN INTEGRAL PART OF THESE CONSOLIDATED FINANCIAL STATEMENTS AND SHOULD BE READ WITH THEM.
 39 A nnual R eport 2 0 1 2

CONSOLIDATED STATEMENT OF CHANGES IN OWNERS› EQUITY

FOR THE YEAR ENDED DECEMBER 31, 2012 AND 2011

IN US DOLLARS

Equity - Bank Shareholders

Reserves
Authorized Cumulative Financial Assets Total Equity -
and Paid-up General Change in Valuation Reserve - Retained Bank›s Non-controlling
Description Note Capital Statutory Voluntary Pro-Cyclicality Banking Fair Value Net of Tax Earnings Shareholders Interests Total
Risks

For the Year Ended December

31, 2012

Balance - beginning of the year 141,043,724 74,332,928 132,380,232 - 14,885,379 - 709,555 125,566,555 488,918,373 7,581,042 496,499,415

Income for the year - - - - - - - 65,381,683 65,381,683 355,844 65,737,527

Net change in financial assets

at fair value through other
comprehensive income valuation
reserve - net of tax - - - - - - 1,532,299 - 1,532,299 (430,198) 1,102,101

Realized (loss) from financial

assets at fair value through other
comprehensive income - - - - - - 14,181 (14,181) - - -

Total Comprehensive Income for

the Year - - - - - - 1,546,480 65,367,502 66,913,982 (74,354) 66,839,628

Transferred to reserves 26 - 8,898,877 17,797,754 109,394 2,203,101 - - (29,009,126) - - -

Paid dividends - - - - - - - (28,208,745) (28,208,745) (393,216) (28,601,961)

Balance - End of the Year 141,043,724 83,231,805 150,177,986 109,394 17,088,480 - 2,256,035 133,716,186 527,623,610 7,113,472 534,737,082

Equity - Bank Shareholders

Reserves
Authorized Cumulative Financial Assets Total Equity -
and Paid-up General Change in Valuation Reserve - Retained Bank›s Non-controlling
Description Note Capital Statutory Voluntary Pro-Cyclicality Banking Fair Value Net of Tax Earnings Shareholders Interests Total
Risks

For the Year Ended December

31, 2011

Balance - beginning of the year 141,043,724 66,454,859 116,624,094 - 14,922,880 9,119,506 - 109,601,721 457,766,784 8,705,543 466,472,327

Effect of International Financial

Reporting Standards No. (9)
adoption - - - - - (9,119,506) 887,496 11,451,315 3,219,305 (45,810) 3,173,495

Adjusted balance - beginning of

the year 141,043,724 66,454,859 116,624,094 - 14,922,880 - 887,496 121,053,036 460,986,089 8,659,733 469,645,822

Income for the year - - - - - - - 56,318,970 56,318,970 (329,258) 55,989,712

Net change in financial assets

at fair value through other
comprehensive income valuation
reserve - net of tax - - - - - - (177,941) - (177,941) (185,320) (363,261)

Total Comprehensive Income for

the Year - - - - - - (177,941) 56,318,970 56,141,029 (514,578) 55,626,451

Transferred to reserves 26 - 7,878,069 15,756,138 - (37,501) - - (23,596,706) - - -

Paid dividends - - - - - - - (28,208,745) (28,208,745) (564,113) (28,772,858)

Balance - End of the Year 141,043,724 74,332,928 132,380,232 - 14,885,379 - 709,555 125,566,555 488,918,373 7,581,042 496,499,415

- Out of the retained earnings, an amount of USD 5,103,499 as of December 31, 2012 (USD 4,658,633 as of December 31, 2011) is
restricted according to the Central Bank of Jordan instructions against deferred tax assets.
- Retained earnings include an amount of USD 8,178,291 as of December 31, 2012 (USD 8,605,013 as of December 31, 2011)
restricted against the effect of adopting International Financial Reporting Standards No. (9) according to Jordan Securities Commission
instructions in relation to the unrealized revaluation of financial assets at fair value through profit or loss.
- Use of the General Banking Risks Reserve is restricted and requires the pre-approval of the Central Bank of Jordan.
- Use of negative cumulative change in fair value of financial assets is restricted as per Jordan Securities Commission instructions and
Central Bank of Jordan.

THE ACCOMPANYING NOTES FROM (1) TO (48) CONSTITUTE AN INTEGRAL PART OF THESE CONSOLIDATED FINANCIAL STATEMENTS AND SHOULD BE READ WITH THEM.
J ordan K uwait B ank 40

CONSOLIDATED STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED DECEMBER 31, 2012 AND 2011
IN US DOLLARS
Note 2012 2011
CASH FLOWS FROM OPERATING ACTIVITIES:
Income for the year before income tax 89,344,620 78,451,436
Adjustments:
Depreciation and amortization 12&13 3,108,525 3,774,715
Provision for impairment loss in direct credit facilities 7 25,459,528 29,360,464
Net interest income (7,319,896) (5,312,142)
Provision for staff indemnity 19 1,702,327 1,541,103
Provision for lawsuits against the Bank 19 84,626 87,451
(Gain) on sale of properties seized by the Bank - (3,714)
(Gain) on sale of property and equipment (2,118) (10,597)
(Gain) on valuation of financial assets at fair value through profit or loss 31 (2,661,206) (3,369,479)
Impairment loss of seized shares against debts 14 172,055 3,946,626
(Recovered) from impairment loss of financial assets at amortized cost 10 - (1,058,283)
Effect of exchange rate fluctuations on cash and cash equivalents (2,563,546) (331,471)
Total 107,324,915 107,076,109
CHANGES IN ASSETS AND LIABILITIES:
(Increase) decrease in deposits at banks and financial institutions (15,305,000) 4,883,350
(Increase) in direct credit facilities (261,792,000) (139,693,897)
Decrease in trading financial assets - 3,348,777
Decrease (increase) in financial assets at fair value through profit or loss 14,083,773 (155,811,435)
(Increase) in other assets (38,478,529) (4,689,165)
Increase in banks and financial institutions deposits due after three months 44,645,387 202,476,333
(Decrease) increase in customers deposits (70,353,427) 158,317,523
Increase (decrease) in cash margins 87,457,777 (47,826,619)
(Decrease) in other liabilities (22,623,433) (10,453,456)
Net change in assets and liabilities (262,365,452) 10,551,411
Net Cash Flows (used in) generated from Operating Activities before Payments
made to Staff End-of-Service Indemnity, Provision for Lawsuits and Income Tax (155,040,537) 117,627,520
Staff end-of-service indemnity paid 19 (373,822) (1,052,024)
Provision for lawsuits paid 19 (18,360) (44,433)
Income tax paid 20 (23,280,806) (27,679,832)
Net Cash Flows (used in) generated from Operating Activities (178,713,525) 88,851,231
CASH FLOWS FROM INVESTING ACTIVITIES:
Decrease in held-to-maturity financial assets - 62,021,398
Decrease (increase) in financial assets at amortized cost 97,765,757 (447,162,585)
(Increase) in financial assets at fair value through other comprehensive income (290,999) (16,395,269)
Decrease in available-for-sale financial assets - 504,054,525
(Increase) in property and equipment (2,827,209) (3,444,433)
(Increase) in intangible assets (2,077,334) (587,104)
Net Cash Flows from Investing Activities 92,570,215 98,486,532
CASH FLOWS FROM FINANCING ACTIVITIES:
(Decrease) in non-controlling interests (823,415) (749,433)
Increase (decrease) in borrowed funds 50,727,786 (1,909,928)
Dividends paid to shareholders (27,277,159) (27,156,843)
Net Cash Flows generated from (used in) Financing Activities 22,627,212 (29,816,204)
Effect of exchange rate fluctuations on cash and cash equivalents 2,563,546 331,471
Net Increase (Decrease) in Cash and Cash Equivalents (60,952,552) 157,853,030
Cash and cash equivalents - beginning of the year 448,462,260 290,609,230
Cash and Cash Equivalents - End of the Year 36 387,509,708 448,462,260

THE ACCOMPANYING NOTES FROM (1) TO (48) CONSTITUTE AN INTEGRAL PART OF THESE CONSOLIDATED FINANCIAL STATEMENTS AND SHOULD BE READ WITH THEM.
 41 A nnual R eport 2 0 1 2

Jordan Kuwait Bank

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

1- General Information
- Jordan Kuwait Bank was established as a Jordanian public shareholding company under number (108) on October 25, 1976 in
accordance with Jordanian Companies Law no. (13) for the year 1964. The Bank’s Head Office address is Omaya Bin Abdshams Street,
Abdali, Tel. +962 (6) 5629400, P.O. Box 9776, Amman – 11191 Jordan.
- The Bank is engaged in banking and related financial operations through its branches totaling to 53 branches inside Jordan, three
foreign branches and two subsidiaries.
- Jordan Kuwait Bank is listed as a public shareholding company in Amman Stock Exchange.
- The consolidated financial statements have been approved by the Bank’s Board of Directors, in its meeting No. (1/2013) held on
January 21, 2013 and are subject to the approval of the General Assembly of Shareholders.

2- Significant Accounting Policies

Basis of Preparation of Consolidated Financial Statements
- The accompanying consolidated financial statements of the Bank has been prepared in accordance with International Financial
Reporting Standards modified according to Central Bank of Jordan instructions and arrangements with regards to the calculation of
the provision for impairment loss for a number of direct credit facilities customers, while the financial statements of the subsidiary
companies have been prepared in accordance with the standards issued by the International Accounting Standards Board (IASB) and
the interpretations issued by the Committee of the IASB.
- The consolidated financial statements are prepared in accordance with the historical cost principle, except for financial assets /
liabilities which are stated at fair value through profit or loss, financial assets at fair value through other comprehensive income and
financial derivatives which are stated at fair value at the date of the consolidated financial statements. Moreover, hedged financial
assets and liabilities are also stated at fair value.
- The reporting currency of the consolidated financial statements is the Jordanian Dinar, which is the functional currency of the Bank.
However, the accompanying consolidated financial statements are presented in US Dollar for management purposes only.
- The accounting policies adopted in the consolidated financial statements are consistent with those accounting polices applied in the
year ended December 31, 2011, except for the implementation of what stated in Note (48/a) to the consolidated financial statements.

Basis of Financial Statements Consolidation

- The consolidated financial statements include the financial statements of the Bank and controlled subsidiaries. Control exists when the
Bank has the power to control the financial and operating policies of the subsidiaries in order to obtain benefits from its activities. All
transactions, balances, revenue and expenses between its Bank and its subsidiaries are eliminated.
- The financial statements of the subsidiaries relating to the same fiscal year of the Bank are prepared using the same accounting
policies adopted by the Bank, except for the arrangements with Central Bank of Jordan with regards to the calculation of the provision
for impairment loss for a number of direct credit facilities customers. In case the accounting policies applied by the subsidiaries are
different from those adopted by the Bank, necessary adjustments to the financial statements of the subsidiaries are effected in order
to match those applied by the Bank.
- Non-controlling interests represents the portion of the subsidiaries’ equity not owned by the Bank.

The Bank owns the following subsidiaries as of December 31, 2012 and 2011:

Company’s Name Paid-up Capital Ownership of the Bank Nature of Operation Location Date of Acquisition
USD %
United Financial Investments Company 11,283,498 50/22 Financial Brokerage Amman 2002
Ejarah for Finance Leasing Company 28,208,745 100 Finance Leasing Amman 2011
The results of operations of the subsidiaries are consolidated in the consolidated statement of income from the date of acquisition,
which represents the date when control over the subsidiaries is passed on to the Bank. Moreover, the results of operations of the
disposed off subsidiaries are consolidated in the consolidated statement of income until the disposal date, which represents the date
when the Bank loses control over the subsidiaries.

Segments Information
- A business segment is a distinguishable component of assets and transactions in which an entity engaged in providing an individual
product or service or a group of related products or services subject to risks and returns different from those of other business
segments, which are measured according to the reports used by executive directors and the main decision makers at the Bank.
J ordan K uwait B ank 42

- A geographical segment is a distinguishable component of an entity engaged in providing products or services within a particular
economic environment subject to risks and returns different from those of components operating in other economic environments.

Financial Assets at Fair Value through Profit or Loss

- These financial assets represent investments in companies’ stocks and bonds for trading purpose, and the purpose of maintaining
them is generating gains from the fluctuations in market prices in the short term or trading margins.
- These financial assets are initially stated at fair value at acquisition date, (transaction costs are expensed in the consolidated statement
of income), and subsequently measured at fair value. Moreover, changes in fair value are recorded in the consolidated statement of
income including the change in fair value resulting from translation of non-monetary assets stated at foreign currency. Gains or losses
resulting from the sale of these financial assets are taken to the consolidated statement of income.
- It is not allowed to reclassify any financial assets to / from this category except for the cases specified in International Financial
Reporting Standards.
- Dividends and interests from these financial assets are recorded in the consolidated statement of income.

Financial Assets at Fair Value through Other Comprehensive Income

- These financial assets represent investments in equity instruments held for the purpose of generating gain on a long term and not for
trading purpose.
- Financial assets at fair value though other comprehensive income initially stated at fair value plus transaction costs at purchase date.
Subsequently, they are measured at fair value with gains or losses arising from changes in fair value recognized in the consolidated
statement of other comprehensive income and within owner’s equity, including the changes in fair value resulting from translation of
non-monetary assets stated at foreign currency. Gain or Loss from the sale of these investments should be recognized in the consolidated
statement of comprehensive income and within owner’s equity, and the balance of the revaluation reserve for these assets should be
transferred directly to the retained earnings and not to the consolidated statement of income.
- These assets are not subject to impairment testing.
- Dividends are recorded in the consolidated statement of income on a separate line item.

Financial Assets at Amortized Cost

- They are the financial assets which the Bank’s management intends according to its business model to hold for the purpose of
collecting contractual cash flows which comprise the contractual cash flows that are solely payments of principal and interest on the
outstanding principal.
- Those financial assets are stated at cost upon purchase plus acquisition expenses. Moreover, the issue premium / discount is amortized
using the effective interest rate method, and recorded to the interest account. Provisions associated with the decline in value of these
investments leading to the inability to recover the investment or part therefore are deducted, and any impairment loss in its value is
recorded in the consolidated statement of income.
- The amount of the impairment loss recognized is the difference between the asset’s carrying amount and the present value of estimated
future cash flows discounted at the original effective interest rate.
- It is not allowed to reclassify any financial assets from / to this category except for certain cases specified in the International Financial
Reporting Standards (in the case of selling any of these assets before its maturity date, the result should be recorded in a separate line
item in the consolidated statement of income, disclosures should be made in accordance to the requirements of International Financial
Reporting Standards).

Fair Value
Fair value represents the closing market price (Assets Purchasing / Liabilities Selling) of financial assets and derivatives on the date of
the consolidated financial statements.
In case declared market prices do not exist, active trading of some financial assets and derivatives is not available, or the market is
inactive, fair value is estimated by one of several methods including the following:
- Comparison with the fair value of another financial asset with similar terms and conditions.
- Analysis of the present value of expected future cash flows for similar instruments.
- Option pricing models.
- Long term assets and liabilities that bear no interest are evaluated in accordance with the discounted cash flows using effective interest
rate. Premiums and discounts are amortized within interest revenues or expense in the consolidated statement of income.
The valuation methods aim to obtain a fair value that reflects the market expectations, taking into consideration market factors and any
expected risks and benefits upon estimating the value of financial assets.

Impairment Loss in the Value of Financial Assets

The Bank reviews the values of financial assets on the date of the consolidated statement of financial position in order to determine
if there are any indications of impairment in their value individually or in the form of a portfolio. In case such indications exist, the
recoverable value is estimated so as to determine the impairment loss.
 43 A nnual R eport 2 0 1 2

Impairment loss is determined as follows:

Impairment loss in financial assets recorded at amortized cost is determined on the basis of the present value of the expected cash flows
discounted at the original interest rate.
Impairment loss in value is recorded in the consolidated statement of income. Any surplus in the following period resulting from previous
declines in the fair value of financial assets held at amortized costs is taken to the consolidated statement of income.

Direct Credit Facilities

- A provision for impairment loss in direct credit facilities is recognized when it is obvious that the financial assets of the Bank cannot
be recovered, there is an objective evidence of the existence of an event negatively affecting the future cash flows of the direct
credit facilities, and the impairment loss amount can be estimated according to Central Bank of Jordan instructions, except for the
arrangements with the Central Bank of Jordan with regards to the calculation of impairment loss for a number of direct credit facilities
customers, and in accordance with the Central Banks instruction in which the Bank’s branches operate. Impairment loss is taken to
the consolidated statement of income. The provision is recorded in the consolidated statement of income.
- Interests and commissions on non-performing direct credit facilities are suspended in accordance with the instructions of the Central
Bank of Jordan or the applicable laws in the countries where the bank’s branches or the subsidiaries operate whichever is more
restricted.
- Impaired credit facilities, for which provision have been taken, are written off by charging the provision after all efforts have been made
to recover the assets. Any surplus in the provision is taken to the consolidated statement of income, while debt recoveries are taken
to income.

Property and Equipment

- Property and equipment are stated at cost net of accumulated depreciation and any impairment loss in its value. Moreover, property
and equipment (except for land) are depreciated according to the straight-line method over their estimated useful lives, when ready
for use, using the following annual rates:

Buildings 3

Furniture, fixtures and equipment 9 – 15

Vehicles 15

Computers 20

Buildings improvements 20

- When the recoverable amounts of property and equipment is lower than their carrying values, assets are written down, and impairment
losses are recorded in the consolidated statement of income.
- The useful lives of property and equipment are reviewed at the end of each year. In case the expected useful life is different from what
was determined before, the change in estimate is recorded in the following years, being a change in estimates.
- Property and equipment are derecognized when disposed of or when there is no expected future benefit from their use.

Provisions
Provisions are recognized when the Bank has an obligation on the date of the consolidated statement of financial position arising from
past events, and the costs to settle the obligation are both probable and can be reliably measured.

Provision for Employees’ End-of-Service Indemnities

- The employees’ end-of-service indemnities provision is estimated on the basis of one-month salary for each year of service less the
Bank’s contribution for social security.
- Payments to departing employees are deducted from the employees’ end-of-service indemnities provision while the required provision
for end-of-service indemnities for the year is recorded in the consolidated statement of income.

Income Tax
- Income tax expenses represent accrued taxes and deferred taxes.
- Income tax expenses are accounted for on the basis of taxable income. Moreover, income subject to tax differs from income declared
in the consolidated financial statements because the latter includes non-taxable revenue or tax expenses not deductible in the current
year but deductible in subsequent years, accumulated losses acceptable by the tax authorities, and items not accepted for tax purposes
or subject to tax.
- Taxes are calculated on the basis of the tax rates prescribed according to the prevailing laws, regulations, and instructions of the
countries where the Bank operates.
J ordan K uwait B ank 44

- Deferred taxes are taxes expected to be paid or recovered as a result of temporary timing differences between the value of the assets
or liabilities in the consolidated financial statements and the value of the taxable amount. Deferred tax is calculated on the basis of the
liability method in the consolidated statement of financial position according to the rates expected to be applied when the tax liability
is settled or tax assets are recognized.
- Deferred tax assets and liabilities are reviewed as of the date of the consolidated financial statements, and reduced in case it is
expected that no benefit will arise therefrom, partially or totally.

Capital share
Costs of Issuing or Purchasing the Bank’s Shares
Costs of issuing or purchasing the Bank’s shares are recorded in retained earnings (net of the tax effect of these costs). In case the issue
or purchase process is incomplete, these costs are charged to the consolidated statement of income as an expense.
Treasury Shares
Treasury shares are stated at cost and it have no rights in dividends to the shareholders, and no rights in participating or voting in the
Bank’s general assembly meetings. Gains or losses from selling the treasury share are not recognized in the consolidated statement of
income. Gains are shown in owner’s equity with share premium / discount whereas losses are taken to retuned earnings, in case there
is no treasury shares premium balance available.

Mortgaged Financial Assets

Mortgaged financial assets are assets mortgaged to other parties, which hold the right of selling or refinancing the mortgage. Those
assets are continuously evaluated according to the accounting policies designated for each of them.

Accounts Managed on Behalf of Customers

This item represents the accounts managed by the Bank on behalf of its customers and is not part of the Bank’s assets. The fees and
commissions for managing these accounts are shown in the consolidated statement of income. Furthermore, a provision is taken against
the decline in the value of capital-guaranteed portfolios managed on behalf of customers.

Offsetting
Financial assets and financial liabilities are offset, and the net amount is reflected in the consolidated statement of financial position
only when there are legal rights to offset the recognized amounts, the Bank intends to settle them on a net basis, or assets are realized
and liabilities settled simultaneously.

Recognition of Income and Realization of Expenses

- Interest income is realized and recognized based on the effective interest method, except for interest and commission on non-performing
facilities which are not recognized as revenue but taken to the interest and commission in suspense account.
- Expenses are recognized on the accrual basis.
- Commission is recorded as revenue when the related services are rendered, and dividend revenue from companies is recognized when
earned (or when approved by the shareholders general assembly).

Recognition of Financial Assets Date

Purchase and sale of financial assets are recognized on the trade date (the date the Bank is liable to sell or purchase the financial asset).

Financial Derivatives and Hedge Accounting

Financial Derivatives Hedge
For hedge accounting purposes, the financial derivatives are stated at fair value, and hedges are classified as follows:

Fair value hedge

Hedge for the change in the fair value exposures of the Bank’s assets and liabilities.
When the conditions of effective fair value hedge are met, the resulting gain or loss from re-measuring the fair value hedge is recognized
in the consolidated statement of income.
When the conditions of effective portfolio hedge are met, the gain or loss resulting from the revaluation of the hedging instrument at fair
value as well as the change in the fair value of the assets or liabilities portfolio are recorded in the consolidated income statement for
the same period.

Cash flows hedge

Hedge for the change in the current and expected cash flows exposures of the Bank’s assets and liabilities.
When the conditions of effective cash flow hedge are met, the gain or loss of the hedging instruments is recognized in the consolidated
statement of comprehensive income / owners’ equity. Such gain or loss is transferred to the consolidated statement of income in the
period in which the hedge transaction impacts the consolidated statement of income.
 45 A nnual R eport 2 0 1 2

Hedge for net investment in foreign entities

When the conditions of the hedge for net investment in foreign entities are met, fair value is measured for the hedging instrument of
the hedged net assets. In case of an effective relationship, the effective portion of the loss or profit related to the hedging instrument
is recognized in the consolidated statement of comprehensive income / consolidated statement of owners’ equity while the ineffective
portion is recognized in the consolidated statement of income. Moreover, the effective portion is recorded in the consolidated statement
of income when the investment in foreign entities is sold.
- When the conditions of the effective hedge do not apply, gain or loss resulting from the change in the fair value of the hedging
instrument is recorded in the consolidated statement of income in the same period.

Financial Derivatives for Trading

The fair value of financial derivatives for trading such as forward foreign currency contracts, future interest rate contracts, swap
agreements, and foreign currency options is recorded in the consolidated statement of financial position under other assets or other
liabilities as the case may be. Fair value is measured according to the prevailing market prices, and if they are not available, the
measurement method should be disclosed. The change in their fair value is recognized in the consolidated statement of income.

Repurchase or Resale Agreements

- Assets sold with a simultaneous commitment to repurchase them at a future date continue to be recognized in the consolidated
financial statements as a result of the Bank’s continuous control over these assets and as the related risks and benefits are transferred
to the Bank upon occurrence. They also continue to be measured in accordance with the adopted accounting policies. Amounts
received against these contracts are recorded within liabilities under borrowed funds. The difference between the sale price and the
repurchase price is recognized as an interest expense amortized over the contract period using the effective interest rate method.
- Purchased assets with corresponding commitment to sell at a specific future date are not recognized in the consolidated financial
statements because the Bank has no control over such assets and the related risks and benefits are not transferred to the Bank upon
occurrence. Payments related to these contracts are recorded under deposits with banks and other financial institutions or loans and
advances in accordance with the nature of each case. The difference between the purchase price and resale price is recorded as
interest revenue amortized over the life of the contract using the effective interest method.

Assets Seized by the Bank against Due Debts

Assets seized by the Bank are shown under “other assets” in the consolidated statement of financial position at the acquisition value
or fair value, whichever is lower and revalued individually at fair value as of the consolidated statement of financial position date. Any
decline in their market value is taken to the consolidated statement of income whereas any such increase is not recognized. A subsequent
increase is taken to the consolidated statement of income to the extent it does not exceed the previously recorded impairment loss.

Intangible Assets
A- Goodwill
Goodwill is recorded at cost, and represents the excess of the amount paid to acquire or purchase the investment in an associate or
a subsidiary on the date of the transaction over the fair value of the net assets of the associate or subsidiary at the acquisition date.
Goodwill resulting from the investment in a subsidiary is recorded as a separate item as part of intangible assets, while goodwill resulting
from the investment in an affiliated company constitutes part of the investment in that company. The cost of goodwill is subsequently
reduced by any impairment in the value of the investment.
Goodwill is distributed over the cash generating unit(s) for the purpose of testing the impairment in its value.
The value of goodwill is tested on the date of each consolidated financial statement. Goodwill value is reduced when there is evidence
that its value has declined or the recoverable value of the cash generating unit(s) is less than book value. The decline in value is recorded
in the consolidated statement of income as an impairment loss.

B- Other Intangible Assets

- Intangible assets purchased in an acquisition are stated at fair value at the date of acquisition. Other intangible assets purchased other
than through acquisition are recorded at cost.
- Intangible assets are to be classified on the basis of either definite or indefinite useful life. Intangible assets with definite useful
economic lives are amortized over their useful lives and recorded as an expense in the consolidated statement of income. Intangible
assets with indefinite lives are reviewed for impairment as of the financial statements date, and impairment loss is recorded in the
consolidated statement of income.
- No capitalization of intangible assets resulting from the Banks’ operations is made. They are rather recorded as an expense in the
consolidated statement of income for the period.
- Any indications of impairment in the value of intangible assets as of the consolidated financial statements date are reviewed. Furthermore,
the estimated useful lives of the impaired intangible assets are reassessed, and any adjustment is made in the subsequent period.
- Computers software and applications are amortized according to the straight-line method over their estimated economic useful lives at
an annual amortization rate of 20% - 33%.
J ordan K uwait B ank 46

Foreign Currencies
- Transactions in foreign currencies during the year are recorded at the exchange rates prevailing at the date of the transaction.
- Financial assets and financial liabilities denominated in foreign currencies are translated to US Dollar at the average exchange rates
prevailing on the consolidated statement of financial position date and declared by the Central Bank of Jordan.
- Non-monetary assets and liabilities denominated in foreign currencies and recorded at fair value are translated on the date when their
fair value is determined.
- Gains and losses resulting from foreign currency translation are recorded in the consolidated statement of income.
- Translation differences for non-monetary assets and liabilities denominated in foreign currencies (such as shares) are recorded as part
of the change in fair value.
- When consolidating the financial statements, assets and liabilities of the branches and subsidiaries abroad are translated from the
primary currency (basic) to the reporting currency, using the average exchange rates prevailing on the consolidated statement of financial
position date and declared by the Central Bank of Jordan. Revenue and expense items are translated using the average exchange rates
during the year, and exchange differences are shown in a separate item within the consolidated statement of shareholders’ equity. In
case of selling one of the subsidiaries or branches, the related amount of exchange difference is booked in revenues\expenses in the
consolidated statement of income.

Cash and Cash Equivalents

Cash and cash equivalents are balances, maturing within three months, which comprise of cash and balances with Central Banks,
balances with banks and financial institutions, less bank deposits and balances due to banks and financial institutions maturing within
three months and restricted funds.

3 - Accounting Estimates
Preparation of the accompanying consolidated financial statements and the application of accounting policies require the Bank’s
management to estimate and assess some items affecting financial assets and liabilities and to disclose contingent liabilities. These
estimates and assumptions also affect income, expenses, provisions, and financial assets valuation and require the Bank’s management
to estimate and assess the amounts and timing of future cash flows. The aforementioned estimates are based on several assumptions
and factors with varying degrees of consideration and uncertainty. Furthermore, the actual results may differ from the estimates due to
the changes arising from the conditions and circumstances of those estimates in the future. Management believes that the estimates in
the consolidated financial statements are reasonable. The details are as follows:
- A provision is set for lawsuits raised against the Bank and subsidiaries. This provision is subject to an adequate legal study prepared
by the Bank and subsidiaries legal advisors. Moreover, the study highlights potential risks that may encounter in the future. Such legal
assessments are reviewed frequently.
- A provision for loans is taken on the basis and estimates approved by management in conformity with Central Bank of Jordan instructions
except for the arrangements with Central Bank of Jordan with regards to impairment loss for some direct credit facilities customers.
- Impairment loss for the properties seized by the Bank is taken after a sufficient and recent evaluation of the acquired properties has
been conducted by approved surveyors and impairment loss is reviewed periodically.
- Management periodically reassesses the economic useful lives of tangible and intangible assets for the purpose of calculating annual
depreciation and amortization based on the general status of these assets and the assessment of their useful economic lives expected
in the future. Impairment loss is taken to the consolidated statement of income.
- Management frequently reviews the financial assets stated at cost to estimate any decline in their value. Impairment loss is taken to
the consolidated statement of income.
- Provision for income tax: The financial year is charged with its portion from the income tax expense according to the prevailing laws and
regulations and International Financial Reporting Standards. Moreover, the necessary income tax provision is calculated and recorded.
- Fair value hierarchy: The Bank is required to determine and disclose the level in the fair value hierarchy into which the fair value
measurements are categorized in their entirety, segregating fair value measurements in accordance with the levels defined in IFRS.
Differentiating between Level (2) and Level (3) fair value measurements, i.e., assessing whether inputs are observable and whether
the unobservable inputs are significant, may require judgement and careful analysis of the inputs used to measure fair value, including
consideration of factors specific to the asset or liability.
 47 A nnual R eport 2 0 1 2

4. Cash and Balances at Central Banks

The details of this item are as follows: USD

2012 2011

Cash in vaults 46,548,575 38,785,433

Balances at Central Banks:

Current and call accounts 99,763,848 35,821,766

Time and notice deposits 49,684,267 191,313,240

Mandatory cash reserve 106,779,386 101,988,962

Total 302,776,076 367,909,401

- Except for the statutory cash reserve, there are no restricted balances as of December 31, 2012 and 2011.
- There are no balances due within a period exceeding three months.

5. Balances at Banks and Financial Institutions

The details of this item are as follows: USD

Local Banks and Foreign Banks and Total

Financial Institutions Financial Institutions

2012 2011 2012 2011 2012 2011

Current and call accounts 483,841 648,680 301,828,124 253,941,374 302,311,965 254,590,054

Deposits due within three months

or less 32,450,538 29,028,490 59,664,078 57,461,642 92,114,616 86,490,132

Certificates of deposits due

within three months or less - - 5,000,000 5,000,000 5,000,000 5,000,000

Total 32,934,379 29,677,170 366,492,202 316,403,016 399,426,581 346,080,186

- Non-interest bearing balances at banks and financial institutions amounted to USD 14,066,769 as of December 31, 2012 against
USD 24,415,309 as of December 31, 2011.
- Restricted balances amounted to USD 2,170,000 as of December 31, 2012 against USD 1,865,000 as of December 31, 2011.

6. Deposits at Banks and Financial Institutions

The details of this item are as follows: USD

Local Banks and Foreign Banks and Total

Financial Institutions Financial Institutions

2012 2011 2012 2011 2012 2011

Deposits - - 20,025,000 5,025,000 20,025,000 5,025,000

Certificates of deposit - - - - - -

Total - - 20,025,000 5,025,000 20,025,000 5,025,000

- Restricted deposits amounted to USD 25,000 as of December 31, 2012 and 2011.
J ordan K uwait B ank 48

7. Direct Credit Facilities - Net

The details of this item are as follows: USD

2012 2011

Individuals (retail):

Overdraft accounts* 7,333,953 7,440,942

Loans and promissory notes** 67,581,148 49,617,427

Credit cards 7,583,054 6,256,773

Real estate loans 236,126,449 229,544,190

Companies:

Large

Overdraft accounts 329,977,035 249,810,558

Loans and promissory notes** 1,142,827,879 1,083,831,458

Small and Medium

Overdraft accounts* 26,165,671 19,775,244

Loans and promissory notes** 64,534,539 42,802,993

Government and public sector 223,157,152 164,135,317

2,105,286,880 1,853,214,902

Less: Provision of impairment loss in direct credit facilities 92,028,568 79,862,993

Interest in suspense 15,713,148 12,139,216

Net Direct Credit Facilities 1,997,545,164 1,761,212,693

* This item includes USD 8,540,770 as of December 31, 2012 which represents credit facilities granted by the subsidiary companies
against USD 7,628,935 as of December 31, 2011.
** Net after deducting interest and commission received in advance of USD 3,757,480 as of December 31, 2012 against USD
3,689,660 as of December 31, 2011.
- Non-performing credit facilities amounted to USD 206,715,323 which is equivalent to (9/8%) of total direct credit facilities as of
December 31, 2012 against USD 190,621,461 which is equivalent to (10/3%) of total direct credit facilities as of December 31, 2011.
- Non- performing credit facilities net of interests and commissions in suspense amounted to USD 191,002,175 which is equivalent to
(9/1%) of total direct credit facilities balance after deducting suspended interests as of December 31, 2012 against USD 178,482,245
which is equivalent to (9/7%) of total credit facilities balance after deducting suspended interests as of December 31, 2011.
- Direct credit facilities granted to and guaranteed by the Government of Jordan amounted to USD 78,012,276 which is equivalent to
(3/7%) of total direct credit facilities as of December 31, 2012 against USD 9,956,028, which is equivalent to (-/5%) as of December
31, 2011.
- Direct credit facilities include facilities granted to three customers in an amount of USD 91,477,127 net after deducting interests and
commissions in suspense as of December 31, 2012, with acceptable collaterals in the amount of around USD 22.6 million as per
Central Bank of Jordan instructions. The provision of impairment against these direct credit facilities amounted to USD 38.9 million
as of December 31, 2012 based on the arrangements with Central Bank of Jordan with regards to the calculation of the provision of
impairment loss for these customers, whereby the remaining provision will be gradually allocated with annual provision not exceeding
USD 14.1 million for the three customers. In case of cordial ownership for the guarantees, the provision of impairment loss will be
gradually taken.
- In addition to what is stated above, direct credit facilities also include credit facilities granted to two other customers with a total balance
of USD 78.4 million as of December 31, 2012, which were classified under the watch list category as of that date, with acceptable
collaterals in the amount of around USD 76.1 million as per Central Bank of Jordan instructions. On September 13, 2012 an agreement
has been signed between the Bank and those two customers for restructuring these two accounts after the review and approval of
Central Bank of Jordan. The Bank is currently in the process of obtaining the remaining additional collaterals in accordance with the
agreement and will follow up on those credit facilities on a regular basis.
 49 A nnual R eport 2 0 1 2

Provision of Impairment Loss in Direct Credit Facilities

The following is the movement on the provision of impairment loss in direct credit facilities: USD

Real Companies Government

Year 2012 Individuals Estate and Public Total
Loans Large Small and Medium Sector

Balance – beginning of the year 2,292,913 1,667,503 74,694,721 1,207,856 - 79,862,993

Deducted from income during the year 680,817 6,610,460 17,971,080 377,298 - 25,639,655
Surplus in provision of credit facilities 64,422 29,444 - 86,261 - 180,127
Used from provision during the year (written-off) * 161,764 - 13,042,427 89,762 - 13,293,953

Balance – End of the Year 2,747,544 8,248,519 79,623,374 1,409,131 - 92,028,568

Real Companies Government

Year 2011 Individuals Estate and Public Total
Loans Large Small and Medium Sector

Balance – beginning of the year 912,135 801,104 57,580,059 1,190,793 - 60,484,091

Deducted from income during the year 1,995,626 1,525,554 31,040,780 669,715 - 35,231,675

Surplus in provision of credit facilities 446,051 281,776 4,671,608 471,776 - 5,871,211

Used from provision during the year (written-off) * 168,797 377,379 9,254,510 180,876 - 9,981,562

Balance – End of the Year 2,292,913 1,667,503 74,694,721 1,207,856 - 79,862,993

* During the year 2012, an amount of USD 13,293,953 has been written off from direct credit facilities according to the Board of
Directors approval against USD 9,981,562 for the year 2011.
- The disclosure above is related to provisions against debts calculated on the basis of the individual customer.
- The provisions no longer needed due to settlements or repayments of debts transferred against other debts amounted to USD 180,127
as of December 31, 2012 against USD 5,867,502 as of December 31, 2011.

Interest in Suspense
The movement on interest in suspense is as follows: USD

Real Companies Government

Year 2012 Individuals Estate and Public Total
Loans Large Small and Medium Sector

Balance – beginning of the year 38,447 95,562 11,781,329 223,878 - 12,139,216

Add: Interests suspended during the year 46,214 1,155,907 2,486,388 60,034 - 3,748,543
Less: Interests reversed to income 27,563 30,654 48,099 36,776 - 143,092
Interests in suspense written-off 5,001 1,291 15,027 10,200 - 31,519

Balance - End of the Year 52,097 1,219,524 14,204,591 236,936 - 15,713,148

Real Companies Government

Year 2011 Individuals Estate and Public Total
Loans Large Small and Medium Sector

Balance – beginning of the year 29,337 313,388 3,933,302 212,360 - 4,488,387

Add: Interests suspended during the year 42,609 41,047 10,842,745 284,824 - 11,211,225

Less: Interests reversed to income 29,726 40,571 6,364 184,749 - 261,410

Interests in suspense written-off 3,773 218,302 2,988,354 88,557 - 3,298,986

Balance - End of the Year 38,447 95,562 11,781,329 223,878 - 12,139,216

- The Bank adopts a policy for suspending interest off the Consolidated Statement of Financial Position for the accounts at courts, the
suspended interest without entries for the year 2012 amounted to USD 12,968,608.
J ordan K uwait B ank 50

8. Financial Assets at Fair Value through Profit or Loss

The details of this item are as follows: USD

2012 2011
Quoted shares in an active market 21,776,458 21,138,831
Unquoted shares in an active market 28,051,397 28,051,396
Quoted bonds in an active market 57,740,021 58,521,241
Unquoted bonds in an active market 39,019,292 50,298,267

Total 146,587,168 158,009,735

Bonds Analysis:
Fixed rate 48,089,226 62,714,089
Floating rate 48,670,087 46,105,419

Total 96,759,313 108,819,508

9. Financial Assets at Fair Value through Other Comprehensive Income

The details of this item are as follows: USD

2012 2011
Quoted shares in an active market 9,774,975 8,729,094
Unquoted shares in an active market 23,123,708 21,825,184

Total 32,898,683 30,554,278

- Realized losses from the sale of financial assets through other comprehensive income amounted to USD 14,181 in 2012, were booked
directly to retained earnings in owners› equity.
- Cash dividends on the above investments amounted to USD 2,023,240 for the year ended December 31, 2012 (USD 2,098,398 for
the year ended December 31, 2011).

10. Financial Assets at Amortized Cost

The details of this item are as follows: USD

2012 2011
Quoted Financial Assets:
Companies bonds and debentures 64,222,932 81,249,961
Total Quoted Financial Assets 64,222,932 81,249,961
Unquoted Financial Assets:
Treasury bonds and bills 229,134,600 361,636,223
Companies› bonds and debentures 5,028,372 5,028,524
Total Unquoted Financial Assets 234,162,972 366,664,747

Total 298,385,904 447,914,708

Bonds and Bills Analysis:

Fixed rate 293,385,904 437,945,206
Floating rate 5,000,000 9,969,502

Total 298,385,904 447,914,708

 51 A nnual R eport 2 0 1 2

- The movement on the provision for impairment loss in financial assets at amortized cost is as follows: USD

2012 2011
Balance – beginning of the year - 1,058,283
Recovered during the year* - (1,058,283)
Balance – Ending of the Year - -

* Recovered as a result of improvement in the fair value of these financial assets during the year.

11. Pledged Financial Assets

This item represents treasury bonds and bills with a total amount of USD 51,763,047 against repurchase agreement liabilities with a
total amount of USD 50,727,786 signed with the Central Bank of Jordan on December 5, 2012 with interest rate of 4.25% and maturity
date of January 6, 2013.

12. Property and Equipment - Net

a. The details of this item are as follows: USD

Furniture,
Building
Year 2012 Land Buildings Fixtures and Vehicles Computers Total
Improvements
Equipment
Cost:
Balance - beginning of the year 3,795,220 5,453,278 10,991,866 807,835 12,849,653 12,408,182 46,306,034
Additions - - 465,523 11,721 1,543,447 432,351 2,453,042
Disposals - - - - (3,893) - (3,893)
Balance - End of the year 3,795,220 5,453,278 11,457,389 819,556 14,389,207 12,840,533 48,755,183

Accumulated Depreciation:
Balance - beginning of the year - 2,079,863 7,684,499 419,918 11,024,532 9,504,424 30,713,236
Depreciation for the year - 162,739 770,451 77,116 744,911 869,910 2,625,127
Disposals - - - - (3,762) - (3,762)
Balance - End of the year - 2,242,602 8,454,950 497,034 11,765,681 10,374,334 33,334,601
Net Book Value of Property and Equipment 3,795,220 3,210,676 3,002,439 322,522 2,623,526 2,466,199 15,420,582
Down payments on property and equipment purchases - - 1,592,297 - - - 1,592,297
Net Book Value of Property and Equipment - End of the Year 3,795,220 3,210,676 4,594,736 322,522 2,623,526 2,466,199 17,012,879

Annual depreciation percentage % - 3 9 - 15 15 20 20

Furniture,
Building
Year 2011 Land Buildings Fixtures and Vehicles Computers Total
Improvements
Equipment
Cost:
Balance - beginning of the year 3,795,220 5,447,928 10,128,281 793,956 12,424,855 10,888,244 43,478,484
Additions - 5,350 943,451 154,557 428,035 1,519,938 3,051,331
Disposals - - (79,866) (140,678) (3,237) - (223,781)
Balance - End of the year 3,795,220 5,453,278 10,991,866 807,835 12,849,653 12,408,182 46,306,034
Accumulated Depreciation:
Balance - beginning of the year - 1,917,128 6,928,415 449,420 10,159,355 8,348,928 27,803,246

Depreciation for the year - 162,735 835,913 104,525 868,394 1,155,496 3,127,063
Disposals - - (79,829) (134,027) (3,217) - (217,073)
Balance - End of the year - 2,079,863 7,684,499 419,918 11,024,532 9,504,424 30,713,236
Net Book Value of Property and Equipment 3,795,220 3,373,415 3,307,367 387,917 1,825,121 2,903,758 15,592,798
Down payments on property and equipment purchases - - 1,215,882 - - - 1,215,882
Net Book Value of Property and Equipment - End of the Year 3,795,220 3,373,415 4,523,249 387,917 1,825,121 2,903,758 16,808,680

Annual depreciation percentage % - 3 9 - 15 15 20 20

b. Property and equipment include an amount of USD 18,940,982 as of December 31, 2012 (USD 18,887,416 as of December 31,
2011) representing fully depreciated property and equipment.
J ordan K uwait B ank 52

13. Intangible Assets - Net

The details of this item are as follows: USD

Computer Software
Year 2012 Total
and Applications

Balance - beginning of the year 1,547,323 1,547,323

Additions 2,077,335 2,077,335
Amortization for the year 483,398 483,398
Balance - End of the Year 3,141,260 3,141,260
Annual amortization percentage % 20 - 33

Computer Software
Year 2011 Total
and Applications

Balance - beginning of the year 1,607,870 1,607,870

Additions 587,105 587,105
Amortization for the year 647,652 647,652
Balance - End of the Year 1,547,323 1,547,323
Amortization percentage % 20 - 33

14. Other Assets

The details of this item are as follows: USD

2012 2011
Accrued interest and revenue 17,367,130 13,556,948
Prepaid expenses 1,356,315 1,434,944
Assets seized by the Bank against debts - net * 70,513,058 28,438,385
Unrealized gains from financial derivatives (Note 37) 884,409 867,635
Debtors ** 150,794 60,729
Clearing checks 25,844,303 18,991,305
Others ** 7,861,121 4,953,578
Total 123,977,130 68,303,524

* According to Central Bank of Jordan instructions, properties and shares seized by the Bank should be disposed off within two years
from the ownership date, and for exceptional cases, the Central Bank of Jordan can extend this period for two consecutive years at
maximum.
** Debtors and other assets include balances relating to the subsidiaries companies of USD 382,137 as of December 31, 2012 (against
USD 339,491 as of December 31, 2011).
The movement on assets seized by the Bank against due debts was as follows: USD

2012 2011
Seized Properties Other Seized Assets * Total Total
Balance - beginning of the year 10,105,671 18,332,714 28,438,385 9,783,317
Additions 42,279,428 - 42,279,428 22,610,715
Disposals (32,700) - (32,700) (9,021)
Impairment loss - (172,055) (172,055) (3,946,626)
Balance - End of the Year 52,352,399 18,160,659 70,513,058 28,438,385

* This item represents shares seized during the year 2011 at a local Bank.
 53 A nnual R eport 2 0 1 2

15. Banks and Financial Institutions Deposits

The details of this item are as follows: USD

December 31, 2012 December 31, 2011

Inside Outside Inside Outside

Total Total
Kingdom Kingdom Kingdom Kingdom

Current and call accounts 65,853,412 246,669,538 312,522,950 28,728,168 234,934,158 263,662,326

Time deposits * 30,190 276,871,821 276,902,011 - 232,256,625 232,256,625

Total 65,883,602 523,541,359 589,424,961 28,728,168 467,190,783 495,918,951

* Time deposits and certificates of deposit due within a period exceeding three months amounted to USD 276,902,012 as of December
31, 2012 against USD 232,256,626 as of December 31, 2011.

16. Customers Deposits

The details of this item are as follows: USD

December 31, 2012

Companies Government
Individuals and Public Total
Large Small and Medium Sector

Current and call accounts 307,046,313 72,128,097 193,159,825 23,251,743 595,585,978

Saving deposits 151,631,630 591,315 3,575,749 181,305 155,979,999
Time deposits subject to notice 690,575,556 66,780,076 256,372,199 156,411,942 1,170,139,773
Certificates of deposit 6,758,378 - - - 6,758,378
Total 1,156,011,877 139,499,488 453,107,773 179,844,990 1,928,464,128

December 31, 2011

Companies Government
Individuals and Public Total
Large Small and Medium Sector

Current and call accounts 295,448,866 157,462,055 212,830,934 20,425,578 686,167,433

Saving deposits 139,092,283 1,894,402 3,122,102 284,025 144,392,812

Time deposits subject to notice 693,898,874 75,547,037 313,483,453 77,611,039 1,160,540,403

Certificates of deposit 7,716,908 - - - 7,716,908

Total 1,136,156,931 234,903,494 529,436,489 98,320,642 1,998,817,556

- The Government of Jordan and the public sector deposits inside the Kingdom amounted to USD 179,844,990 , which is equivalent
to (9.3%) of total customers’ deposits as of December 31, 2012 (USD 98,320,642, which is equivalent to (4.9%) as of December 31,
2011).
- Non-interest bearing deposits amounted to USD 517,897,874 which is equivalent to (29.9% ) of total customers’ deposits as of
December 31, 2012 (USD 615,090,347 which is equivalent to (30.7%) as of December 31, 2011).
- Restricted deposits amounted to USD 10,833,650 which is equivalent to (0.6%) of total customers’ deposits as of December 31, 2012
(USD 6,165,850 which is equivalent to (0.3%) as of December 31, 2011).
- Dormant deposits amounted to USD 47,216,487 as of December 31, 2012 (USD 35,415,705 as of December 31, 2011).
J ordan K uwait B ank 54

17. Cash Margins

The details of this item are as follows: USD

2012 2011

Cash margins on direct credit facilities 173,108,657 58,106,498

Cash margins on indirect credit facilities 32,845,804 58,196,769

Marginal deposits 3,940,398 3,767,914

Other margins 467,061 2,832,961

Total 210,361,920 122,904,142

18. Borrowed Funds

This item represents repurchase agreements in an amount of USD 50,727,786 signed with the Central Bank of Jordan on December 5,
2012 to sell and repurchase treasury bonds and bills with a total nominal value of USD 51,763,046 with interest rate of 4.25% and will
mature on January 6, 2013. The borrowed fund will be used for temporary financing purposes.

19. Other Provisions

The details of this item are as follows: USD

Balance - beginning Provision Released during Balance - End

Year 2012 of the year for the year the year of the year

Provision for staff indemnity 10,469,718 1,702,327 373,822 11,798,223

Provision for lawsuits against the

Bank and contingent claims 445,220 84,626 18,360 511,486

Total 10,914,938 1,786,953 392,182 12,309,709

Balance - beginning Provision Released during Balance - End

Year 2011 of the year for the year the year of the year

Provision for staff indemnity 9,980,639 1,541,103 1,052,024 10,469,718

Provision for lawsuits against the

Bank and contingent claims 402,202 87,451 44,433 445,220

Total 10,382,841 1,628,554 1,096,457 10,914,938

20. Provision for Income Tax

a. Income tax provision

The movement on provision for income tax during the year is as follows: USD

2012 2011

Balance - beginning of the year 18,081,616 23,307,850

Income tax for the year 24,231,425 22,453,598

Income tax paid (18,913,895) (23,107,774)

Down payment (4,366,911) (4,572,058)

Balance - End of the year 19,032,235 18,081,616

 55 A nnual R eport 2 0 1 2

b. Income tax expense

Income tax expense for the year in the consolidated statement of income consists of the following: USD

2012 2011
Income tax for the year 24,231,425 22,453,598
Effect of deferred tax assets for the year (444,866) (1,604,158)
Effect of deferred tax liabilities for the year (179,466) 1,612,284
Total 23,607,093 22,461,724

c. Tax Status
- Income tax returns have been submitted for the Bank›s branches in Jordan and foreign branches up to the year 2011 and reached final
settlement, moreover the semiannual payment for the year 2012 has been paid for Bank›s branches in Jordan. The Bank›s branches
in Palestine reached final settlement up to the year 2011 except for the year 2007 and 2008.
- A final settlement with the Income and Sales Tax Department has been reached up to the year 2009 for the subsidiary companies.
Further income tax returns have been submitted for the years 2010 and 2011 and declared income tax has been paid; however, no
final decision has been issued yet. Moreover, the Bank›s subsidiaries paid the semiannual payments for the year 2012. In the opinion
of the Bank and its subsidiaries› management and their tax consultants, no liabilities shall arise against the Bank exceeding the booked
provision as of the date of the consolidated financial statements.

d. Deferred Tax Assets / Liabilities:

The details of this item are as follows: USD

2012 2011
Balance - Amounts
Balance - End Deferred Deferred
beginning
Realized Additions of the Year Tax Tax
of the year
a- Deferred Tax Assets
Provision for staff indemnity 10,108,488 371,165 1,615,726 11,353,049 3,405,914 3,032,546
Impairment loss in real estate 87,900 - - 87,900 26,370 26,370
Credit facilities provision 1,175,681 - - 1,175,681 282,164 282,164
Provision for lawsuits against the Bank 445,220 18,360 84,626 511,486 153,446 133,566

Provision for impairment loss in shares

seized against due debts 3,946,626 - 172,055 4,118,681 1,235,605 1,183,987
Total 15,763,915 389,525 1,872,407 17,246,797 5,103,499 4,658,633
b- Deferred Tax Liabilities *
Financial assets at fair value valuation reserve * 1,888,698 - 1,737,023 3,625,721 1,087,717 566,609

Revaluation gains from financial assets

at fair value through profit or loss 5,360,337 584,275 - 4,776,062 1,432,818 1,612,284
Total 7,249,035 584,275 1,737,023 8,401,783 2,520,535 2,178,893

* Deferred tax liabilities resulting from the revaluation gains of financial assets at fair value through other comprehensive income are
presented within the financial asset valuation reserve in the owners› equity.

The movement on deferred tax assets / liabilities during the year is as follows: USD

2012 2011
Description Assets Liabilities Assets Liabilities
Balance - beginning of the year 4,658,633 2,178,893 3,054,475 1,859,310

Effect of adopting International Financial

Reporting Standard (9) - - - (1,199,443)
Adjusted Beginning Balance 4,658,633 2,178,893 3,054,475 659,867
Additions during the year 561,722 521,108 1,932,724 1,612,284
Released during the year (116,856) (179,466) (328,566) (93,258)
Balance - End of the Year 5,103,499 2,520,535 4,658,633 2,178,893
J ordan K uwait B ank 56

e- A summary of the reconciliation between declared income and taxable income:

The following is the reconciliation between declared income and taxable income: USD

2012 2011
Declared income 89,344,620 78,451,436
Add: Tax exempted income 15,103,417 10,504,997
Less: Tax unacceptable expenses 5,836,310 8,487,925

Taxable Income 98,611,727 80,468,508

Income Tax Rates:

Jordan branches 30% 30%
Palestine branches 20% 15%
Cyprus branches 10% 10%
Subsidiaries companies 24% 24%

21. Other Liabilities

The details of this item are as follows: USD

2012 2011
Accrued interest 10,047,234 8,244,805
Accounts payable (a) 1,711,642 2,560,402
Accrued expenses 816,395 765,151
Temporary deposits - customers 3,005,217 2,684,014
Temporary deposits (b) 7,925,581 24,318,501
Shareholders› deposits (c) 3,163,848 3,244,536
Accepted and certified checks 7,669,918 7,636,354
Lock boxes deposits 216,176 176,896
Subscriptions deposits (e) 416,027 476,123
Down payments of capital subscriptions 431,611 448,920
Unrealized losses from financial derivatives (Note 37) 140,513 174,491
Transactions in transit 197,110 198,762
Other liabilities (a) 15,322,763 11,779,695

Total 51,064,035 62,708,650

(a) This item includes other liabilities and accounts payable balances related to the subsidiaries of USD 1,936,011 as of December 31,
2012 (USD 1,880,739 as of December 31, 2011).
(b) This item represents temporary payment deposits to public shareholding and other companies.
(c) This item represents the net balance resulting from selling unsubscribed shares with total number of 1,136,495 shares at market
price during the year 2006. The difference between the market price and issue price of the share of USD 4.23 has been recorded as
shareholders› deposits.
(d) This item represents refunds of subscriptions in public shareholding companies under establishment.

22. Authorized and Paid-up Capital

Paid-up capital amounted to USD 141 million, divided into 100 million shares at a par value of USD 1.4 per share as of December 31,
2012 and 2011.
 57 A nnual R eport 2 0 1 2

23. Reserves
The details of the reserves as of December 31, 2012 and 2011 are as follows:

a. Statutory Reserve
This item represents the accumulated amount of the appropriations from income before tax at 10% during the current and previous
years according to the Banks Law and Jordanian Companies Law. This amount is not distributable to shareholders.

b. Voluntary Reserve
This item represents the accumulated amount of appropriations from income before tax at a maximum rate of 20% per year. The
voluntary reserve is to be used according to a resolution by the Board of Directors.
The General Assembly has the right to distribute this reserve or any portion therefrom as dividends to shareholders.

c- Pro-Cyclicality Fluctuation Reserve

This item represents risk reserve taken according to Palestine Monetary Authority at a percentage of 15% from annual net income after
tax, for the purpose of supporting the Bank›s capital in Palestine and to face risks related to Banking sector. This reserve will accumulate
until reaching 20% of the paid up capital.
It is not allowed to use any part of the pro-cyclicality fluctuation reserve or to reduce it without a preapproval from the Palestine Monetary
Authority.

d- General Banking Risks Reserve

This item represents the general banking risks reserve in accordance with Central Bank of Jordan regulations. The following represents
the distribution of the general banking risks reserve according to the Bank›s branches: USD

2012 2011
Jordan branches 14,325,340 12,893,854
Cyprus branches 2,218,000 1,757,350
Palestine branches 312,418 104,415
Subsidiary Companies 232,722 129,760
Total 17,088,480 14,885,379

- The following are the restricted reserves: USD

Description 2012 2011 Nature of Restriction

Statutory reserve 83,231,805 74,332,928 According to the Jordanian Companies Law

and the Banks Law.

General banking risks reserve 17,088,480 14,885,379 According to the Central Bank of Jordan.
Pro-cyclicality fluctuation reserve 109,394 - According to Palestine Monetary Authority Instructions.

24. Financial Assets Valuation Reserve - Net of Tax

- The movement during the year on this item is as follows: USD

2012 2011
Balance - beginning of the year 709,555 -
Effect of adopting International Financial Reporting Standards (9) - 887,496
Adjusted Beginning Balance 709,555 887,496
Unrealized gains 2,067,587 132,919
Deferred tax liabilities (521,107) (310,860)
Balance - End of the Year * 2,256,035 709,555

* Financial assets valuation reserve is presented as a net amount after deducting related deferred tax liabilities in the amount of USD
1,087,717 as of December 31, 2012 (USD 566,609 as of December 31, 2011).
J ordan K uwait B ank 58

25. Retained Earnings

The movement during the year on this item is as follows: USD

2012 2011
Balance - beginning of the year 125,566,555 109,601,721
Effect of adopting International Financial Reporting Standards (9) - 11,451,315

Realized (loss) from selling financial assets at fair value

through other comprehensive income (14,181) -
Income for the year 65,381,683 56,318,970
(Transferred) to reserves (29,009,126) (23,596,706)
Dividends paid (28,208,745) (28,208,745)

Balance - End of the Year 133,716,186 125,566,555

- Out of the retained earnings an amount of USD 5,103,499 as of December 31, 2012 (USD 4,658,633 as of December 31, 2011) is
restricted according to the Central Bank of Jordan instructions against deferred tax assets.
- Retained earnings include an amount of USD 8,178,291 as of December 31, 2012 (USD 8,605,013 as of December 31, 2011)
restricted against the effect of adopting International Financial Reporting Standards (9) according to Jordan Securities Commission
instructions, which represents the revaluation of financial assets at fair value through profit or loss. The restriction is waived upon
actual sale.
- Dividends distributed to shareholders for the year 2011 amounted to 20% of the paid-up capital which is equivalent to USD 28 million.

26. Proposed Dividends

Proposed dividends to shareholders for the current year is 20% of the paid-up capital, which is equivalent to USD 28 million, this
percentage is subject to the General Assembly approval, compared to prior year distributed dividends at 20% of the paid-up capital,
which is also equivalent to USD 28 million.

27. Interest Income

The details of this item are as follows: USD

2012 2011
Direct credit facilities:
Individuals (retail)
Overdraft accounts 6,532 2,109
Loans and promissory notes 5,414,518 2,756,986
Credit cards 1,028,793 1,203,324
Real - estate loans 12,921,461 15,075,237
Companies
Large
Overdraft accounts 19,810,166 15,814,183
Loans and promissory notes 78,284,190 76,043,172
Small and medium
Overdraft accounts 2,001,223 1,412,362
Loans and promissory notes 8,153,504 3,990,925
Government and public sector 12,699,824 12,745,873
Balances at central banks 1,484,884 2,002,133
Balances and deposits at banks and financial institutions 8,992,245 5,908,401
Financial assets at amortized cost 22,774,048 23,880,127
Financial assets at fair value through profit or loss 6,293,326 5,949,850
Others 492,300 2,148,535

Total 180,357,014 168,933,217

 59 A nnual R eport 2 0 1 2

28. Interest Expense

The details of this item are as follows: USD

2012 2011

Deposits at banks and financial institutions 8,774,783 6,274,133

Customers deposits

Time and notice deposits 37,048,474 32,997,564

Cash margins 3,450,929 3,545,419

Current and call accounts 576,544 697,151

Saving accounts 460,054 409,984

Certificates of deposit 194,992 230,519

Borrowed funds 125,719 50,207

Loan guarantee fees 3,512,117 3,390,594

Others 127,171 404,968

Total 54,270,783 48,000,539

29. Net Commission Income

The details of this item are as follows: USD

2012 2011

Direct credit facilities commissions 6,231,297 4,840,172

Indirect credit facilities commissions 7,861,148 7,139,296

Other commissions 935,834 841,902

Total 15,028,279 12,821,370

30. Foreign Exchange Income

The details of this item are as follows: USD

2012 2011

Foreign currencies trading 1,184,199 3,379,147

Foreign currencies revaluation 2,563,546 331,471

Total 3,747,745 3,710,618

J ordan K uwait B ank 60

31. Gain from Financial Assets at Fair Value through Profit or Loss
The details of this item are as follows: USD

Realized Unrealized Shares Total

Gains (Losses) (Losses) Gains Dividends Returns

Year 2012
Companies shares 210,278 (523,054) 3,010,691 2,697,915
Companies bonds (204,454) 3,184,260 - 2,979,806
Total 5,824 2,661,206 3,010,691 5,677,721

Realized Unrealized Shares Total

Gains (Losses) Gains (Losses) Dividends Returns

Year 2011
Companies shares 3,086,857 5,321,535 901,745 9,310,137
Companies bonds (220,590) (1,952,056) - (2,172,646)

Total 2,866,267 3,369,479 901,745 7,137,491

32. Other Income

The details of this item are as follows: USD

2012 2011

Rental of lock deposit boxes 149,367 122,512

Stamps income 82,144 84,590
Credit cards income 3,827,347 3,235,629
Recovery of debts previously written-off 1,157,549 339,372
Trading in shares revenue - subsidiary company 1,489,336 1,306,056
Rental income 7,039 33,513
Telecommunication income 498,427 419,446
Transfers income 1,535,224 1,197,054
Others 4,521,164 3,252,631

Total 13,267,597 9,990,803

33. Employees Expenses

The details of this item are as follows: USD

2012 2011

Salaries, allowances and employees’ benefits 26,143,289 22,521,565

Contribution in social security 1,721,896 1,552,330
Medical expenses 1,143,595 1,007,477
Staff training 200,814 243,461
Travel expenses - per diems 410,673 387,213
Employees life insurance 92,934 123,578
Value added tax 113,413 107,877

Total 29,826,614 25,943,501

 61 A nnual R eport 2 0 1 2

34. Other Expenses

The details of this item are as follows: USD

2012 2011
Rentals 2,029,849 2,060,669
Stationery 753,474 847,928
Advertisements 965,688 1,202,511
Subscriptions 207,952 206,814
Telecommunication expenses 1,315,210 1,273,008
Maintenance and repairs 2,391,145 2,127,880
Insurance expenses 843,994 688,093
Legal fees 106,006 144,478
Water, electricity and heating 1,452,192 786,052
Fees, taxes and stamps 428,654 469,642
Professional fees 290,611 291,918
Cards services expenses 1,931,928 1,215,171
Hospitality 97,104 94,759
Transportation 148,876 143,513
Correspondents services 168,389 167,444
Security 282,377 228,333
Donations and social responsibility 654,032 512,496
Board of Directors’ remunerations 126,234 74,753
Impairment loss of shares seized by the Bank against debts 172,055 3,946,626
Others 1,938,803 2,108,883
Total 16,304,573 18,590,971

35. Earnings Per Share - Bank’s Shareholders (Basic and diluted)

The details of this item are as follows: USD

2012 2011
Income for the year attributed to Bank’s Shareholders 65,381,683 56,318,970

Share Share
Weighted average number of shares 100,000,000 100,000,000

Earnings per share pertains to Bank’s Shareholders: USD / Share USD / Share
(Basic and Diluted) -/654 -/563

36. Cash and Cash Equivalents

The details of this item are as follows: USD

2012 2011
Balances at central banks due within three months 302,776,076 367,909,401
Add: Balances at banks and financial institutions due within three months 399,426,581 346,080,186
Less: Banks and financial institutions deposits due within three months 312,522,949 263,662,327
Restricted balances 2,170,000 1,865,000
Total 387,509,708 448,462,260
J ordan K uwait B ank 62

37. Financial Derivatives

The details of this item are as follows: USD

Maturity of Nominal Value

Positive Negative
Fair Value Fair Value Total Nominal Within 3 From 3 From 1 More than
Amounts Months up Year up
Months 3 Years
to 12 Months to 3 Years

As of December 31, 2012

Trading Derivatives:

Forward sales contracts in foreign currencies 880,309 - (90,507,755) (90,507,755) - - -

Future contracts - (4,049) (244,660) (244,660) - - -

880,309 (4,049) (90,752,415) (90,752,415) - - -

Forward purchase contracts in foreign currencies - (136,464) 89,763,908 89,763,908 - - -

Future contracts 4,100 - 244,660 244,660 - - -

4,100 (136,464) 90,008,568 90,008,568 - - -

Total 884,409 (140,513) (743,846) (743,846) - - -

Maturity of Nominal Value

Positive Negative
Fair Value Fair Value Total Nominal Within 3 From 3 From 1 More than
Amounts Months up Year up
Months 3 Years
to 12 Months to 3 Years
As of December 31, 2011

Trading Derivatives:

Forward sales contracts in foreign currencies 22,819 - (19,070,544) (19,070,544) - - -

Future contracts - (71,939) 5,530,126 (97,800) 3,625,525 (1,806,800) -

22,819 (71,939) (13,540,419) (19,168,344) 3,625,525 (1,806,800) -

Forward purchase contracts in foreign currencies - (102,551) 19,150,276 19,150,276 - - -

Future contracts 844,815 - 4,757,250 97,800 2,856,700 1,802,750 -

844,815 (102,551) 23,907,526 19,248,076 2,856,700 1,802,750 -

Total 867,635 (174,491) 10,367,107 79,732 6,482,224 (4,049) -

Nominal value represents the outstanding transaction value at the end of the year which do not illustrate the market risks or the credit
risks.
 63 A nnual R eport 2 0 1 2

38. Transactions with Related Parties

The Bank entered into transactions with subsidiary companies, affiliates companies, major shareholders, Board of Directors, and
executive management within the normal banking practice and according to the normal interest rates. All of the credit facilities granted
to related parties are considered to be performing facilities and no impairment provisions have been taken as of the consolidated
financial statement date.
The following is a summary of the transactions with related parties during the year: USD

Total
Related Party December 31,
Board of
Major Executive
Affiliates Directors Others ** 2012 2011
Shareholders Managers
Members
On- Consolidated Statement of
Financial Position Items:

Direct credit facilities * - - 870,977 939,824 - 1,810,801 4,281,199

Banks and financial institutions deposits 5,000,000 301,440,717 - - - 306,440,717 236,567,770
Deposits - 105,918,219 12,917,069 2,020,618 2,889,171 123,745,077 42,252,628
Cash margins - - - - 198,642 198,642 5,505

Financial assets at fair value 15,286,465

through profit or loss - 16,160,000 - - 2,286,157 18,446,157

Financial assets fair value through 19,369,664

other comprehensive income 19,601,269 - - - 3,304,687 22,905,956

Financial assets at amortized cost - 6,102,742 - - - 6,102,742 6,924,436

Off- Consolidated Statement of

Financial Position Items:

Letters of guarantee - 42,313 423 - 186,417 229,153 90,556

Letters of credit - - - - 1,800,000 1,800,000 39,578

Total
2012 2011
Consolidated Statement of Income items:
Interest and commission income *** - 1,151,900 45,544 55,305 99 1,252,848 1,189,972
Interest and commission expense **** 223,884 6,550,083 208,155 30,477 62,051 7,074,650 4,251,702
Financial assets dividends 1,887,217 - - - 140,133 2,027,350 2,052,690

* Included in the direct credit facilities granted to the Board of Directors members is an amount of USD 377,437 representing credit
facilities granted to United Financial Investment Company’s board of directors members (subsidiary company) as of December 31,
2012 against USD 285,800 as of December 31, 2011.
* Included in the direct credit facilities granted to the Board of Directors members is an amount of USD 81,228 representing credit
facilities granted to Ejarah for Finance Leasing Company’s board of directors members (subsidiary company) as of December 31, 2012.
** Represents companies in which the Bank has a voting right in its Board of Directors.
*** Interest rate ranges between 7/3% to 8% .
**** Interest rate ranges between 1/25% to 4/5% .
- The Bank has two members in the Board of Directors of United Financial Investments Company and four members in Ejarah for Finance
Leasing Company.

Executive Management Remunerations:

Executive management remunerations for the Bank and the subsidiary company amounted to USD 4,630,474 for 2012 (USD 4,276,762
for the year 2011), excluding performance bonuses and productivity related incentives.
J ordan K uwait B ank 64

39. Fair Value of Financial Assets and Financial Liabilities not Shown at Fair Value in
the Consolidated Financial Statements
There are no significant differences between the book value and fair value of the financial assets and liabilities at the end of the year
2012 and 2011.

40. Risks Management

The Board of Directors performs its role in ensuring that the Bank manages the various risks and adopts the policies and procedures that
streamline the Bank’s risks management through the Risks and Audit Committee. Moreover, the Bank sets the risks acceptable limits
(risk appetite). The Risks Management Department evaluates, controls, and recommends mitigating risks, and submits the necessary
reports to higher management independently from the other Bank’s departments (risk takers) which perform other banking activities in
order to ensure the objectivity of the Risks Management Department in analyzing the various risk types.
Furthermore, the Risks Management Department is responsible for the market operating, credit, and liquidity risks (within the Assets
and Liabilities Model) of the Bank’s local and external branches. It submits its reports to the Risks and Audit Committee within the Board
of Directors. These reports are audited by the Internal Audit Department.
Credit risk refers to the risk that a counterparty will default on its credit terms and/or its creditworthiness deteriorates resulting in
financial loss to the Bank.
The Board of Directors periodically reviews the credit risk management policies compatible with the laws and Central Bank of Jordan
instructions after being prepared by the concerned departments. Moreover, the Board of Directors ensures that management of the
Bank works according to their policies and executes the related requirements. These policies include the Bank’s credit policy through
which many factors are determined such as:
- Setting clear requirements, policies, and decision-making procedures relating to the new or to be renewed credit facilities or any
material amendment thereon within specified authorities that match the size and specifications of the credit facilities. Among the
factors taken into consideration when granting credit are the purpose of the credit facilities and payment sources.
- Taking decisions within qualified management levels. Moreover, the Bank has various credit committees at the executive management
level and the Board of Directors level. This is done away from the impact of conflict of interest and in a manner that guarantees the
soundness and independence of the evaluation procedures of the customer requesting credit and the related compatibility with the
Bank’s credit policy requirements.
- Laying out clear and effective policies and procedures for managing and executing credit including continuous analysis of the ability
and readiness of the borrower to pay according to contractual terms, monitoring the credit documentation and any credit terms and
covenants, and continuously controlling and evaluating guarantees.
- Establishing adequate policies and procedures to ensure evaluation and management of non-performing credit and its classification in
addition to evaluating the adequacy of the provisions monthly based on the instructions of Central Bank of Jordan and other regulatory
authorities under which the Bank operates. This is in addition to a clear policy for writing off debt. Moreover, the Board of Directors
approves the adequacy of these provisions.
- Having an independent department that follows up on troubled debts through amicable settlements prior to dealing with them legally.
- Determining the type and size of the required guarantee based on the customer’s credit risk evaluation according to clear acceptance
procedures and customers evaluation standards.
Periodically monitoring the fair value of the guarantees. In case their value becomes less than what is specified in the loan terms, the
customer is required to provide more guarantees. Upon assessing the adequacy of the provisions, the necessary evaluation of the
guarantees is performed.
Disposing of any guarantee owned after repayment of the customer’s debts. In general, seized real estates are not used for the Bank’s
operations.
- Having an internal credit rating system for its customers documented and approved by the Board of Directors. Any factor contributing to
the customer’s default is considered in a manner that helps in measuring and rating the customer’s risks, and consequently, faciliting
the decision-making process and the pricing of credit facilities.
- Having clear rating standards taking into consideration the various financial and non-financial factors. The credit rating system is
reviewed and evaluated independently from the credit department through the Risks Management Department in coordination with
the concerned departments.
- Having specified and documented controls and ceilings with clear policies and procedures that guarantee commitment to these ceilings
and the necessity to obtain prior approvals for any excesses. These controls and ceilings are reviewed and amended periodically,
if necessary. Moreover, there are ceilings specified and approved by the Board of Directors relating to dealing with various banks,
countries, and economic sectors.
- Providing the Board of Directors with a clear picture and analysis of the credit portfolio through the Risks Management Department that
clarifies its quality and its various classifications and any concentrations therein, in addition to historical and banking benchmarks.
 65 A nnual R eport 2 0 1 2

- The Bank adheres to the instructions of the Central Bank of Jordan relating to credit concentration and related parties. The Bank deals
with them on an aggregate basis and accords them special care, exercises control, and expresses explicit and clear disclosure thereon
when preparing the Bank’s consolidated financial statements. The required credit facilities are presented by the related parties to the
Board of Directors provided that the persons granted the credit facilities have no influence over the Board of Directors, and receive no
preferential treatment over the Bank’s customers.

Credit risk exposure (after the provision for impairment loss and interest in suspense and before guarantees and other risks - mitigating
factors): USD

December 31,

2012 2011

On- Consolidated Statement of Financial Position Items

Balances at the central banks 256,227,501 329,123,968

Balances at banks and financial institutions 399,426,581 346,080,186

Deposits at banks and financial institutions 20,025,000 5,025,000

Direct Credit Facilities:

Individuals (retail) 79,698,514 60,983,782

Real estate loans 226,658,406 227,781,125

Companies

Large companies 1,378,976,949 1,247,165,966

Small and medium companies 89,054,143 61,146,503

Government and public sector 223,157,152 164,135,317

Bonds and Bills:

Financial assets at fair value through profit or loss 96,759,313 108,819,508

Financial assets at amortized cost 298,385,904 447,914,708

Pledged financial assets 51,763,047 -

Other assets 43,362,227 32,608,982

Off- Consolidated Statement of Financial Position Items

Letters of guarantee 272,203,776 240,308,278

Letters of credit 130,043,606 135,611,904

Letters of acceptance 19,581,006 16,632,839

Unutilized credit facilities ceilings 120,001,330 125,723,358

Total 3,705,324,455 3,549,061,424

J ordan K uwait B ank 66

Credit exposures according to the degree of risk are categorized according to the following table: USD

Real Companies Government Bonds Banks and

Other
Individuals Estate Small and Public and Treasury Other Financial Total
Large Assets
Loans and Medium Sector Bills Institutions
December 31, 2012
Low risk 393,825 125,511 16,154,609 2,809,127 78,012,275 - 347,510,031 256,227,501 701,232,879
Acceptable risk 78,246,132 145,375,711 1,211,284,839 79,783,034 145,144,877 43,362,227 99,398,233 419,451,581 2,222,046,634
Of which is due (*):
within 30 days 2,051,855 96,989 4,391,460 1,267,652 - - - - 7,807,956
from 31 to 60 days 2,692,491 108,585 13,930,250 6,564,638 - - - - 23,295,964
Watch list 596,425 71,333,793 62,869,323 6,442,076 - - - - 141,241,617
Non-performing:
Substandard 830,262 350,385 500,000 822,697 - - - - 2,503,344
Allowance provided 307,285 592,513 26,082,576 142,884 - - - - 27,125,258
Bad debt 2,124,226 18,348,536 155,913,567 700,392 - - - - 177,086,721
Total 82,498,155 236,126,449 1,472,804,914 90,700,210 223,157,152 43,362,227 446,908,264 675,679,082 3,271,236,453
Provision for impairment loss 2,747,544 8,248,519 79,623,374 1,409,131 - - - - 92,028,568
Interest in suspense 52,097 1,219,524 14,204,591 236,936 - - - - 15,713,148
Net 79,698,514 226,658,406 1,378,976,949 89,054,143 223,157,152 43,362,227 446,908,264 675,679,082 3,163,494,737
Credit classification:
From AAA to -A 7,051,010 115,368,481 122,419,491
From +BBB to -B 62,781,893 81,192,357 143,974,250
Less than -B 10,091,992 - 10,091,992
Unclassified 19,473,339 222,890,743 242,364,082
Governments and public sector 347,510,030 256,227,501 603,737,531
Total 446,908,264 675,679,082 1,122,587,347
Real Companies Government Bonds Banks and
Other
Individuals Estate Small and Public and Treasury Other Financial Total
Large Assets
Loans and Medium Sector Bills Institutions
December 31, 2011
Low risk 676,867 138,815 15,978,824 2,026,207 9,957,707 - 420,203,018 329,123,968 778,105,406
Acceptable risk 59,289,135 144,291,116 1,109,577,451 58,471,256 154,177,610 32,608,982 136,531,198 351,105,186 2,046,051,934
Of which is due (*):
within 30 days 1,432,042 120,324 4,679,135 862,810 - - - - 7,094,311
from 31 to 60 days 2,620,047 1,851,410 14,828,396 13,844,444 - - - - 33,144,297
Watch list 646,165 83,487,516 22,901,055 973,717 - - - - 108,008,453
Non-performing:
Substandard 729,872 217,965 863,437 122,614 - - - - 1,933,888
Allowance provided 208,358 537,588 128,862,678 249,420 - - - - 129,858,044
Bad debt 1,764,745 871,190 55,458,571 735,023 - - - - 58,829,529
Total 63,315,142 229,544,190 1,333,642,016 62,578,237 164,135,317 32,608,982 556,734,216 680,229,154 3,122,787,254
Provision for impairment loss 2,292,913 1,667,503 74,694,721 1,207,856 - - - - 79,862,993
Interest in suspense 38,447 95,562 11,781,329 223,878 - - - - 12,139,216
Net 60,983,782 227,781,125 1,247,165,966 61,146,503 164,135,317 32,608,982 556,734,216 680,229,154 3,030,785,045
Credit classification:
From AAA to -A 16,477,086 195,980,585 212,457,671
From +BBB to -B 82,288,100 104,860,233 187,148,333
Less than -B - - -
Unclassified 37,766,012 50,264,368 88,030,380
Governments and public sector 420,203,018 329,123,968 749,326,986
Total 556,734,216 680,229,154 1,236,963,370

- The whole debt balance becomes due when one of the installments or interest is due. Moreover, the overdraft account is considered
due when it exceeds the ceiling.
- Credit exposures include facilities, balances, deposits at banks, bonds and treasury bills and any other assets that has a credit exposure.
 67 A nnual R eport 2 0 1 2

Distribution details of fair value of collaterals against direct credit facilities are as follows: USD

Real Companies Government

Individuals Estate Small and and Public Total
Loans Large Sector
Medium
December 31, 2012
Guarantees against:
Low risk 393,824 125,511 16,154,609 2,809,127 - 19,483,071
Acceptable risk 39,596,436 128,749,952 569,204,158 16,072,220 - 753,622,766
Watch list 453,436 61,420,583 49,666,560 175,200 - 111,715,779
Non-performing:
Substandard 511,537 350,385 - 35,261 - 897,183
Allowance provided 80,223 25,989,736 - 53,316 - 26,123,275
Bad debt 1,942,749 18,545,997 58,049,192 178,704 - 78,716,642
Total 42,978,205 235,182,164 693,074,519 19,323,828 - 990,558,716

Of it:
Cash margins 3,920,724 125,511 137,469,472 5,211,100 - 146,726,807
Accepted letters of guarantee - - 11,641,749 - - 11,641,749
Real estate 4,299,358 235,056,653 374,767,433 7,757,544 - 621,880,988
Trade stocks 7,218,312 - 161,153,213 2,638,797 - 171,010,322
Vehicles and equipment 27,539,811 - 8,042,652 3,716,387 - 39,298,850
Total 42,978,205 235,182,164 693,074,519 19,323,828 - 990,558,716

Real Companies Government

Individuals Estate Small and and Public Total
Loans Large Sector
Medium
December 31, 2011
Guarantees against:
Low risk 737,504 138,815 15,978,824 2,026,207 - 18,881,350
Acceptable risk 25,291,269 137,139,010 590,010,487 13,386,935 21,269,513 787,097,214
Watch list 766,168 83,235,474 6,032,901 189,004 - 90,223,547
Non-performing:
Substandard 607,657 217,965 - - - 825,622
Allowance provided 111,984 537,588 30,976,323 13,867,910 - 45,493,805
Bad debt 536,975 871,190 22,734,516 1,607,866 - 25,750,547

Total 28,051,557 222,140,042 665,733,051 31,077,922 21,269,513 968,272,085

Of it:
Cash margins 2,204,819 300,097 155,262,711 6,320,790 - 164,088,417
Accepted letters of guarantee - - 7,000,000 - - 7,000,000
Real estate 1,580,678 221,839,945 326,857,440 19,415,890 21,269,513 590,963,466
Trade stocks 10,130 - 171,893,584 1,323,979 - 173,227,693
Vehicles and equipment 24,255,930 - 4,719,316 4,017,263 - 32,992,509

Total 28,051,557 222,140,042 665,733,051 31,077,922 21,269,513 968,272,085

J ordan K uwait B ank 68

Scheduled Debts
Scheduled debts represent debts that have been previously classified as non-performing credit facilities, and they have been taken out
from the framework of non-performing credit facilities according to proper scheduling and classified as watch list debts. Furthermore, the
amount of scheduled debts during the current year amounted to USD 35,313,743 (USD 188,461 for the year 2011).
Restructured Debts
Restructured debts means reorganizing credit facilities in terms of adjusting payments, extending their term postponing some
installments, or extending the grace period. Restructured debts which are not classified amounted to USD 86,353,010 for the year 2012
(USD 18,336,698 for the year 2011).
Bonds, Bills, and Debentures
The following table illustrates the classification of bonds, bills, and debentures according to external rating institutions as of December 31, 2012:
USD

Rating Financial Assets at Fair Value Financial Assets at Pledged Financial

Rating Grade Total
Institution through Profit or Loss Amortized Cost Assets

A- S&P - 2,983,900 - 2,983,900

Aa3 Moody’s 3,167,071 - - 3,167,071
A3 Fitch 900,039 - - 900,039
B+ Fitch 5,168,900 - - 5,168,900
B+ S&P 4,425,700 7,795,606 - 12,221,306
baa2 Moody’s - 6,480,862 - 6,480,862
baa1 Moody’s - 3,135,742 - 3,135,742
B1 Moody’s 4,743,133 - - 4,743,133
B3 Moody’s 800,010 - - 800,010
Baa3 Moody’s 452,504 2,967,000 - 3,419,504
BB S&P 9,871,680 7,668,501 - 17,540,181
Ba3 Moody’s 16,160,000 - - 16,160,000
BBB Fitch 1,759,980 8,892,501 - 10,652,481
Caa1 Moody’s 5,015,300 5,076,691 - 10,091,991
Governmental 29,850,071 248,356,732 51,763,047 329,969,850
Unclassified 14,444,925 5,028,369 - 19,473,294
Total 96,759,313 298,385,904 51,763,047 446,908,264

Credit Risk Exposure according to Geographical Areas is presented as follows: USD

Inside Middle East Other

Geographical Area Jordan Countries Europe Asia* Africa* America Countries Total
Balances at central banks 225,832,020 24,743,402 5,652,079 - - - - 256,227,501
Balances at banks and financial institutions 249,894 234,861,544 86,633,202 105,753 - 77,462,934 113,253 399,426,581
Deposits at banks and financial institutions - - 20,000,000 25,000 - - - 20,025,000
Direct credit facilities:
Individuals 79,432,175 266,339 - - - - - 79,698,514
Real estate loans 223,805,230 260,664 2,592,513 - - - - 226,658,406
Companies:
Large 1,123,286,966 12,418,838 243,271,145 - - - - 1,378,976,949
Small and medium 87,832,032 1,222,111 - - - - - 89,054,143
Government and public sector 223,157,152 - - - - - - 223,157,152
Bonds, bills, and debentures:
Within financial assets at fair 43,890,973 32,715,340 800,010 19,352,990 - - - 96,759,313
value through profit or loss
Within financial assets at amortized cost 261,025,236 16,910,615 10,410,862 10,039,191 - - - 298,385,904
Pledged financial assets 51,763,047 - - - - - - 51,763,047
Other assets 37,528,425 347,867 5,485,935 - - - - 43,362,227
Total/for the Current Year 2,357,803,150 323,746,720 374,845,746 29,522,934 - 77,462,934 113,253 3,163,494,737
Total/Comparative Figures 2,329,613,657 229,724,039 308,668,471 29,110,327 - 133,304,513 364,038 3,030,785,045

* Excluding Middle East Countries.

 69 A nnual R eport 2 0 1 2

- Credit Risk Exposure according to Economic Sector is presented as follows: USD

Government and
Economic Sector Financial Industrial Services Trade Real-estate Agricultural Shares Individuals Total
Public Sector

Balances at central banks - - - - - - - - 256,227,501 256,227,501

Balances at banks and

financial institutions 399,426,581 - - - - - - - - 399,426,581

Deposits at banks and

financial Institutions 20,025,000 - - - - - - - - 20,025,000

Direct credit facilities - net 65,102,819 525,518,638 527,320,877 282,178,401 228,620,485 11,076,072 65,013,744 70,729,657 221,984,471 1,997,545,164

Bonds, Bills and Debentures:

Within financial assets at fair

value through profit or loss 38,747,310 - 17,490,245 - 800,010 - - - 39,721,748 96,759,313

Within financial assets

at amortized cost 30,306,388 - 12,054,283 - - - - - 307,788,279 298,385,904

Pledged financial assets - - - - - - - - 51,763,047 51,763,047

Other assets 23,171,896 7,195,862 6,301,924 6,692,546 - - - - - 43,362,227

Total for the Current Year 576,779,994 532,714,500 563,167,329 288,870,947 229,420,495 11,076,072 65,013,744 70,729,657 825,721,999 3,163,494,737

Total/Comparative Figures 618,743,568 399,416,482 482,941,769 230,102,523 224,426,412 10,622,571 76,050,807 53,593,568 934,887,345 3,030,785,045

40/a. Market Risk

Market risk is the potential losses that may arise from the changes in market prices such as the change in interest rates, foreign currency
exchange rates, equity instrument prices, and consequently, the change in the fair value of the cash flows of the on - and off – statement
of financial position financial instruments.
The Bank has specified policies and procedures through which market risks are identified, measured, monitored, and controlled. These
policies and procedures are reviewed periodically. Moreover, the Investment Policy Committee studies and recommends them after
ensuring their compatibility with the instructions of the Central Bank of Jordan. After that, they are approved by the Board of Directors.
The acceptable risks policy is set within the Treasury operations and includes ceilings that govern market risks. These ceilings are
adopted and their application is ensured periodically and constantly through monitoring their implementation by the risks management
and submitting various periodic reports to the Assets and Liabilities Committee as well as to the Board of Directors.
The Bank has shares and bonds investment portfolio for trading purposes (financial assets at fair value through profit or loss) and adopts
the sensitivity analysis method thereon whereby present risks are measured according to the Standardized Approach for calculating
minimum capital based on Basel Committee recommendations.

40/b. Interest Rate Risk

Interest rate risk results from the potential change in interest rates, and consequently, the potential impact on the cash flows or the fair
value of financial instruments.
The Bank is exposed to interest rate risks as a result of the timing gaps of reprising assets and liabilities. These gaps are periodically
monitored by the Assets and Liabilities Committee. Moreover, various hedging methods are used to remain within the acceptable interest
rate gap limits.
J ordan K uwait B ank 70

- Sensitivity Analysis: USD

For the Year 2012

Currency Increase in Interest Rate % Interest Income Sensitivity (Gain / Loss) Owners’ Equity Sensitivity
US Dollar 1 1,449,173 (4,371,468)
Euro 1 (136,819) (103,509)
GBP 1 (98,455) -
Yen 1 13,911 -
Other currencies 1 67,726 -
Currency (Decrease) in Interest Rate % Interest Income Sensitivity (Gain / Loss) Owners’ Equity Sensitivity
US Dollar 1 (1,449,173) 792,065
Euro 1 136,819 2,901
GBP 1 98,455 -
Yen 1 (13,911) -
Other currencies 1 (67,726) -
For the Year 2011
Currency Increase in Interest Rate % Interest Income Sensitivity (Gain / Loss) Owners’ Equity Sensitivity
US Dollar 1 (492,560) (3,874,914)
Euro 1 (35,845) (179,755)
GBP 1 (54,485) (4,031)
Yen 1 113,145 -
Other currencies 1 224,804 -
Currency (Decrease) in Interest Rate % Interest Income Sensitivity (Gain / Loss) Owners’ Equity Sensitivity
US Dollar 1 492,560 430,733
Euro 1 35,845 11,403
GBP 1 54,485 1,925
Yen 1 (113,145) -
Other currencies 1 (224,804) -

Foreign Currencies Risk:

The following table illustrates the currencies to which the Bank is exposed and the potential and reasonable change in their rates against the
Jordanian Dinar and related impact on consolidated statement of income. The currencies positions are monitored daily to ensure that they
are within the determined limits. Moreover, the related reports are submitted to the Assets and Liabilities Committee and Board of Directors.
USD
Currency Change in Foreign Currency Rate % Effect on Profit or Loss Effect on Owners’ Equity
2012 2011 2012 2011 2012 2011
Euro 5 5 2,704 8,824 - -
GBP 5 5 (645) 9,814 - -
Yen 5 5 2,654 7,834 - -
Other currencies 5 5 938,118 706,047 - -

Risks of Changes in Shares Prices:

This represents the risk resulting from the decline in the fair value of the investment portfolio of the shares due to the changes in the
value of the shares indicators and the change in the value of shares individually.
USD
Indicator of Change in Indicator % Effect on Profit or Loss Effect on Owners’ Equity
For the Year 2012
Amman stock exchange 5 1,102,993 86,815
Palestine stock exchange 5 4,641 6,582
Kuwait stock exchange 5 230,203 -
Dubai stock exchange 5 49,035 31,293
Indicator of Change in Indicator % Effect on Profit or Loss Effect on Owners’ Equity
For the Year 2011
Amman stock exchange 5 (1,102,993) (86,815)
Palestine stock exchange 5 (4,641) (6,582)
Kuwait stock exchange 5 (230,203) -
Dubai stock exchange 5 (49,035) (31,293)
 71 A nnual R eport 2 0 1 2

Interest Rate Repricing Gap:

The Bank adopts the assets - liabilities compatibility principle and the suitability of maturities to narrow gaps through categorizing assets
and liabilities into various maturities or price review maturities, whichever are nearer, to lower risks in interest rates, studying gaps in the
related interest rates, and using hedging policies through the adoption of advanced financial instruments such as derivatives.
Reclassification is made in accordance with pricing interest periods or maturity, whichever are nearer.
Interest rate sensitivity is depicted as follows: USD

Interest Rate Repricing Gap

More than 1
Less than More than More than More than More than Non-Interest
Month Up to Total
One Month 3 Months Up 6 Months Up 1 Year 3 Years Bearing
3 Months
to 6 Months to 1 Year Up to 3 Years

December 31, 2012

Assets:
Cash and balances at central banks 105,757,094 - - - - - 197,018,982 302,776,076

Balances at banks and

financial institutions 78,120,982 307,238,830 - - - - 14,066,769 399,426,581

Deposits at banks and

financial institutions - - 55,141 19,969,859 - - - 20,025,000
Direct credit facilities - net 601,013,361 180,304,006 161,773,997 897,097,522 80,135,114 77,221,164 - 1,997,545,164

Financial assets at fair value

through profit or loss - 5,015,300 - - 71,913,457 19,830,556 49,827,855 146,587,168

Financial assets at fair value through

other comprehensive income - - - - - - 32,898,683 32,898,683
Financial assets at amortized cost 14,104,484 20,450,113 24,550,774 58,567,210 165,000,300 15,713,023 - 298,385,904
Pledged financial assets 51,763,047 - - - - - - 51,763,047
Property and equipment - net - - - - - - 17,012,879 17,012,879
Intangible assets - net - - - - - - 3,141,260 3,141,260
Deferred tax assets - - - - - - 5,103,499 5,103,499
Other assets 7,277,437 11,456,828 15,720,317 13,503,993 13,178,939 8,977,698 53,861,918 123,977,130
Total Assets 858,036,405 524,465,077 202,100,229 989,138,584 330,227,810 121,742,441 372,931,845 3,398,642,391
Liabilities:

Banks and financial

institutions deposits 270,343,661 - 170,987,307 146,376,632 - - 1,717,361 589,424,961
Customers deposits 699,638,578 386,446,385 184,023,721 74,510,138 65,947,432 - 517,897,874 1,928,464,128
Cash margin 134,241,544 8,556,281 7,771,979 19,678,838 7,828,542 - 32,284,736 210,361,920
Borrowed funds 50,727,786 - - - - - - 50,727,786
Other provisions - - - - - - 12,309,709 12,309,709
Provision for income tax - - - - - - 19,032,235 19,032,235
Deferred tax liabilities - - - - - - 2,520,535 2,520,535
Other liabilities 19,908,874 8,139,206 6,035,800 3,776,230 3,940,274 5,452,788 3,810,863 51,064,035
Total Liabilities 1,174,860,443 403,141,872 368,818,807 244,341,838 77,716,248 5,452,788 589,573,313 2,863,905,309
Interest Rate Repricing Gap (316,824,038) 121,323,205 (166,718,578) 744,796,746 252,511,562 116,289,653 (216,641,468) 534,737,082

December 31, 2011

Total Assets 801,281,674 378,521,052 214,464,945 1,009,140,240 305,819,023 111,501,793 387,295,434 3,208,024,161
Total Liabilities 515,894,760 550,167,252 540,971,914 282,048,087 140,350,961 6,587,269 675,504,503 2,711,524,746
Interest Rate Repricing Gap 285,386,914 (171,646,200) (326,506,969) 727,092,153 165,468,062 104,914,524 (288,209,069) 496,499,415
J ordan K uwait B ank 72

Concentration in Foreign Currencies Risk: USD

US Dollar Euro Sterling Pound Japanese Yen Others Total

December 31, 2012
Assets:
Cash and balances at the central banks 56,488,310 9,487,693 813,578 - 5,796,223 72,585,804
Balances at banks and financial institutions 314,029,915 9,229,522 5,464,849 100,523 38,008,103 366,832,912
Deposits at banks and financial institutions 20,025,000 - - - - 20,025,000
Direct credit facilities - net 556,857,959 14,262,271 - 2,278,982 7,340,054 580,739,266
Financial assets at fair value through other comprehensive income 728,709 23,470 - - 20,891,992 21,644,171
Financial assets at amortized cost 43,519,939 6,480,862 - - 28,371 50,029,172
Financial assets at fair value through profit or loss 63,596,993 - - - 5,800,072 69,397,065
Property and equipment 160,377 - - - - 160,377
Intangible assets 17,463 - - - - 17,463
Other assets 8,912,295 165,391 144 8,516 30,915 9,117,261
Total Assets 1,064,336,960 39,649,209 6,278,571 2,388,021 77,895,730 1,190,548,491
Liabilities:
Banks and financial institutions deposits 553,279,413 464,901 - 349,151 6,652,150 560,745,615
Customers’ deposits 502,917,502 42,624,549 20,239,347 307,049 17,086,635 583,175,082
Cash margins 29,129,425 2,916,159 556,089 67,849 3,206,329 35,875,851
Provision for income tax 90,906 - - - - 90,906
Other liabilities 6,672,434 184,299 46,931 (25,617,395) 25,322,339 6,608,608
Total Liabilities 1,092,089,680 46,189,908 20,842,367 (24,893,346) 52,267,453 1,186,496,062

Net Concentration on Consolidated Statement of

Financial Position for the Current Year (27,752,720) (6,540,699) (14,563,796) 27,281,367 25,628,277 4,052,429

Off Statement of Consolidated Financial Position

Contingent Liabilities for the Current Year 235,275,281 30,754,977 1,434,908 1,219,764 3,185,085 271,870,015
US Dollar Euro Sterling Pound Japanese Yen Others Total
December 31, 2011
Assets:
Cash and balances at the central banks 88,086,883 11,275,570 1,008,780 - 3,172,994 103,544,227
Balances at banks and financial institutions 243,834,764 10,120,165 10,851,312 810,168 44,838,573 310,454,982
Deposits at banks and financial institutions 5,025,000 - - - - 5,025,000
Direct credit facilities - net 315,410,426 13,286,821 - 2,170,322 643,819 331,511,388
Financial assets at fair value through other comprehensive income 18,770,093 24,116 - - 2,286,384 21,080,593
Financial assets at amortized cost 47,704,678 6,336,386 3,086,286 - 28,525 57,155,875
Financial assets at fair value through profit or loss 68,117,209 - - - 5,645,020 73,762,229
Property and equipment 175,236 - - - - 175,236
Intangible assets 25,255 - - - - 25,255
Other assets 5,507,887 192,360 1,808,556 10,082 63,896 7,582,781
Total Assets 792,657,431 41,235,418 16,754,934 2,990,572 56,679,211 910,317,566
Liabilities:
Banks and financial institutions deposits 515,180,233 28,333,935 1,470,828 2,147,432 1,458,505 548,590,933
Customers’ deposits 347,875,496 38,909,302 15,194,501 494,896 17,337,099 419,811,294
Cash margins 26,728,882 1,221,010 369,588 10,106 5,078,748 33,408,334
Other liabilities 6,331,094 682,711 1,760,619 12,856 (98,882) 8,688,398
Total Liabilities 896,115,705 69,146,958 18,795,536 2,665,290 23,775,470 1,010,498,959

Net Concentration on Consolidated Statement of

Financial Position for the Current Year (103,458,274) (27,911,540) (2,040,602) 325,282 32,903,741 (100,181,393)

Off Statement of Consolidated Financial Position

Contingent Liabilities for the Current Year 231,535,041 19,296,385 913,948 152,037 3,402,571 255,299,982
 73 A nnual R eport 2 0 1 2

40/ c. Liquidity Risk

First: The following table illustrates the distribution of liabilities (undiscounted) on the basis of the remaining period to the contractual
maturity at the date of the consolidated financial statements:
Liquidity risk is defined as the loss to which the Bank might be exposed due to the unavailability of the necessary funds to finance its
increased operations or obligations upon their maturity at the appropriate cost and time (considered as part of the Assets and Liabilities
Management ALM).
- The Bank adheres to the liquidity ratios set by the Central Bank of Jordan and other regulatory authorities under which the Bank’s
external branches operate. Liquidity is monitored on a daily basis by the Bank.
- Liquidity is also monitored by the Assets and Liabilities Management Committee headed by the General Manager through periodic
reports. USD

More than 1 More than More than More than 1 Not Tied to
Less than More than
Month up to 3 3 Months up 6 Months up Year Up to a Specific Total
One Month 3 Years
Months to 6 Months to 1 Year 3 Years Maturity

December 31, 2012

Liabilities:

Banks and financial institutions deposits 312,522,949 - 130,525,380 146,376,632 - - - 589,424,961

Customers’ deposits 1,217,536,452 386,446,385 184,023,721 74,510,138 65,947,432 - - 1,928,464,128

Cash margins 166,526,280 8,556,281 7,771,979 19,678,838 7,828,542 - - 210,361,920

Borrowed funds 50,727,786 - - - - - - 50,727,786

Other provisions - - - - - - 12,309,709 12,309,709

Income tax provision 4,039,428 - 14,992,807 - - - - 19,032,235

Deferred tax liabilities - - - 2,520,535 - - - 2,520,535

Other liabilities 19,908,875 8,139,206 6,035,800 3,776,230 3,940,274 5,452,788 3,810,862 51,064,035

Total Liabilities 1,771,261,770 403,141,872 343,349,687 246,862,373 77,716,248 5,452,788 16,120,571 2,863,905,309

Total Assets 916,881,341 423,929,394 138,618,433 334,581,990 671,690,729 762,030,616 150,909,888 3,398,842,391

More than 1 More than More than More than 1 Not Tied to
Less than More than
Month up to 3 3 Months up 6 Months up Year Up to a Specific Total
One Month 3 Years
Months to 6 Months to 1 Year 3 Years Maturity

December 31, 2011

Liabilities:

Banks and financial institutions deposits 263,662,327 - 152,256,624 35,000,000 45,000,000 - - 495,918,951

Customers’ deposits 834,251,245 518,922,685 348,884,910 212,775,787 83,982,929 - - 1,998,817,556

Cash margins 32,750,268 19,856,866 34,442,463 29,941,089 5,913,456 - - 122,904,142

Other provisions - - - - - - 10,914,938 10,914,938

Income tax provision 4,453,370 - 13,628,246 - - - - 18,081,616

Deferred tax liabilities - - - 2,178,893 - - - 2,178,893

Other liabilities 29,559,975 11,387,701 5,387,918 4,331,212 5,454,575 6,587,269 - 62,708,650

Total Liabilities 1,164,677,185 550,167,252 554,600,161 284,226,981 140,350,960 6,587,269 10,914,938 2,711,524,746

Total Assets 679,212,949 331,135,698 299,402,494 353,113,632 439,558,688 977,854,715 127,745,985 3,208,024,161
J ordan K uwait B ank 74

Second: the following table summarizes the maturities of financial derivatives on the basis of the remaining period of the contractual
maturity date from the date of the consolidated financial statements:
USD

From One Month From 3 Months Total

Up to One Month to 3 Months to 6 Months

December 31, 2012

Trading derivatives:
Currency (90,507,755) - - (90,507,755)

From One Month From 3 Months Total

Up to One Month to 3 Months to 6 Months

December 31, 2011

Trading derivatives:
Currency (19,070,544) - - (19,070,544)

Third: Off- consolidated statement of financial position items: USD

From One Year More than Total

Up to One Year to 5 Years 5 Years

December 31, 2012

Letters of credit and acceptances 149,624,612 - - 149,624,612
Unutilized credit facilities ceilings 120,001,330 - - 120,001,330
Guarantees 247,206,795 24,996,980 - 272,203,776
Operating lease contract liabilities 79,694 2,889,945 6,458,697 9,428,336
Total 516,912,432 27,886,925 6,458,697 551,258,054

From One Year More than Total

Up to One Year to 5 Years 5 Years

December 31, 2011

Letters of credit and acceptances 152,244,743 - - 152,244,743
Unutilized credit facilities ceilings 125,723,358 - - 125,723,358
Guarantees 228,090,825 12,217,453 - 240,308,278
Operating lease contract liabilities 11,354 2,157,336 7,097,793 9,266,482
Total 506,070,281 14,374,788 7,097,793 527,542,862

41. Information on the Bank’s Business Activities

a. The Bank is organized, for managerial purposes, into four major sectors. Which are measured according to reports that are used by
the executive and the main decision maker at the Bank. Moreover, the Bank owns two subsidiaries one in the financial brokerage sector
and the other in the finance leasing; as of the consolidated financial statements date:
- Individual accounts: includes following up on individual customers deposits, and granting them credit facilities, credit cards, and
other services.
- Corporate accounts: includes following up on deposits, credit facilities, and other banking services related to customers from
corporate.
- Treasury: includes providing dealing services and managing the Bank’s funds.
- Others: this industry includes the activities which do not meet the definition of the Bank’s business activities mentioned above.
- Financial brokerage services: includes practicing most of the brokerage and financial consultation services.
- Finance leasing services: Leasing services and real estate development projects.
 75 A nnual R eport 2 0 1 2

The following table represents information on the Bank’s sectors according to activities: USD

Total

Individuals Corporations Treasury Brokerage Leasing Others 2012 2011

Gross income for the year 20,103,903 96,462,808 39,198,611 1,982,051 1,660,474 6,422,966 165,830,813 157,749,641

Less: Provision of impairment

loss in direct credit facilities 5,939,495 19,520,033 - - - - 25,459,528 29,360,464

Results of Business Sector 14,164,408 76,942,775 39,198,611 1,982,051 1,660,474 6,422,966 140,371,285 128,389,177

Less: Expenditures not

distributed over sectors - - - 1,113,779 570,575 49,342,311 51,026,665 49,937,741

Income before Income Tax 14,164,408 76,942,775 39,198,611 868,272 1,089,899 (42,919,345) 89,344,620 78,451,436

Less: Income tax expense

for the year - - - 153,498 261,575 23,192,020 23,607,093 22,461,724

Income for the Year 14,164,408 76,942,775 39,198,611 714,774 828,324 (66,111,365) 65,737,527 55,989,712

Capital Expenditures 3,423,834 3,423,834 1,825,324

Depreciation and Amortization 3,108,525 3,108,525 3,774,715

Sector’s Assets 318,624,604 1,770,435,083 1,223,653,714 15,916,370 29,624,023 - 3,358,253,794 3,168,633,805

Assets not distributed over sectors - - - - - 40,388,597 40,388,597 39,390,356

Total Assets 318,624,604 1,770,435,083 1,223,653,714 15,916,370 29,624,023 40,388,597 3,398,642,391 3,208,024,161

Sector’s Liabilities 1,160,419,336 978,238,506 668,361,491 1,627,704 370,721 - 2,809,017,758 2,628,030,306

Liabilities not distributed

over sectors - - - - - 54,887,551 54,887,551 83,494,440

Total Liabilities 1,160,419,336 978,238,506 668,361,491 1,627,704 370,721 54,887,551 2,863,905,309 2,711,524,746

b. Information on the Geographical Allocation:

This sector represents the geographical distribution of the Bank’s operations. The Bank performs its operations mainly in the Kingdom
which represent local operations.
Moreover, the Bank conducts international operations through its branches in Cyprus and Palestine.
The following is the Bank’s revenue, assets, and capital expenditures according to geographic allocation: USD

Inside Kingdom Outside Kingdom Total

2012 2011 2012 2011 2012 2011

Gross Income 139,336,577 133,598,299 26,494,236 24,151,342 165,830,813 157,749,641

Capital Expenditures 3,423,834 1,825,324 - - 3,423,834 1,825,324

2012 2011 2012 2011 2012 2011

Total Assets 2,389,358,922 2,512,965,309 1,009,283,469 695,058,852 3,398,642,391 3,208,024,161

J ordan K uwait B ank 76

42. Capital Management

a. Description of Capital
Capital is categorized into paid-up capital, economic capital, and regulatory capital. Moreover, regulatory capital is defined, according to
the Banks Law, as the total value of the items determined by Central Bank for control purposes to meet the requirements of the capital
adequacy ratio required by Central Bank of Jordan instructions. Furthermore, regulatory capital consist of two parts: Primary Capital
(tier 1) made up of paid-up capital, declared reserves (including statutory reserve, voluntary reserve, share premium, and treasury
share premium), and retained earnings, excluding restricted amounts and non-controlling interests net of loss for the period, costs of
the acquisition of treasury shares, deferred provisions approved by the Central Bank, and goodwill Support capital (tier 2) consist of the
foreign currencies translation differences, general banking risks reserve, instruments with debt-equity shared characteristics, support
debts and 45% of the financial assets valuation reserve, if positive, and is deducted in full, if negative.

A third part of capital (tier 3) might be formed in case the capital adequacy ratio goes below 12% due to factoring capital adequacy ratio
into market risks.

Investments in subsidiary banks and financial institutions are deducted (if their financial statements are not consolidated). Moreover,
investments in the capitals of banks, insurance and other financial institutions are deducted.

b. The requirements of the regulatory parties concerning capital and the manner in which they are met.
Instructions of Central Bank require that paid-up capital be not less than USD 141 million and shareholders’ equity-to-assets ratio be not
less than 6%. Moreover, the Central Bank instructions require that the ratio of regulatory capital to assets weighted by risks and market
risks (capital adequacy ratio) be not less than 12%, which is considered by the Bank.

The Bank complies with Article (62) of the Banks Law which requires the Bank to appropriate 10% of its annual net profits in the
Kingdom and continue to do so until the reserve equals the Bank’s paid-up capital. This meets the requirements of the statutory reserve
prescribed by the Companies Law.

The Bank complies with Article (41) of the Banks Law which requires adherence to the limits set by the Central Bank of Jordan relating to:

1. The percentage of risks relating to its assets and assets weighted by risks, elements of capital, reserves, and contra accounts.

2. Ratio of total loans to regulatory capital the Bank is allowed to grant to one person, his allies, or to related stakeholders.

3. Ratio of total loans granted to the major ten customers of the Bank to total loans extended by the Bank.

c. Method of Achieving Capital Management Goals.

The Bank considers the compatibility of the size of its capital with the size, nature, and complexity of the risk the Bank is exposed to in a
manner that does not contradict the prevailing regulations and instructions. This is reflected in its strategic plans and annual budgets. To
be more conservative in hedging against surrounding conditions and economic cycles, the Board of Directors decided, within the Bank’s
strategy, that capital adequacy ratio be not less than 14%.

When entering into investments, the impact on capital adequacy ratio is considered. Moreover, capital and its adequacy are monitored
periodically as capital adequacy ratio is monitored at the Group level and the individual Bank every quarter. Furthermore, capital adequacy
is reviewed by internal audit, and capital ratios are monitored monthly. Such ratios are financial leverage, shareholders’ equity to assets,
shareholders’ equity to customers’ deposits, internal growth of capital, provisions, and free capital. This should achieve the appropriate
financial leverage, and consequently, the targeted return on shareholders’ equity not less than 10% as prescribed by the Bank’s strategy.

No dividends are paid to shareholders out of the regulatory capital if such payment leads to inadherence to the minimum capital
requirement. The Bank concentrates on the internal generation of capital and can resort to public subscriptions to meet expansionary
needs and future plans, or the requirements of the regulatory bodies according to specified studies.
 77 A nnual R eport 2 0 1 2

Capital Adequacy
Capital adequacy ratio is calculated according to the Central Bank of Jordan instructions based on Basel Committee resolutions. The
following is the capital adequacy ratio compared with the previous year: USD

2012 2011

Core Capital Items: (Thousand) (Thousand)

Authorized and paid up capital 141,044 141,044

Statutory reserve 83,232 74,333

Voluntary reserve 150,178 132,380

Retained earnings (after deducting proposed dividends and deferred tax assets) 95,906 90,011

Non-controlling interests - 7,580

Less:

Deferred provision agreed with Central Bank of Jordan 35,591 19,746

Goodwill and intangible assets 3,141 1,547

50% from the investments in insurance companies, financial companies 18,078

and significant investments in other companies 10,465

Seized properties whose ownership period is more than four years, or two years 791
and less than four years, without the consent of Central Bank of Jordan. 777

Deficit in supplementary capital - 2,872

Total Core Capital 420,386 402,314

Supplementary Capital Items

General banking risks reserve 17,089 14,886

Pro-cyclicality fluctuation reserve 110 -

Valuation reserve of financial assets at fair value through other comprehensive 319
income at 100% of the negative change or 45% of the positive change 1,016

Deficit in supplementary capital - 2,872

Less:

50% of investments in insurance companies, financial institutions 18,078

and significant investments in other companies 10,465

Total Regulatory Capital 428,136 402,313

Total Assets Weighted by Risks 2,625,179 2,464,374

Ratio of regulatory capital 16/31% 16/33%

Core capital ratio * 16/01% 16/33%

* Core capital has been calculated net of investments in banks and financial subsidiary company as their financial statements have not
been incorporated.
J ordan K uwait B ank 78

43. Accounts Managed on Behalf of Customers

There are no investment portfolios managed by the Bank on behalf of customers.

44. Analysis of the Maturities of Assets and Liabilities

The following table illustrates the analysis of assets and liabilities according to the expected period of their recoverability or settlement:
USD

Up to One Year More than One Year Total

December 31, 2012

ASSETS

Cash and balances at central banks 302,776,076 - 302,776,076

Balances at banks and financial institutions 399,426,581 - 399,426,581

Deposits at banks and financial institutions 20,025,000 - 20,025,000

Direct credit facilities - net 871,950,840 1,125,594,324 1,997,545,164

Financial assets at fair value through profit or loss 54,843,155 91,744,013 146,587,168

Financial assets at fair value through other comprehensive income - 32,898,683 32,898,683

Financial assets at amortized cost 115,095,737 183,290,167 298,385,904

Pledged financial assets 51,763,047 - 51,763,047

Property and equipment - net - 17,012,879 17,012,879

Intangible assets - net - 3,141,260 3,141,260

Deferred tax assets - 5,103,499 5,103,499

Other assets 47,958,575 76,018,555 123,977,130

TOTAL ASSETS 1,863,839,011 1,534,803,380 3,398,642,391

LIABILITIES

Banks and financial institutions deposits 589,424,961 - 589,424,961

Customers deposits 1,862,516,696 65,947,432 1,928,464,128

Cash margins 202,533,378 7,828,542 210,361,920

Borrowed funds 50,727,786 - 50,727,786

Other provisions - 12,309,709 12,309,709

Provision for income tax 19,032,235 - 19,032,235

Deferred tax liabilities 2,520,535 - 2,520,535

Other liabilities 37,860,111 13,203,924 51,064,035

TOTAL LIABILITIES 2,764,615,702 99,289,607 2,863,905,309

NET ASSETS (900,776,691) 1,435,513,773 534,737,082

 79 A nnual R eport 2 0 1 2

USD

Up to One Year More than One Year Total

December 31, 2011

ASSETS

Cash and balances at central banks 367,909,401 - 367,909,401

Balances at banks and financial institutions 346,080,186 - 346,080,186

Deposits at banks and financial institutions 25,000 5,000,000 5,025,000

Direct credit facilities - net 836,224,345 924,988,348 1,761,212,693

Financial assets at fair value through profit or loss 61,706,908 96,302,827 158,009,735

Financial assets at fair value through other comprehensive income - 30,554,278 30,554,278

Financial assets at amortized cost 255,845,673 192,069,035 447,914,708

Property and equipment - net - 16,808,680 16,808,680

Intangible assets - net - 1,547,323 1,547,323

Deferred tax assets - 4,658,633 4,658,633

Other assets 55,826,100 12,477,424 68,303,524

TOTAL ASSETS 1,923,617,613 1,284,406,548 3,208,024,161

LIABILITIES

Banks and financial institutions deposits 450,918,951 45,000,000 495,918,951

Customers deposits 1,914,834,627 83,982,929 1,998,817,556

Cash margins 116,990,686 5,913,456 122,904,142

Other provisions - 10,914,938 10,914,938

Provision for income tax 18,081,616 - 18,081,616

Deferred tax liabilities 2,178,893 - 2,178,893

Other liabilities 50,666,806 12,041,844 62,708,650

TOTAL LIABILITIES 2,553,671,579 157,853,167 2,711,524,746

NET ASSETS (630,053,966) 1,126,553,381 496,499,415

J ordan K uwait B ank 80

45. Fair Value Hierarchy

The table below analyzes financial instruments carried at fair value by the valuation method. The different levels have been defined as
follows:
Level (1): quoted prices (unadjusted) in active markets for identical assets or liabilities;
Level (2): inputs other than quoted prices included within level (1) that are observable for the asset or liability, either directly (i.e. as
prices) or indirectly (i.e. derived from prices);
Level (3): inputs for the asset or liability that are not based on observable market data (unobservable inputs). USD

Level (1) Level (2) Level (3) Total

December 31, 2012

Financial Assets Instruments:
Financial assets at fair value through profit or loss 79,516,479 67,070,689 - 146,587,168
Financial assets at fair value through other comprehensive income 9,774,975 23,123,708 - 32,898,683
Financial derivatives instruments 884,409 - - 884,409
Total Financial Assets Instruments 90,175,863 90,194,397 - 180,370,260

Financial Liabilities Instruments:

Financial derivatives instruments 140,513 - - 140,513

Total Finanical Liabilities Instruments 140,513 - - 140,513

Level (1) Level (2) Level (3) Total

December 31, 2011

Financial Assets Instruments:

Financial assets at fair value through profit or loss 79,660,072 78,349,663 - 158,009,735
Financial assets at fair value through other comprehensive income 8,729,094 21,825,184 - 30,554,278
Financial derivatives instruments 867,635 - - 867,635

Total Financial Assets Instruments 89,256,801 100,174,847 - 189,431,648

Financial Liabilities Instruments:

Financial derivatives instruments 174,491 - - 174,491

Total Finanical Liabilities Instruments 174,491 - - 174,491

46. Commitments and Contingent Liabilities (Off- Consolidated Statement of

Financial Position)
a. Credit commitments and contingencies: USD

2012 2011
Letters of credit 130,043,606 135,611,904
Letters of acceptances 19,581,006 16,632,839
Letters of guarantee:
Payments 133,697,408 104,893,286
Performance bonds 83,198,268 87,382,625
Other 55,308,100 48,032,367
Unutilized credit facilities ceilings 120,001,330 125,723,358

Total 541,829,718 518,276,379

 81 A nnual R eport 2 0 1 2

b. Contractual obligations: USD

2012 2011
Contracts to purchase property and equipment 806,769 672,496
Construction contracts 454,590 832,669
Other purchases contracts 2,162,475 320,159

Total 3,423,834 1,825,324

c. Operating leases amounted to USD 9,428,336 with periods ranging from 1 to 10 years (USD 9,266,482 as of December 31, 2011).
d. Unpaid investment participations on companies capital amounted to USD 540,421 as of December 31, 2012 .

The details are as follows:

Company’s Name Total Investment Remaining Obligation Settlement Date

- Jordan Investment Fund 1,000,000 203,000 Upon demand
- Agricultural Products Exporting Company 450,000 337,422 Upon demand

1,450,000 540,422

47. Lawsuits against the Bank

a. The Bank is a defendant in lawsuits amounting to USD 9,850,748 as of December 31, 2012 (USD 9,643,413 as of December 31,
2011). In the opinion of the Bank’s management and legal advisor, no liabilities shall arise against the Bank exceeding the existing
provision of USD 511,487 as of December 31, 2012 (USD 445,220 as of December 31, 2011).
b. As of December 31, 2012 and 2011, there were no lawsuits against the subsidiary Companies.

48. Adoption of new and revised International Financial Reporting Standards

(IFRSs)
48.a. Amendments to IFRSs applied with no material effect on the consolidated financial statements:
The following new and revised IFRSs have been adopted in the preparation of the consolidated financial statements for which they did
not have any material impact on the amounts and disclosures of the financial statements, however, they may affect the accounting for
future transactions and arrangements.

Amendments to IFRS 1 Severe Hyperinflation The amendments regarding severe hyperinflation provide guidance for
(Effective for annual periods beginning on or entities emerging from severe hyperinflation either to resume presenting
after 1 July 2011). IFRS financial statements or to present IFRS financial statements for the
first time.

Amendments IFRS 1 removal of Fixed Dates The amendments regarding the removal of fixed dates provide relief to
for First-time Adopters (Effective for annual first-time adopters of IFRSs from reconstructing transactions that occurred
periods beginning on or after 1 July 2011). before their date of transition to IFRSs.

Amendments to IFRS 7 Disclosures – The amendments to IFRS 7 increase the disclosure requirements for
Transfers of Financial assets (effective for transactions involving transfers of financial assets. These amendments
annual periods beginning on or after 1 July are intended to provide greater transparency around risk exposures of
2011). transactions where a financial asset is transferred but the transferor retains
some level of continuing exposure in the asset.

Amendments to IAS 12: Deferred Tax – Amends IAS 12 Income Taxes to provide a presumption that recovery of the
Recovery of Underlying assets (Effective carrying amount of an asset measured using the fair value model in IAS 40
for annual periods beginning on or after 1 Investment Property will, normally, be through sale.
January 2012).
As a result of the amendments, SIC-21 Income Taxes — Recovery of Revalue
Non-Depreciable Assets would no longer apply to investment properties
carried at fair value. The amendments also incorporate into IAS 12 the
remaining guidance previously contained in SIC-21, which is accordingly
withdrawn.
J ordan K uwait B ank 82

48.b. New and revised IFRSs issued but not yet effective
The Bank has not applied the following new and revised IFRSs that have been issued and are available for early application but are not
yet effective:

Effective for annual periods beginning on or after

Amendments to IFRS 7. 1 January 2015.

IFRS 10 Consolidated Financial Statements. 1 January 2013.

IFRS 11 Joint Arrangements. 1 January 2013.

IFRS 12 Disclosure of Interests in Other entities. 1 January 2013.

Amendments to IFRS 10, IFRS 11 and IFRS 12 Consolidated

Financial Statements, Joint Arrangements and Disclosure of 1 January 2013.
Interests in Other entities: Transition Guidance.

IAS 27 Separate Financial Statements (as revised in 2011). 1 January 2013.

IAS 28 Investments in Associates and Joint Ventures 1 January 2013.

(as revised in 2011).

IFRS 13 Fair Value Measurement. 1 January 2013.

IAS 19 Employee Benefits (as revised in 2011). 1 January 2013.

Amendments to IAS 32 Financial Statements Offsetting 1 January 2014.

Financial Assets and Liabilities.

Amendments to IFRS 1 Government Loans. 1 January 2013.

Amendments to IFRS 7 Disclosures – Offsetting Financial Assets 1 January 2013.

and Financial Liabilities.

Amendments to IAS 1 Presentation of Items of Other 1 June 2012.

Comprehensive Income.

Annual Improvements to IFRSs 2009 – 2011 Cycle. 1 January 2013.

IFRIC 20 Stripping Costs in the Production Phase of a Surface Mine. 1 January 2013.

Management anticipates that each of the above standards and interpretations will be adopted in the consolidated financial statements
by its date mentioned above without having any material impact on the Bank’s consolidated financial statements.
 83 A nnual R eport 2 0 1 2

Jordan Kuwait Bank

Statement of Disclosure for the Financial Year ending 31/12/2012, in accordance with article (4) of the
disclosure regulations, the accounting and auditing standards issued by the Jordan Securities Commission.

Item
4a: Chairman’s Statement: Included in the report.
4b/1: Description of main activities: Included in the report.
The Bank operates through its head office in Abdali - Amman and 53 branches and cash offices in Jordan, in addition to two branches in
Palestine and one branch in Cyprus. Total capital expenditure for the year 2012 amounted to USD 2.45 million. The table below shows
the Bank’s locations and the number of staff at each.

No. of No. of No. of

Location Location Location
Staff Staff Staff
Head Office 415 Al-Rabiyah Branch 9 Mecca Street Branch 10
Main Branch 17 Vegetable Market Branch 9 Al-Rawnaq Branch 6
Abdali Branch 18 Madina Munawarah St. Branch 14 Southern Sweileh Branch 8
Jabal Amman Branch 12 Sweifiyyah Branch 12 Irbid Branch 15
Wehdat Branch 13 Nazzal Branch 8 Wadi Saqra Branch 9
Tla’ El ‘Ali Branch 14 Mecca Mall Branch 9 Al-Husson St. Branch- Irbid 8
Jabal Al-Hussein Branch 11 Petra University Office 3 Yarmouk University Branch- Irbid 7
Commercial Center Branch 10 Al-Mougablain Branch 8 Al-Mafraq Office 5
Abu-Alanda Branch 10 Marj El-Hamam Branch 6 Al-Karak Office 5
Yarmouk Branch 13 Zain Office 2 Aqaba Branch 12
Wadi El-Seir Branch 11 Sweileh Office 4 Zarqa Branch 12
Jubaiha Branch 14 Al-Ahliyya Amman University Branch 7 Russaifeh Branch 10
Amra Branch 9 Baq’ah Branch 8 Zarqa Free Zone Branch 8
Abdoun Branch 13 Madaba Branch 9 New Zarqa Branch 8
Abu-Nsair Branch 6 Al-Salt Office 3 Al-Madineh Al-Riyadeah Branch 10
Marka Branch 10 King Abdullah Bureau Office 3 Regional Management –Palestine 8
Ibn Khaldoun Branch 8 Khalda Branch 8 Nablus Branch -Palestine 13
Dabouq Branch 10 Dair Ghbar Office 4 Ramallah Branch - Palestine 12
City Mall Branch 8 Mecca Mall Office 4 Cyprus Branch 4
Shmeissani Branch 15
United Financial Investments Co. (Subsidiary) 14
Ejara Leasing Co. (Subsidiary) 8

4b /2: Subsidiaries:
United Financial Investments Company:
United Financial Investments Co. (UFICO) was established in 1980. In 1996 the company was restructured as a public shareholding company.
The company enjoys a leading position among the major top firms operating in the ASE. UFICO provides financial services, which are directly
connected with local and international financial markets.
In 2002, UFICO became a subsidiary of Jordan Kuwait Bank. The Bank holds 50.22% of the company’s capital of JD 8 million (USD 11.28m) as
at December 2010.
The Company’s H.Q. is located in Shmeissani, Amman with 14 working employees.

Ejara Leasing Company

Jordan Kuwait Bank established Ejara Leasing Company on January 6, 2011. The company was registered as a private shareholding company
with paid-up capital JD 10 million (USD 14.1m) fully paid by the Bank. In September 2012 Ejara’s capital was raised to JD 20 million (USD 28.2m).
Ejara Leasing Co. aims to provide innovative and high quality leasing services to supplement the banking and financing services offered at Jordan
Kuwait Bank to be in line with the developments in the financial market, meet the needs of the Bank’s clients and support the various economic
activities, while developing the concept of financial leasing and providing the Bank’s clients with different financing alternatives.
The Company’s H.Q. is located in the Mecca Street Branch building, Amman with 8 working employees.
J ordan K uwait B ank 84

4b /3: Executives’ Biographies:

1- Board of Directors

1. H. E. Mr. Abdel Karim A. Kabariti

Chairman
Date of membership: 15/7/1997
Date of Birth: 1949
Education: Bachelor degree in Business and Finance with Honors from St. Edwards University-USA, 1973.

Present Positions:
• Chairman of the Board of Trustees, Al-Ahliyya Amman University.
• Chairman, United Financial Investments Company.
• Chairman, Algeria Gulf Bank – Algeria
• Board Member, Jordan Dairy Company.
• Board Member, Burgan Bank – Kuwait.

Previous Official & Governmental Positions:

• Member of the Jordanian Senate, Head of the Economics & Finance Committee (2005 - 2007).
• Member of the Jordanian Senate, First Deputy to the Speaker (2000 – 2002).
• Chief of the Royal Court, (1999 - 2000).
• Member of the Twelfth and the Eleventh Jordanian Parliaments (1993 – 1997) and (1989 – 1993) / Head of the
Economics & Finance Committee (1993 – 1995).
• Prime Minister, Minister of Foreign Affairs and Minister of Defense (1996 - 1997).
• Minister of Foreign Affairs (1995 - 1996).
• Minister of Labor (1991 - 1993).
• Minister of Tourism (1989 - 1991).

Previous Business Experiences:

• He worked at many financial institutions / private business (1973 – 1989).

2. Mr. Faisal H. Al -Ayyar

Vice Chairman, Representative of United Gulf Bank - Bahrain.
Date of membership: 15/7/1997
Date of Birth: 1954
Education: Studied Aviation and worked as a fighter pilot for the Kuwait Air Force.

Present and Previous Positions:

• Vice Chairman, Kuwait Projects Co. (Holding) – Kuwait.
• Vice Chairman, Gulf Insurance Group – Kuwait.
• Board Member, United Co. (Orbit Showtime).
• Board Member, Burgan Bank Turkey – Turkey.
• Board Member, Saudi Dairy & Foodstuff Co. (SADAFCO)- Saudi Arabia.
• Board Member, United Gulf Bank – Bahrain.
• Member on Board of Trustees, American University of Kuwait.
• Chairman, Kuwait Association for Learning Differences – Kuwait.
• Chairman, Trust International Insurance Co. – Lebanon.
• Chairman, Saudi Pearl Insurance Co. – Bahrain.
• Chairman, United Gulf Investment Co. - Cayman Islands.
• Board Member, Gulf Egypt for Hotels & Tourism Company – Egypt.
• Board Member, EgySwiss Food Co. – Egypt.
• Recipient of numerous decorations and awards.
 85 A nnual R eport 2 0 1 2

3. Mr. Emad J. Kudah

Board Member, Representative of the Social Security Corporation - Jordan.
Date of Membership: 1/9/2006
Date of Birth: 1961
Education: MBA, Sul Ross State University, Texas-USA, 1985

Present Position:
• Manager, Equity Investment Dept. – Social Security Investment Fund.

Previous Positions:
• Manager, Treasury Dept. - Social Security Investment Unit, (2002 – 2009).
• Board Member, Jordan Post Co. (2007).
• Acting Chief Executive Officer, Social Security Investment Unit (2005 - 2006).
• Portfolio Manager, Foreign Investments Dept., Central Bank of Jordan (2000 - 2002).
• Chief Dealer, Foreign Investment Dept., Central Bank of Jordan (1996 - 2000).
• Deputy Manager, Central Accounting Division, Central Bank of Jordan (1989 - 1991).
• Member of the Jordanian FOREX Association.

4. Mr. Masaud M. Jawhar Hayat

Board Member, Representative of Al- Futtooh Holding Co.- Kuwait.
Date of Membership: 20/2/2001
Date of Birth: 1953
Education: Bachelor degree in Accounting with a major in Economics, Kuwait University, 1973 and a High Diploma in
Banking Studies, 1975.

Present Positions:
• Chief Executive Officer of the banking sector, Kuwait Projects Co. (Holding) - Kuwait (2010 – Present).
• Chairman, United Gulf Bank – Bahrain.
• Chairman, Syria Gulf Bank - Syria.
• Chairman, Tunis International Bank - Tunis.
• Vice Chairman, Algeria Gulf Bank - Algeria.
• Vice Chairman, North African Co.
• Vice Chairman, Royal Capital Co. – Abu Dhabi.
• Board Member, Bank of Baghdad - Iraq.
• Board Member, KIPCO Asset Management Co. (KAMCO)- Kuwait.
• Board Member & Secretary, Union of Investment Companies– Kuwait.

Previous Positions:
• Chairman, Kuwait Asset Management Co. (KAMCO) - Kuwait (1998-2010).
• Board Member & Audit Committee Chair, International Investor Co. – Kuwait (2005 - 2009).
• Managing Director, United Gulf Bank – Bahrain (1997 - 2009).
• Board Member, Gulf Insurance Company plc (1997 – 2001).
• Board Member, Industrial Investments Co. (1993 – 2001).
• Started his banking career in 1974 at the National Bank of Kuwait and occupied several positions till he was
appointed as acting chief general manager in 1992, then appointed as consultant to the board of directors from
1993 till 1996.
• Board Member, Tunis Arab International Bank (1986 – 1996).
• Board Member & Vice chairman of the Executive Committee, Bahrain and Kuwait Bank (1986 – 1995).
• Managing Chairman, Burgan Bank – Kuwait
• Board Member, United Fisheries Co. – Kuwait.
• Board Member, National Telecommunications Co. - Algeria.
• Chairman, United Gulf Financial Services Co. - Qatar.
• Board Member & Treasurer, Investment Companies Union – Kuwait.
J ordan K uwait B ank 86

5. Mr. Tariq M. Abdul Salam

Board Member, Representative of Kuwait Projects Co. (Holding) – Kuwait.
Date of Membership: 15/7/1997
Date of Birth: 1965
Education: Bachelor degree in Accounting, Kuwait University, 1987.
Diploma in International Securities, 1996.

Present Positions:
• Chief Executive Officer of the Investment sector, Kuwait Projects Co. (Holding) - Kuwait (2011 – Present).
• Chairman, United Real Estate Company - Kuwait (2010 - Present).
• Vice Chairman, Kuwait Clearing Co. – Kuwait (2004 – Present).
• Board Member, Royal Capital – Abu Dhabi (2007 – Present).
• Board Member, Saudi Dairy & Foodstuff Co. (SADAFCO) - Saudi Arabia (2012 – Present)
Previous Positions:
• Chairman, Burgan Bank - Kuwait (2007 - 2010).
• Vice Chairman, Burgan Bank – Kuwait (2004 - 2007).
• Board Member, Bank Kuwait & Middle East – Kuwait (2003 - 2004).
• Board Member, United Gulf Bank – Bahrain (2002 - 2008).
• Board Member, Industrial Bank of Kuwait – Kuwait (2002 - 2003).
• Board Member, KIPCO Asset Management Co. (KAMCO) (1998 - 2009).
• General Manager, KIPCO Asset Management Co. (KAMCO) (1998 - 2004).
• Chairman, Kuwait Clearing Co. – Kuwait (1997 - 2004).
• Board Member, Gulf Insurance Company – Kuwait (1997 - 2001).
• Assistant CEO, Trading and Investment Portfolio Management, Kuwait Projects Co.-Kuwait (1996 – 1999).
• Board Member, Bahrain Kuwait Insurance – Kuwait (1992-2008).
• Manager, Trading and International Investment Portfolio Management, Kuwait Projects Co.-Kuwait (1992 - 1996).
• Manager, Accounts Department, International Financial Investment Company (1987 - 1989).

6. Mr. Farouk A. Al -Aref

Board Member
Date of Membership: 15/7/1997
Date of Birth: 1938
Education: Bachelor degree in International Relations, University of Chicago-USA.

Previous Positions:
• CEO, Gulfcom Telecommunications.
• Head of Management Committee, Jordan SADAFCO Food Co. (Until May 2009).
• Deputy General Manager, Al Razi Pharmaceutical Company (1993 - 1999).
• Deputy General Manager, Jordan Kuwait Bank (1988 - 1993).
• General Manager, Nayef Al Dabbous & Sons Co. - Kuwait (1970 - 1988).
• Administrative Manager, Ministry of Public Works - Kuwait (1961 - 1966).

7. Dr. Yousef M. Goussous

Board Member, Representative of Burgan Bank – Kuwait.
Date of Membership: 20/2/2001
Date of Birth: 1939
Education: Bachelor degree in medicine, Ain Shams University-Egypt, 1965 and thencompleted his specialization in
heart diseases at Houston University, Texas-USA, 1973.
• Present and Previous Positions:
• Member of the Jordanian Senate (2011 – Present).
• Lecturer on heart disease at the University of Jordan and at the Jordan University for Science and Technology.
• Senior consultant at Queen Alia Center for Heart Disease and Surgery.
• Served as Manager of Al Hussein Medical Center and Chief of the Royal Medical Services.
• Deputy Head of Management Committee, Amman Surgical Hospital.
• Fellow of several distinguished British and American medical institutions.
• Holder of several elite civil, military and medical medals of achievement in Jordan and abroad.
 87 A nnual R eport 2 0 1 2

8. Mr. Mansour A. Louzi

Board Member, Representative of Strategy Company for Investments.
Date of Membership: 15/3/2009
Date of Birth: 1961
Education: Bachelor degree in Business Administration, St. Edwards University, Texas -USA, 1983.

Present Positions:
• Board Member, United Financial Investments Co. / Representative of Jordan Kuwait Bank.
• Vice Chairman, Arab Orient Insurance Co.

Previous Positions:
• Board Member, Middle East Specialized Cables (MESC Jordan).
• Business Development Manager, Siemens Company - Jordan Branch.
• Administrative Manager, Siemens Company-Jordan Branch (1993 - 2006).
• Board Member, Amman Insurance Company Ltd. (1998 - 2000).
• Board Member, Philadelphia Bank for Investment (1996 - 2000).
• Board Member, National Company for Steel Manufacturing (1995 - 2000)
• Central Bank of Jordan – International Relations Dept. - Investment Unit (1985 - 1993).
• Jordan Armed Forces – Studies & Development Dept. (1984 - 1985)

9. Mr. Bijan Khosrowshahi

Board Member, Representative of Odyssey Reinsurance Co., U.S.A

Date of Membership: 23/3/2011
Date of Birth: 1961
Education: MBA, 1986 and Bachelor Degree in Mechanical Engineering, Drexel University-USA, 1983.

Present Positions:
• President of Fairfax International, London.
• Board member, Representative of Fairfax Financial Holdings Limited for the following companies:
• Gulf Insurance Company – Kuwait
• Bahrain Kuwait Insurance – Bahrain
• Arab Misr Insurance – Egypt
• Arab Orient Insurance Company – Jordan
• Fajr Al-Gulf Insurance Co. - Lebanon

Previous Positions:
• President & CEO, Fuji Fire and Marine Insurance Company, Japan.
• President, AIG’s General Insurance operations, Seoul, Korea (2001-2004).
• Vice Chairman and Managing Director, AIG Sigorta, Istanbul, Turkey (1997-2001).
• Regional Vice President, AIG’s domestic property and casualty operations for the Mid-Atlantic region, USA.
• Held various underwriting and management positions with increasing responsibilities, AIG, USA since 1986.
• Board member, Foreign Affairs Council.
• Board member, Insurance Society of Philadelphia.
• Council member, USO, Korea.
• Chairman, Insurance committee of the American Chamber of Commerce, Korea.
• Member, Turkish Businessmen’s Association.
J ordan K uwait B ank 88

2- Executive Management:

1. Mr. “Moh’d Yaser” M. Al -Asmar

Position: General Manager
Date of Birth: 1947
Date of joining: 15/9/1990
Education: Bachelor degree in Business Administration, University of Jordan, 1970.

Experience / Other Positions:

• Board Member, Arab Orient Insurance Co./ Representative of Jordan Kuwait Bank.
• Board Member, The Association of Banks in Jordan (2005 - Present).
• Asst. General Manager, Credit Dept (1990 – 1993).
• Asst. General Manager, Credit Administration and Control, Commercial Bank ofKuwait - Kuwait (1971 – 1990).

2. Mr. Tawfiq A. Mukahal

Position: Deputy General Manager – Banking Group
Date of Birth: 1951
Date of joining: 12/10/1991
Education: Secondary School Certificate, 1969.

Experience / Other Positions:

• Board Member, Jordan Steel Co./ Representative of Jordan Kuwait Bank.
• Board Member, Jordan Mortgage Refinance Co./ Representative of Jordan Kuwait Bank.
• Board Member, Jordan Loan Guarantee Corporation / Representative of Jordan Kuwait Bank.
• Board Member, Kingdom Electricity Co. – Private shareholding Co. / Representative of Jordan Kuwait Bank.
• Asst. General Manager, Credit Dept. (1998 – 2007).
• Executive Manager, Credit Dept. (1993 – 1997).
• Manager, Marketing & Credit Unit (1991 – 1993).
• Manager, Marketing & Credit Dept., National Bank of Kuwait – Kuwait (1971 – 1990).

3. Mr. Shaher E. Suleiman

Position: Head of Risk Management & Compliance Group
Date of Birth: 1963
Date of joining: 16/5/1999
Education: Master degree in International Banking, Heriot-Watt University – U.K., 1998.

Experience:
• Asst. General Manager – Internal Audit Dept. (1999-2009).
• Worked at the Central Bank of Jordan (1988 – 1999).

4. Mr. William J. Dababneh

Position: Asst. General Manager – Treasury & Investment Department
Date of Birth: 1957
Date of joining: 27/8/1994
Education: Secondary School Certificate, 1975.

Experience:
• 17 Years Experience in various banks and the last was Arab Jordanian Investment Bank (1990 – 1994).

5. Mrs. Hiyam S. Habash

Position: Asst. General Manager – Financial Department
Date of Birth: 1955
Date of joining: 6/2/1999
Education: Diploma in Business Administration, American Lebanese University, 1978.

Experience:
• Financial Manager, New English School (1992 – 1997).
• Financial Manager, Petra Bank (1978 – 1989).
 89 A nnual R eport 2 0 1 2

6. Mr. Ismail A. Abu-A’di

Position: Asst. General Manager – Credit Department
Date of Birth: 1964
Date of joining: 12/9/1988
Education: Master degree in Banking & Finance, Arab Academy, 1992.

Experience / Other Positions:

• Board Member, Al-Isra Co. for Education & Investment/ Representative of Jordan Kuwait Bank.
• Executive Manager, Credit Dept. (2005 – 2007).
• Manager, Credit Dept. (2000 – 2005).
• General Banking Experience, JKB (1988-2000).

7. Mr. Abdel Hameed M. Al-Ahwal

Position: Asst. General Manager – Operations Department
Date of Birth: 1954
Date of joining: 2/6/1982
Education: Bachelor degree in Business Administration, South Eastern University – U.S.A, 1980.

Experience / Other Positions:

• Vice Chairman, Ejara Leasing Co. (fully owned subsidiary)
• Board Member, Darat Jordan Holdings / Representative of Jordan Kuwait Bank.
• Executive Manager, Branch Administration (2006 – 2007).
• Executive Manager, Main Branch (2000 – 2006).
• Branch Manager (1990 – 1999).
• General Banking Experience, JKB (1982 – 1989).

8. Mr. Haethum S. Buttikhi

Position: Asst. General Manager – Retail & Consumer Products Department
Date of Birth: 1977
Date of joining: 1/6/2003
Education: Royal Military Academy, Sandhurst - U.K., 1996.
Bachelor degree in Political Science, Kent University – U.K., 2000.

Experience / Other Positions:

• Chairman, Ejara Leasing Co (fully owned subsidiary).
• Board Member, United Financial Investments Co./ Representative of Jordan Kuwait Bank.
• Board Member, Amad Investment & Real Estate Development Co./ Representative of Jordan Kuwait Bank.
• Member of the Management Committee, Middle East Payment Services (MEPS)/ Representative of Jordan Kuwait
Bank.
• Board Member, Jordan Phosphate Mines Co./ Representative of Jordan Kuwait Bank.
• Board Member, Salam Intl. Transport & Trading Co.
• Executive Manager, Private Banking Unit (2007).
• Manager, Main Branch (2003 – 2006).

9. Mr. Kamal A. Hazboun

Position: Asst. General Manager - Information Technology
Date of Birth: 1959
Date of joining: 13/11/2011
Education: MBA in International Business, New York Institute of Technology –Jordan, 2008.
Master Degree in Telecommunications, Budapest University- Hungary, 1983.

Experience:
• Management and Technology Consultant (2009-2011).
• Chief Executive Officer, OPTIMIZA (2007-2009).
• IT Project Assurance Consultant, The Housing Bank for Trade & Finance (2005-2006).
• General Manager, Trans M.E. International Distribution Co. (2000-2005).
• Associate Partner, Accenture (1993-2000).
• Head of Communications and Special Projects, Arab Bank (1983-1993).
J ordan K uwait B ank 90

10. Mr. Ibrahim E. Kashet

Position: Executive Manager – Legal Department
Date of Birth: 1962
Date of joining: 1/4/1989

Experience / Other Positions:

• Board Member, Ejara Leasing Co. (fully owned subsidiary)
• Legal Department (2000 – Present).
• Credit Department, (1994 – 2000).
• Credit Follow Up Department, (1989 – 1994).

11. Mr. Sa’ed M. Tu’meh

Position: Executive Manager – Internal Audit Department
Date of Birth: 1970
Date of joining: 1/5/2001
Education: Bachelor degree in Accounting & Finance, University of Jordan, 1992.

Experience:
• General Banking Experience, Housing Bank, (1992 –2001).

12. Mr. Abdallah I. Mismar

Position: Executive Manager – Administrative Affairs Department
Date of Birth: 1973
Date of joining: 5/3/2000
Education: Bachelor degree in Law, Al-Ahliyya Amman University, 1997.

Experience:
• Legal Affairs Department at Ministry of Interior (1997-2000).

13. Mr. Daoud A. Issa

Position: Executive Manager – Human Resources Department
Date of Birth: 1973
Date of joining: 18/11/2012
Education: Bachelor degree in Economics, Al-Yarmouk University, 1998.

Experience:
• Head of HR planning and budget and Head of Personnel, Qatar Petroleum and its affiliated companies - Qatar
(2004-2012).
• Personnel Manager, Lotus Trading and Contracting Company – Qatar (2001 – 2004)
• Personnel and Public Relations Manager, Engineering Technical Contracting Company – Jordan (1997-2001)

14. Mr. Ibraheem S. Al-Hanash

Position: Regional Manager – Palestine Branches
Date of Birth: 1957
Date of joining: 1/2/1981
Education: Bachelor degree in Accounting, Philadelphia University – Jordan, 1999.

Experience:
• General Banking Experience, Jordan Kuwait Bank, (1981 – 2007).
 91 A nnual R eport 2 0 1 2

4b/4: Shareholders who own 5% or more of the Bank’s shares (2012 & 2011).

Shareholder Nationality No. of Shares % No. of Shares %

31/12/2012 31/12/2011

Burgan Bank Kuwaiti 50,927,827 50.928 50,927,827 50.928

Social Security Corporation Jordanian 21,041,644 21.042 21,041,644 21.042

Odyssey Reinsurance Company American 5,250,000 5.250 4,800,000 4.800

4b/5: Competitive position: Included in the report.

4b/6: The Bank did not conclude any deal/s with specific supplier/s and/or major clients (in Jordan or abroad) of 10% or more of
total Bank’s purchases, sales or revenue.

4b/7: The Bank does not enjoy any governmental concessions or protection in accordance with the prevailing rules and regulations.

4b/8: There has been no material effect on the Bank’s operations, products or competitiveness as a result of any government or
international organizations’ decisions.

4b/9: Human Resources, Training and Organizational Structure:

Total number of employees as at 31/12/2012 was (937) of whom (13) were employed at Nablus branch, (20) at the Regional Management
Office – Palestine & Ramallah branch and (4) at Cyprus branch. In addition, there were (22) employees at the Subsidiary companies.

Staff educational qualifications:

United Financial
Qualification Jordan Kuwait Bank Ejara Leasing Co.
Investments Co.

PhD 1 - -

Masters 49 2 -

Bachelor 659 5 7

Higher Diploma 8 - -

Diploma 129 3 -

Secondary School Certificate 39 4 1

Pre- Secondary School Certificate 52 - -

Total 937 14 8
 JKB Organizational Structure 2012

Board of Directors

Nominations & Corporate Credit &

Audit & Risk
Remuneration Governance Investment
J ordan K uwait B ank

Committee Committee Committee Committee

92

Chairman of the Board

Subsidiaries

United Financial Investments Co.

General Manager
Ejara Leasing Co.

EPMO
ALM Committee

Transformation Management Investment Committee

Strategic Planning Credit Classification Comt.

Corp. Credit Committee

Retail Credit Committee

Human Resources Marketing & Legal Dept. Executive Committee Shareholders’ Internal Audit
Public Relations Affairs
IT Steering Committee

Support Services Risk Management

& Compliance Banking Group
Group Group

Admin. Financial Centralized Credit Risk Compliance Retail & Treasury & Credit
Information
Remedial & Management Consumer
Services Dept. Operations Technology Follow up Dept. Control Dept. Products Investment Facilities

Corporate Medium &

Credit Small Credit
 93 A nnual R eport 2 0 1 2

Organization Structure
JKB Subsidiaries

United Financial Investments Co.

Board of Directors

Chairman of the Board

Board Secretary Audit Committee

General Manager

Compliance Officer

DGM / Finance &

Administration

Research, Studies Finance & Brokrage, Investment

and IT Dept. Administration Dept. & Shareholders’ Affairs

Ejara Leasing Co.

Board of Directors

Chairman of the Board

Board Committee Management Committee

Board Secretary Legal Advisor

Internal Audit

General Manager

Deputy General Manager

Sales & Marketing Manager Leasing Unit Manager Finance Manager

J ordan K uwait B ank 94

Staff training during 2012:

Training Subject Number of Courses Number of Participants

Internal Training 171 1861

External Training:

Risk Management & Compliance 7 8

Administrative 8 12

Credit Facilities 4 6

Treasury & Investment 2 2

IT & Information Systems 2 11

English Language 49 49

Accounting & Financial Management 6 12

Insurance & Marketing 3 6

Audit & Control 8 11

Specialized Banking 14 36

Total 274 2014

4b /10: Description of risks: Included in the report.

4b /11: Achievements during 2012: Included in the report.

4b /12: There had been no financial effects of non-recurring operations that do not fall within the Bank’s core business activity
during 2012.

4b/13: Changes in Net Profit, Dividend, Shareholders’ equity and Share price (2008-2012)
Amounts in Thousand US Dollars

Dividend Bank
Profit
Year Shareholders’ Share / $
before tax Bonus Shares Cash Equity

2008 96,381 - 10% 337,656 6.61

2009 85,252 - 15% 404,192 5.36

2010 104,185 - 20% 457,767 6.09

2011 78,451 - 20% 488,918 5.11

2012 89,344 - 20% 527,624 4.27

 95 A nnual R eport 2 0 1 2

4b/14: Financial Position: Included in the report.

4b/15: Future Plan: Included in the report.

4b/16: Auditors’ Fees: Auditors’ fees for the Bank and its subsidiaries in 2012 amounted to USD 290,611.

4b/17: Shares owned by the Board Members during 2012 & 2011:

Nationality
Shares Shares
Name Position
31/12/2012 31/12/2011

1 H.E. Abdel Karim A. Kabariti Chairman Jordanian 1,146 1,146

United Gulf Bank Vice Chairman Bahraini 226,667 226,667

2
Mr. Faisal H. Al-Ayyar Representative of United Gulf Bank Kuwaiti 10,000 10,000

Burgan Bank Board Member Kuwaiti 50,927,827 50,927,827

3
Dr. Yousef M. Goussous Representative of Burgan Bank Jordanian 8,666 8,666

Social Security Corporation Board Member Jordanian 21,041,644 21,041,644

4
Mr. Emad J. Kudah Representative of Social Security Corporation Jordanian - -

Strategy Company for Investments Board Member Jordanian 465,631 465,631

5
Mr. Mansour A. Louzi Representative of Strategy Company for Jordanian 49,000 49,000
Investments

Al- Futtooh Holding Co. Board Member Kuwaiti 44,996 44,996

6
Mr. Masaud M.Jawhar Hayat Representative of Al- Futtooh Holding Co. Kuwaiti 32 32

Kuwait Projects Co. (Holding) Board Member Kuwaiti 50,996 50,996

7
Mr. Tariq M. Abdul Salam Representative of Kuwait Projects Co. (Holding) Kuwaiti 14,250 14,250

Odyssey Reinsurance Co. Board Member American 5,250,000 4,800,000

8
Mr. Bijan Khosrowshahi Representative of Odyssey Reinsurance Co. American - -

9 Mr. Farouk A. Al-Aref Board Member Jordanian 14,004 14,004

J ordan K uwait B ank 96

Shares owned by the Bank Executives during 2012 & 2011

Shares Shares
Name Position Nationality
31/12/2012 31/12/2011

1 Mr. “Moh’d Yaser” M. Al-Asmar General Manager Jordanian 15,000 10,000

2 Mr. Tawfiq A. Mukahal Deputy G.M. / Banking Group Jordanian - -

3 Mr. Shaher E. Suleiman Head of Risk Management & Compliance Group Jordanian - -

4 Mr. William J. Dababneh Asst. G.M. / Treasury & Investment Dept. Jordanian - -

5 Mrs. Hiyam S. Habash Asst. G.M. / Financial Dept. Jordanian 1,600 1,600

6 Mr. Abdel Hameed M. Al- Ahwal Asst. G.M. / Operations Dept. Jordanian - -

7 Mr. Ismail A. Abu-A’di Asst. G.M. / Credit Dept. Jordanian - -

8 Mr. Haethum S. Buttikhi Asst. G.M. / Retail & Consumer Products Dept. Jordanian - -

9 Mr. Kamal A. Hazboun Asst. G.M. / Information Technology Jordanian - -

10 Mr. Suhail M. Turki Executive Manager / Public Relations Dept. Jordanian - -

11 Mr. Ibrahim E. Kashet Executive Manager / Legal Dept. Jordanian - -

12 Mr. Zuhdi B. Al-Jayousi Executive Manager / Corporate Credit Dept. Jordanian - -

13 Mr. Moh’d J. Azem Hammad Executive Manager / Risk Management Dept. Jordanian - -

14 Mr. Ibrahim F. Bisha Executive Manager / Treasury & Investment Dept. Jordanian - -

15 Mr. Sa’ed M. Tu’meh Executive Manager / Internal Audit Dept. Jordanian - -

16 Mr. Majed S. Muqbel Executive Manager / Compliance Control Dept. Jordanian 874 874

17 Mr. Ghassan A. Al-Qassem Executive Manager / Branches Administration Dept. Jordanian - -

18 Mr. Makram A. Al-Qutob Executive Manager / Corporate Credit Dept. Jordanian - -

19 Mr. Ibraheem S. Al-Hanash Regional Manager – Palestine Branches Jordanian - -

20 Mr. Abdallah I. Mismar Executive Manager/ Administrative Affairs Jordanian - -

21 Mr. Daoud A. Issa Executive Manager / Human Resources Dept. Jordanian - -

Shares held by companies controlled by Board Members

Shares of controlled
Board Member Name of controlled Company Ownership Company in JKB
Position
%
31/12/2012 31/12/2011

United Gulf Bank- Bahrain Board Member Burgan Bank – Kuwait 17.00 50,927,827 50,927,827

Al- Futtooh Holding Co. – Kuwait Board Member Kuwait Projects Co. (Holding)- Kuwait 44.63 50,996 50,996

Kuwait Projects Co. (Holding)-Kuwait Board Member Burgan Bank-Kuwait 41.00 50,927,827 50,927,827

Kuwait Projects Co.(Holding)- Kuwait Board Member United Gulf Bank - Bahrain 85.66 226,667 226,667
 97 A nnual R eport 2 0 1 2

Shares owned by the relatives of Board Members and Bank Executives (2012 & 2011)

Nationality
Shares Shares
Name Relation
31/12/2012 31/12/2011

1 Mrs. Zakiah I. Murad Wife of Mr. Farouk A. Al-Aref / Board Member Jordanian 14,409 14,409

2 Mrs. Hind M. Jaber Wife of Mr. “Moh’d Yaser” M. Al-Asmar / General Manager Jordanian 10,000 7,500

3 Mrs. Mai F. Abu-Hantash Wife of Mr. Abdel Hameed M. Al- Ahwal / Asst. G.M. Operations Dept. Jordanian 164 164

4b/18: Executives’ Remuneration: Total salaries, allowances and travel expenses paid to the Senior Executives at the Bank and
its subsidiaries during 2012 amounted to USD 4,630,474 exclusive of performance related incentives.

4b/19: Donations: Total donations made by the Bank and its subsidiaries during 2012 amounted to USD 654,032. Details of
which are listed below:

Recipient Amount / USD

University Education 163,888

Sports Activities 29,457

Support to Jordanian Writers & Authors 44,965

Training Students from Institutes & Universities 36,574

National Workshops & Conferences 85,171

Awards for Outstanding Students & Competitions 1,481

Charities & Social Activities 292,496

Total 654,032

4b/20: The Bank had contracted with its sister company (Arab Orient Insurance Company) for general insurance coverage including
health and accident insurance for its staff. The value of such contracts amounted to USD 1,524,313. Apart from that,
the Bank did not conclude any contracts, projects or commitments neither with any of the subsidiaries, sister companies,
affiliates, nor with the Chairman, Board Members, the General Manager, any other staff members and their relatives.

4b/21: The Bank contributes towards the welfare of the local community and the environment; this was explained in the Management
Discussion and Analysis Chapter of this report.

4c/1-5: Financial Statements: Included in the report.

J ordan K uwait B ank 98

4d: Auditor’s Report: Included in the report.

4e: Declarations by the Board of Directors:

4e/1: The Board of Directors hereby declares that there are no material issues that could hinder the business continuity of the
Bank during the financial year 2013.

4e/2: The Board of Directors also declares its responsibility for the Financial Statements and that the Bank has an effective
control system.

Chairman & Members of the Board Signatures

Name Signature

Mr. Abdel Karim A. Kabariti

Mr. Faisal Hamad Al-Ayyar, Rep., United Gulf Bank – Bahrain

Mr. Emad Jamal Kudah, Rep., Social Security Corporation

Mr. Masaud M. Jawhar Hayat, Rep., Al- Futtooh Holding Co. – Kuwait

Mr. Tariq Moh’d Abdul Salam, Rep., Kuwait Projects Co. (Holding) – Kuwait

Mr. Farouk Aref Al-Aref

Dr. Yousef Musa Goussous, Rep., Burgan Bank – Kuwait

Mr. Mansour Ahmad Louzi, Rep., Strategy Co. for Investments

Mr. Bijan Khosrowshahi, Rep., Odyssey Reinsurance Co. – U.S.A

4e/3: The Chairman of the Board, the General Manager and the Financial Manager hereby declare that all information and data
provided in this report are accurate and comprehensive.

Chairman of the Board General Manager Financial Manager

Abdel Karim Kabariti “Moh’d Yaser” Al-Asmar Hiyam S. Habash
 Jordan Kuwait Bank
Corporate Governance Manual
2012
Table of Contents

Introduction 3

JKB Corporate Governance Mission 3

Legal Framework and References 3

Corporate Governance Best Practices 4

I. Corporate Governance Stakeholders 4

II. Board of Directors 4

Duties & Responsibilities 4

Structure of the Board 5

The Chairman 5

Organizing the Board Tasks 5

Board Membership Criteria 6

III. Board Committees 6

Board Audit & Risk Committee 7

Nominations & Remuneration Committee 8

Corporate Governance Committee 9

Board Credit & Investment Committee 10

IV. Executive Management 10

V. Executive Committees 11

VI. Internal Control 13

Organizational Structures and Work Organization at the Bank 13

Key Tasks and Duties of the Various Bank Departments 13

Credit Facilities Department 13

Retail & Consumer Products 14

Treasury and Investment Department 14

Internal Audit Department 15

Risk Management Department 16

Compliance Control Department 18

Credit Remedial and Follow Up Department 18

Code of Conduct 18

VII. Governing Policies 19

VIII. Relations with Shareholders 19

IX. Transparency and Disclosures 19

J ordan K uwait B ank 3

Introduction

The basis and principles of corporate governance have become among the most prominent issues discussed globally considering
their high importance and contribution to furthering economic success and reform, particularly in light of globalization and economic
openness among the world’s economies. It is needless to say that these basis and principles have become a necessity to both private
and public sector entities, and are considered a basic requirement for increasing confidence in the economy of every country and proof
of sound management principles, transparency and accountability. Good corporate governance is the basis of the success of institutions
and their application depend to a great extent on the skills, experiences and knowledge of the members of the Board of Directors and
that of the executive management.
Corporate governance can be defined as (1) “A set of systems and structures that demonstrate the organizational relationships between;
and the responsibilities of; a Bank’s management, its board, its shareholders, and other stakeholders so as to guarantee the attainment
of the Bank’s goals in the presence of effective monitoring, thereby encouraging institutions to use resources more efficiently.”
Jordan Kuwait Bank (JKB) views corporate governance from its own unique perspective whereby it considers it as the key towards
achieving confidence among its customers and other stakeholders. Corporate governance is the style and method through which the
internal and external relationships are managed.
JKB believes that applying good corporate governance results in the sound management of the Bank and attainment of its strategic
goals. In addition, it is JKB’s strong belief that adoption of good corporate governance by all institutions in Jordan would lead to the
creation of competent institutions and an appropriate competitive environment supportive of the national economy as a whole. This is
particularly important given that banks play a key role in the financial system of a country and rely on their clients’ deposits, thus further
reinforces the high importance of applying good corporate governance principles.
In light of the above, JKB’s Board has decided to adopt a Corporate Governance Manual (later referred to as the Manual), which
was prepared in accordance with the international best practices in the field and the Central Bank of Jordan’s (CBJ) regulations and
guidelines. Through this Manual, the Bank aims to achieve good corporate governance mainly demonstrated through the equitable
treatment of all stakeholders, transparency, declaration of the Bank’s administrative and financial standing, accountability with regard
to the relationship between the Board of Directors and the executive management; shareholders; and various stakeholders as well as
clarifying responsibilities through the segregation of duties and delegation of authority.

JKB Corporate Governance Mission

JKB aims to achieve the highest standards of work ethics through the accurate and transparent disclosure of the Bank’s results and
ensuring its full compliance with the various laws and regulations that govern the operations of the Bank.

Legal Framework and References

Effective corporate governance relates to various internal factors including how effective the relationship is between the Bank’s
management and its Board of Directors, shareholders and stakeholders. As for external factors that support good corporate governance,
these could by listed as follows:
• Banks Law No. (28) of 2000.
• Companies Law No. (22) of 1997.
• Securities Law No. (76) of 2002.
• Deposits Guarantee Law No. (33) of 2000. In addition to all laws that protect the rights of shareholders, depositors and relevant
stakeholders.
• Regulations and directives issued pursuant to the above-mentioned laws and any amendments made thereafter.
• Furthermore, the following references were used as key resources for drafting the Manual:
• The Corporate Governance Code for Banks in Jordan issued by the Central Bank of Jordan during 2007.
• Related publications issued by the Basel Committee.
• Relevant OECD and World Bank publications.
• The Current Status of the Bank with respect to Corporate Governance.
• Various professional publications on corporate governance related topics.
• Accounting standards and international financial reporting standards.

(1) As defined by the Organization for Economic Co-operation and Development OECD.
 4 J K B C orporate G overnance M anual

Corporate Governance Best Practices

The regulation of corporate governance and the various legal and regulatory frameworks vary significantly between countries. However,
good corporate governance can be achieved regardless of the model adopted by the banking institutions provided that key functions are
operating as required.
Four methods of monitoring should be included in any bank’s organizational structure to guarantee effective levels of monitoring are
achieved. These methods are:
1. Monitoring by the Board of Directors.
2. Monitoring by individuals not engaged with managing day-to-day affairs.
3. Direct supervision by each business unit.
4. Separate units for managing risk and compliance subjected to internal audit procedures.

I. Corporate Governance Stakeholders

1. Shareholders
Shares ownership in public shareholding companies provides its owners with various rights. Such rights include the right to buy, sell and
transfer shares or the right to the company’s profits, whereas the shareholder’s liability is limited to the value of his investment.
Shares ownership also provides their holders with the right to access various company related information and to influence the different
decisions pertinent to the company. Accordingly, it is of prime importance that this Manual focuses on the rights of all the shareholders
of the Bank.

2. Directors
Board members have the prime responsibility for the management and performance of the Bank whereby Board members, on behalf of
the shareholders, oversee the work of the management. The duties and responsibilities of Board members are defined by various laws
and regulations (such as the Companies Law, Banks Law … etc.)

3. Employees
All Bank employees have the task to apply internal control procedures as part of their respective responsibilities in achieving the goals
of the Bank.
All employees should possess the necessary knowledge, skills, information and authority to perform their duties. This requires that
employees have a complete understating of the operations of the Bank, the industry, the market and pertinent risks.
Through pursuing the fulfillment of these requirements, employees would contribute positively to the Bank’s performance and
achievements. The resulting success would further their sense of job security and satisfaction.

4. Creditors
The various parties having contractual relations with a bank, such as customers, suppliers and creditors form the base of any organization.
The relationship between the Bank and the various stakeholders depends on the level of trust established between them.

II. Board of Directors

Duties & Responsibilities
To achieve corporate governance principles, the Board of Directors performs the following key duties and responsibilities in accordance
with the Bank’s by-laws, the Banks Law and Companies Law and other pertinent legislations:
1. The Board has the primary responsibility for ensuring the soundness of the Bank’s financial standing and the fulfillment of all its
obligations towards the various stakeholders including the CBJ, the regulatory authorities in the countries in which the Bank has
branches, shareholders, depositors, creditors, employees, investors among others.
2. The Board sets the Bank’s strategic objectives and oversees the executive management entrusted with carrying the daily operations
of the Bank.
3. The Board ratifies internal control and monitoring regulations and ensures their continuous effectiveness in managing the various
risks that face the Bank.
4. The Board oversees the Bank’s compliance with the established strategic plans, policies and procedures pursuant to the laws and
regulations in force.
5. The Board ensures the integrity of all procedures whereby it has provided a “code of ethics” that was developed based on the
following principles: integrity, compliance with laws, transparency and loyalty. The code was disseminated among all employees and
Board members and published for access by the general public.
6. The Board makes sure that written policies, covering all banking activities are available, endorsed and communicated across the
various management levels. It also oversees that said policies are reviewed regularly and updated with any amendments needed as
a results of changes in the various laws and regulations that govern the banking sector.
J ordan K uwait B ank 5

7. The Board appoints a competent, experienced, professional general manager with integrity and of good moral standing. The
performance of the General Manager is evaluated annually by the Board.
8. The Board approves the appointment and resignation of the Bank’s executive managers.
9. The Board, through the Nominations and Remuneration Committee, conducts a self-assessment of its performance at least once a
year and according to a clear mechanism.
10. The Board approves succession plans for the Bank’s senior executives that outline the qualifications and requirements that need to
be met by holders of said positions
Structure of the Board
1. The Board membership is diverse in terms of the practical and professional experiences of its members.
2. The Board may include executive members (those holding executive positions at the Bank) as well as other non-executive members
with a majority of non-executive.
3. The Bank always accounts for having at least three independent directors on its Board.
4. The Bank defines the independent director as a member who is not linked to the Bank in any capacity that may affect the objectivity
and neutrality of his judgment and meets the following minimum requirements:
• has not been employed by the Bank for the preceding five years;
• is not a relative (up to the second degree) of an administrator of the Bank;
• is not receiving direct or indirect payment or compensation from the Bank (other than as a Director);
• is not a director or owner of a company with which the Bank does business with (other than business relationships made in the
ordinary course of business of the Bank and on substantially the same terms as those prevailing at the time for comparable
transactions with non-affiliated parties);
• is not, nor in the past five years has been, affiliated with or employed by a present or former auditor of the Bank;
• is not a shareholder with direct effective interest in the capital of the Bank, or indirectly through affiliating with one of the Bank’s
major shareholders;
5. The Bank separates between the Chairman of the Board and the General Manager positions and observes that there is no family
relation between them below third degree.
6. In the case that the Chairman is an executive director, the Bank will appoint an independent director as vice Chairman.
The Chairman
In addition to his normal duties, the Chairman carries out the following functions:
1. Promote a constructive relationship, based on corporate governance principles, among Board members and between the Board and
the Bank’s executive management.
2. Ensure that Board members and shareholders receive adequate and timely information.
3. Promote a culture in the boardroom that encourages constructive criticism and alternative views exchanged among Board members
during meetings.
4. Ensure high standards of corporate governance by the Bank.
Organizing the Board Tasks
1. The Bank’s Board meets at least six times a year. The Bank’s executive management schedules the topics on the meeting agenda
as it sees appropriate.
2. The Bank provides the Board members with appropriate and adequate information in a timely manner.
3. The Board Secretary maintains a written record of deliberations and suggestions that take place during board meetings as well as
voting results.
4. The Bank prepares a booklet which clearly explains the rights/duties and responsibilities of Board members and is disseminated
among Board members upon their election.
5. The Bank prepares a special booklet that includes all banking operations that requires the approval of the Board.
6. Board members must be continuously informed of changes taking place within and outside the Bank. Furthermore, the Bank would
provide Board Members, upon appointment and throughout their tenure, with a brief of the Bank’s activities and operations to
include the Bank’s strategic plan, key issues related to its current status; risks management; compliance program; code of conduct;
organizational structure; and the executive managers and external auditor.
7. All Board members and Board committees have the right to direct contact with the Bank’s executive management.
8. Board members and Board committees may, if needed, seek the assistance of external resources that would enable them to carry
out the duties entrusted to them.
9. The Bank has an organizational structure that demonstrates the reporting hierarchy (including Board committees and executive
management). Details pertaining to upper management structure are disclosed to the public.
10. The Board of Directors ensures that every board member is committed towards the Bank and all its shareholders and not towards a
certain shareholder.
11. The Board formally defines, in writing, the functions and duties of the Board Secretary which include oversight responsibility to
ensure that endorsed Board procedures are followed; information is communicated among Board members; Board committees and
the executive management, in addition to arranging for and scheduling Board meetings and taking meeting minutes. The Board
Secretary’s appointment or removal is decided upon unanimously by the Board.
 6 J K B C orporate G overnance M anual

Board Membership Criteria

The following are considered the minimum criteria required to be met by a Board member:

a. Board Membership Eligibility Requirements and Qualifications

Each Director should have the necessary qualifications to serve the interests of the Bank and relevant stakeholders. This includes
fulfilling requirements set out in the Banks Law and other relevant laws. In addition, Board Members should possess some or all of the
following expertise and qualifications:
- Suitable banking experience.
- A certain level of education and training.
- Ability to judge with independence.
- Knowledge of financial statements and reasonable level of understanding of performance evaluation ratios. Relevant experience in
the banking field is also required.
- Financial / Banking skills or expertise that contribute to the enrichment of the Board.
- Commitment to learn about the operations of the Bank and fulfill contribution requirements and readiness to resign in case of non
performance.
- Understanding and knowledge of international best practices in management and their application thereof.
- Ability to provide a clear strategic direction and long-term vision and possess sound decision-making capability.

b. Loyalty, Honesty and Diligence

The commitment of Board members to loyalty, honesty and diligence constitute key aspects of achieving good corporate governance in
terms of member’s keenness to maintain an honest relationship whereby he/she, like any other Bank employee, discloses any material
information prior to making any dealing or commercial transaction with the Bank.
With regard to loyalty, in the case of conflict of interest between a Director and the Bank, all parties should seek that the process be fair
for the Bank. The Board should apply, impartially, the same conditions to both clients and Directors when dealing with the Bank.
To achieve the aspired loyalty, each Board member should:
- Carryout his role faithfully and in the best interest of the Bank.
- Avoid conflict of interest or exploitation of office or Bank related information to gain personal benefits and the immediate declaration
of related incidents that have taken place or any future ones as soon as they arise.
- Advise the Board of any potential conflict of interest and abstain from voting on any related decision.
As for diligence, Directors should undertake all duties stipulated in relevant laws and regulations and seek to attain all pertinent
information to verify that decisions taken are in the interest of the Bank. Directors should also attend Board meetings after having duly
prepared for them as well as faithfully carryout duties entrusted to them.

c. Independence
For the Board to be able to carry out its monitoring role over the executive management and oversee that it is not performing any
inappropriate practices, the Board of Directors retains an adequate number of independent directors on the Board (in accordance with
the definition of an independent director set out in this manual). The Board has considered that membership of three independent
directors is appropriate.

d. Exposure and Knowledge

• In this regard, a Board member must be:
• Knowledgeable, with adequate understanding of banking transactions and associated risks. In addition, posses knowledge of financial
statements that reflect the Bank’s standing.
• Knowledgeable of relevant laws and regulations which the Bank is required to abide by and stays abreast with emerging topics in the
financial services field.
• Committed to attending Board and committees’ meetings, reviewing all suggested discussion topics and reports submitted by the
executive management; internal and external auditors as well as regulatory authorities that have oversight prerogatives over the
operations of the Bank.

III. Board Committees

In order to organize the work of the Board and increase its effectiveness and efficiency, the Board of Directors formed various committees
with some responsibilities and authority delegated to them in accordance with the Bank’s goals and strategies. Said committees were
established in an official manner according to regulations that were issued and endorsed by the Board. The existence of the Board
committees, however, does not supersede the Board’s direct responsibility for all matters related to the Bank.
The Bank discloses the names of committee members as well as a summary overview of their tasks and responsibilities in the Bank’s
annual report.
The Board may opt to merge the responsibilities of more than one committee into one if such action was in the best interest of the Bank
from an administration standpoint.
J ordan K uwait B ank 7

Board Audit & Risk Committee

1. The Board Audit and Risk Committee comprises of four board members in addition to an observer, all of them are non-executive
directors.
2. The Bank discloses the names of the Committee members in its annual report.
3. At least two of the Committee members should have relevant accounting and financial management qualifications and expertise.
4. No less than two members of the Committee should be independent directors.
5. The tasks and responsibilities of the Risks Management and Compliance Committees are entrusted to the Board Audit and Risk
Committee.
6. The Board Audit and Risk Committee has, by a specific provision in the written charter of its functions and responsibilities, the ability
to obtain any information from executive management, and the ability to call any executive or Director to attend its meetings.
7. The Bank has a “Code” that outlines the functions, responsibilities and the authority of the Board Audit and Risk Committee.
8. The committee provides its recommendation to the Board with regard to appointment, termination, remuneration and assessing the
objectivity of the external auditor, taking into consideration the following points:
• Regular rotation of the external auditor among auditing firms. If that was found impractical, then ensure regular rotation of the
Auditor’s senior partner assigned for the Bank audit.
• That the External Auditor submits a copy of his report to the Board Audit and Risk Committee.
9. The Board Audit and Risk Committee meets each of the Bank’s external auditors, internal auditors and compliance officers, without
executive management being present, at least once a year.
10. The Board Audit and Risk Committee has all the duties and responsibilities required by the Banks Law and other relevant laws and
regulations, including the duties to:
• Review and ratify the internal audit plan which includes audit scope and frequency.
• Ensure that the executive management takes timely corrective measures with regard to weaknesses in internal audits, non-
compliance with established policies, rules and regulations, and other areas determined by internal auditors.
• Ensure that the Bank has properly observed and complied with international accounting and audit standards.
• Assess the scope, results and adequacy of the Bank’s internal and external audits.
• Conduct continuous assessment of the Bank’s internal monitoring and control systems.
• Review accounting issues with material impact on financial statements.
• Review the comments and reports of monitoring bodies and the external auditor and follow-up on corrective measures.
• Review the Bank’s financial statements prior to submission to the Board. Specifically, review compliance with regulators’ directives
related to capital adequacy and the adequacy of allocations for non-performing loans and other allowances. Also, provide opinion
with regard to the Bank’s non-performing loans or those suggested to be considered as bad debt.
• Ensure that relevant laws and regulations are observed.
• The Committee submits its reports and recommendations to the Board.
• The head of Risk Management & Compliance group and the Executive Manager of the Internal Audit Unit are called to attend the
Committee meetings. The Committee may also invite other people to the meetings in order to seek their opinion regarding specific
matters.
Generally speaking, the responsibilities of the Board Audit and Risk Committee do not substitute for the responsibilities of the Board with
respect to overseeing the adequacy of internal monitoring and control systems.
The role of the Board Audit and Risk Committee with regard to risk management can be summarized as follows:
1. Recommend the endorsement of a risk management strategy and policies and ensure they are:
• Comprehensive and documented for managing all material risks.
• Appropriate for the size and activity level of the Bank and its subsidiary companies.
• Outline the programs, procedures and tools (including ceiling levels) to implement said plans and policies and ensure their
implementation and that any exceptions are done in accordance with specific administrative approvals.
• Reviewed regularly.
• Disseminated among concerned parties within the Bank.
• Monitor risk management activities carried out by the executive managements with regard to each of the following: credit risk,
market risk, liquidity risk, operational risk, non-compliance risk, reputation among others, through reviewing reports issued by
the Risk Management Department which outline to the Committee the Bank’s risk profile and measures taken to minimize them.
These reports should be appropriate, detailed and submitted in a timely manner within an effective information systems framework.
2. Monitor risks facing the Bank and determine their materiality and ensure that internal procedures are in place to assess capital
adequacy as relevant to the Bank’s risk profile.
3. Ascertain risks pertinent to new products the Bank plans to offer before their launch.
4. Recommend the adoption of an organizational structure for the Risks Management Department and ensure that it is independent
and carries out its duties under an independent management.
5. Review the acceptable risk appetite level that can be endured by the Bank and accordingly provide recommendation to the Board.
6. Review reports pertinent to safeguarding business continuity.
 8 J K B C orporate G overnance M anual

7. Review the results of the stress tests carried out by the Risk Management Department and validate the impacts of the results on the
Bank’s financial strength.
8. Submit regular reports to the Board of Directors.
The role of the Board Audit and Risk Committee in monitoring compliance can be summarized as follows:
1. Recommend the adoption of a compliance monitoring policy and ensure that the policy is:
• Documented in writing.
• Appropriate for the size of the Bank’s and its subsidiaries’ activities.
• Specifies the procedures that need to be followed by management and staff.
• Outlines the key requirements for identifying compliance risks and their management across the various organizational levels.
• Disseminated among the various administrative levels and employees of the Bank.
2. Assess the Bank’s effectiveness in managing compliance risks at least once a year and conduct necessary revision in case of any
amendments.
3. Monitor and follow-up implementation of the policy.
4. Take necessary measures to promote values of integrity and proper professional conduct within the Bank such that compliance with
laws, regulations, instructions, directives and applied criteria become key objectives and duties required to be fulfilled.
5. Adopt an organization structure for the Compliance Monitoring Department and ensure its independence such that there is separation
between the functions of compliance monitoring and that of internal auditing.
6. Ensure that an annual compliance risks management plan is in place and that it accounts for any shortcomings in the policy,
procedures or application. Also, ensure that the plan is linked to the effectiveness of the current management of compliance risks
and it determines the need for any policies or procedures for dealing with new compliance risks resulting from the annual assessment
of these risks.
7. Review the corrective procedures and measures and/ or disciplinary actions undertaken by the Bank’s executive management in the
event of discovering violations arising from non-compliance, specifically those that subject the Bank to legal penalties or significant
losses, both financially and reputation wise, and ensure that these cases are immediately reported.
8. Review reports that show compliance test results which should include assessment findings pertinent to compliance risks, violations
and shortcomings along with the corrective measures implemented.
Nominations & Remuneration Committee
1. The Nominations and Remuneration Committee comprises of three non-executive directors, two of whom are independent directors.
The Committee meets at least twice a year or on needs basis and its decisions are based on a majority vote, including that of the
Committee chair.
2. The Committee carries out the following functions:
• Nominate all Board appointments, duly considering candidates’ abilities and qualifications and, for re-nominations, their attendance
and the quality and extent of their participation in Board meetings and in accordance with guidelines stipulated in the Companies
Law regarding Board members tenure.
• Determine whether a Director qualifies to be considered ‘independent’.
• Implement a formal method of assessing the effectiveness of the Board, including participation level of Directors in Board meetings.
Performance criteria are objective and include comparison with other similar banks and financial institutions. In addition, they
include criteria that assess the integrity and soundness of the Bank’s financial statements and compliance with requirements set
forth by regulatory bodies.
• Have the responsibility to provide background briefing material for Directors covering key issues, as well as ensuring that they are
kept up to date on relevant banking topics.
• Recommend to the Board the remuneration (including monthly salary and other benefits) of the General Manager. The Nominations
and Remuneration Committee also reviews the remuneration of other executive management.
• Recommend to the Board the appointment of a general manager, provided that he/she meets the qualifications outlined in the
Banks Law.
• Provide recommendation to the Board to approve the succession plan for the Bank’s senior executives which outline the
qualifications and requirements that need to be met by holders of said positions.
• Provide recommendation to the Board for the appointment of executive managers.
• Ensure that the Bank has a remuneration policy, which is sufficient to attract and retain qualified individuals, and is in line with the
Bank’s peers in the market. The Bank’s policy should also account for partially linking salaries to performance and that incentive
programs be in place that aim to strengthen the Bank’s share value in the long run and to further the internal control environment
(i.e. focus should not be only on increasing the earning per share in the short term only.)
• Ensure that the Bank’s remuneration policy is disclosed in the Annual Report, particularly the remuneration of individual Directors
and the highest-paid non-Director executives.
• Ensure that the Board is provided with reports that contain all information necessary to carry out its duties.
J ordan K uwait B ank 9

Corporate Governance Committee

The Corporate Governance Committee is comprised of the Chairman of the Board and three non-executive directors. The Committee
meets at least once a year upon the invitation of its head. The Head of Risk Management & Compliance Group acts as the Committee’s
secretary.

Corporate Governance Committee Tasks

The tasks of the Corporate Governance Committee are to primarily oversee the implementation of all guidelines stipulated in the Corporate
Governance Manual and compliance of all relevant parties including the executive management, the Board and Board committees, in
addition to periodical or on need basis review of the Manual in order to cope with changes in the requirements and expectations of both
the Bank and the market.

Key tasks Entrusted to the Corporate Governance Committee:

1. Ensure that the Board of Directors sets the Bank’s strategic objectives and corporate values and communicates them across the
various administrative levels within the organization. In this regard, the Committee oversees the following:
• Formulation and endorsement of the Bank’s strategic plan by the Board.
• The Board of Directors endorsement and supervision of implementation of the Bank’s general policies, including its overall strategy,
in a manner that safeguards against conflict of interest.
• Compliance of the Board members and all administrative levels throughout the organization with JKB’s established code of
conduct.
2. Ensure that responsibilities are defined and clear communication and accountability lines are established for all administrative staff,
across the various organizational levels, in accordance with the following framework:
• The Banks Law and Companies Laws defined the requirements and responsibilities of the Board of Directors and the General
Manager such that the Board of Directors is held accountable for monitoring the executive management of the Bank that oversees
the administration of the day-to-day affairs of the Bank.
• It is important to: establish clear lines of accountability and responsibility through official delegation of authority; ensure segregation
of duties; and have appropriate internal monitoring and control systems in place.
3. Ensure that Board members fulfill eligibility criteria for Board appointment and possess clear understanding of their role with respect
to corporate governance and independence vis-à-vis problem solving and decision making. In this regard, the Committee is tasked
with several oversight responsibilities to include:
• Ensuring that the Board of Directors performs it monitoring role over the Bank’s activities including an understanding of the various
risks the Bank may face.
• Ensuring that the Board membership includes an adequate number of independent directors.
• Overseeing that the parameters and conditions set forth in the Banks Law with regard to individuals assuming Board membership
and chairmanship positions are fulfilled.
• Observing that the “fit and proper” principle is applied.
• Ensuring that the Board Audit and Risk Committee, formed of Board members, is in place and carries out its duties pursuant to the
parameters set forth by the Banks Law. In addition, make sure that other pertinent committees are formed in accordance with the
CBJ regulations (such as the Risk Management and Compliance Committees).
• Oversee that adequate Board committees are in place and new ones are formed on needs basis necessary to instill and apply
corporate governance rules and culture across the various organizational levels.
4. Ensure that the executive management performs appropriate supervision over the Bank’s operations and in accordance with the
instructions listed in the Internal Monitoring and Control Regulations issued by CBJ through the following:
• Ensure that the executive management carries out its risk management functions which entail overseeing that policies and
instructions pertinent to credit risk, market risk, liquidity risk, and operational risk are in place and reasonably monitored. In
addition, commit to manage and monitor compliance risks in accordance with the tailor designed policies, thus achieving a
reasonable return for shareholders without compromising banking safety issues.
• Ensure the application of dual monitoring over all banking operations and activities.
• Ensure the proficiency of the executive management and department heads.
5. Make effective use of the functions carried out by the Internal and External Auditors.
6. Ensure that the Bank, while considering credit facilities approval, evaluates the quality of corporate governance applied by the client
particularly of corporate and shareholding companies. Upon assessment, the Bank may consider some concession for those clients
who maintain good governance standards.
Among the responsibilities of the Board is to put in place internal regulations and directives that outline the responsibilities of the different
departments such that the application of the desired level of monitoring is safeguarded. In this regard, the Corporate Governance
Committee provides the following:

a) Internal Auditing
Effective internal monitoring and control systems should be supported by an effective, independent Internal Auditing Department that
assesses the effectiveness of said systems independently.
 10 J K B C orporate G overnance M anual

The Internal Auditing Unit assesses the effectiveness and efficiency of operations as well as compliance level with the laws, rules
and regulations. In addition, it assesses the effectiveness of risk management systems and capital adequacy, relative to its risks and
according to the Bank’s financial statements. To achieve this role, the following needs to take place:
• Ensure the complete independence of the internal auditor through the submission of audit reports, recommendations and results
directly to the Board Audit and Risk Committee.
• Ensure that the Board Audit and Risk Committee is responsible for setting the salaries and benefits of the Internal Audit Unit staff and
appraising their performance.
• Make sure that Internal Auditing and the Board Audit and Risk Committee review the observations contained in the Central Bank and
external auditor’s reports and follow-up actions taken thereon.
b) External Auditing
External auditing represents another level of monitoring over the credibility of financial statements and assessment of internal monitoring
and control systems:
• The Banks Law outlined the tasks required of the external auditor. The external auditor of the Bank is selected from a list prepared
annually by the CBJ.
• Ensure complete cooperation and coordination between the internal and external auditors.
7. Take into account that the corporate governance process is characterized with disclosure and transparency.
8. The Board and the executive management should have an understanding of the structure of the Bank’s operations, including the
activities performed by the Bank in areas, or within legislative structures, that hinder transparency. In this regard, the Corporate
Governance Committee ensures the following:
• That the executive management follows clear policies and proper procedures for operating within these areas / legislations;
• That periodic assessment is conducted to ascertain the need for the Bank to operate in these areas and which impede transparency;
• That the Board Audit and Risk Committee monitors internal controls over the activities performed in these areas and submits
necessary reports, annually or in case of material underperformance, to the Board;
• That strategies and work policies and procedures that govern complex financial products and tools offered by the Bank, and that
assessment policy for the use or sale of these products are in place;
• That policies are in place to identify, measure and manage material risks, including legal risks and reputation risks, that may arise
as a result of any of the Bank’s activities in these areas;
• That compliance assessment reports pertaining to compliance with laws, regulations and internal policies are periodically reviewed;
• That all above activities are subject to internal audits and within the scope of work of external audits;
• That necessary information reaches the management, including information related to the risks of these activities. Necessary
reports are submitted to the Bank’s Board and regulatory authorities and disclosure requirements are met in accordance with the
laws and regulations that govern the Bank work.
Board Credit & Investment Committee
The tasks and responsibilities of the Committee are mainly to look into the recommendations and requests put forward by the
Management Credit Committee pertaining to requests falling beyond the scope of its authority.
• The Committee is comprised of the Chairman or his Deputy, and the membership of two Directors.
• The committee meets on weekly basis.
• The Committee regularly conducts a revision of the credit and Investment policies and updates them in accordance with relevant laws
and regulations.

IV. Executive Management

1. The executive management lays down the business plans to achieve and implement the Bank’s strategy. Business plans are
developed through a comprehensive planning process that encompasses all the departments of the Bank.
2. The executive management conducts a regular review of the achievements and compares them to established plans and takes
corrective measures if needed.
3. The executive management prepares budget estimates as one of the planning and monitoring tools.
4. The executive management is considered responsible for the preparation and development of policies and procedures pertinent to
managing the various risks. It is also responsible for overseeing the implementation of the strategies endorsed by the Board.
5. Management of the operational, day-to-day affairs of the Bank that fall within the tasks and responsibilities of the Bank’s executive
management.
J ordan K uwait B ank 11

V. Executive Committees
To ensure that corporate governance principles are applied, JKB has several specialized executive committees that were formed for
specific purposes in order to increase the Bank’s overall effectiveness. These committees include the following:

• Executive Committee
• Assets and Liabilities Committee
• Investment Committee
• Credit Classification Committee
• Corporate Credit Committee
• Retail Credit Committee
• Information Systems Steering Committee
The membership of these committees is comprised of the General Manager as the committee head and some or all deputies and
assistants to the General Manager and executive managers as members.
In addition to the above-mentioned committees, the following committees were formed: Procurement Committee and a committee for
managing the handover of new and renewed branches to the Bank.
The following summary highlights the key tasks and responsibilities of the executive committees:

Executive Committee
The key functions and responsibilities of the Executive Committee include following-up on the Bank’s various achievements and work
progress as well as conducting periodic review. In addition, identify means to improve the various aspects of the Bank’s activity to achieve
set objectives and respond timely and effectively to new developments. The Committee is headed by the General Manager and includes
the Deputy General Manager / Banking Group, Head of Support Services Group, Head of Risk Management & Compliance Group,
assistants and executive managers. The Committee meets monthly or on need basis.

Assets and Liabilities Committee

The strategic objective of the committee is to augment the long-term profitability of the Bank through the proper allocation of resources
on lucrative deployments while maintaining an acceptable level of risk that is compliant with the Bank’s objectives. The committee
carries out two key tasks:
• The strategic distribution / allocation of both assets and liabilities.
• Risk monitoring and control.
• In addition, assess the return / risk of the various assets and the capital structure along with resulting consequences and search for
resources of funds, valuate them and price them.
• The committee is formed of the General Manager as the committee head and the membership of each of the following:
• Deputy General Manager / Banking Group
• Head of Support Services Group
• Head of Risk Management & Compliance Group
• Assistant General manager / Treasury and Investments
• Assistant General Manager / Credit
• Assistant General Manager /Financial Department
• Assistant General Manager / Retail & Consumer Products
• Executive Manager / Risk Management Department
• Executive Manager / Treasury and Investments
The committee meets every month and on needs basis.

Corporate Credit Committee

The committee’s tasks and authorities may be summarized as follows:
• Approve credit within specific ceilings set out in the Bank’s credit policy.
• Provide recommendations to the Board Credit and Investment Committee pertaining to all requests that fall beyond its authority.
• Provide recommendations to the Board Committee pertaining to the legal proceedings to be taken against defaulters.
• Provide recommendations to the Board Committee pertaining to the Non-Performing Loans settlement or rescheduling programs, in
accordance with the regulations of the CBJ or other regulatory bodies that govern the foreign branches of the Bank.
• Approve the pursuit of legal actions against clients with default payments of consumer loans, term sales and credit cards within
specified ceilings.
• Review approval / decline decisions within specified authority levels.
• Review and amend the credit policy and recommend its adoption to the Board Credit & Investment Committee
 12 J K B C orporate G overnance M anual

The committee is headed by the General Manager with the Deputy General Manager/Banking Group as his deputy and the membership
of the following:
• Head of Support Services Group
• Head of Risk Management & Compliance Group
• Assistant General Manager / Retail & Consumer Products
• Assistant General Manager / Credit
• The Executive Manager / Legal Department participates as the committee’s legal advisor.The Head of Credit Administration and
Control acts the committee’s secretary.
The committee meets at least twice a week.

Management Investment Committee:

The Committee’s tasks and responsibilities are summarized as follows:
• Review the recommendations supported by research carried out by the Treasury and Investment Department with regards to
making new investments, withdrawing from current investments, or to increase or decrease current investment capital and to make
appropriate decisions within their authorities according to the investment policy.
• Provide recommendations to the Board Credit and Investment Committee regarding requests that fall beyond their authority.
• Annually revise the bank’s investment strategy in addition to the investment policy and investment determinants within it and to
provide the Board of Directors with their recommendations regarding amendments and suggestions for approval.
• Annually revise the authority limits defined by the investment policy and to provide the Board of Directors with their recommendations
regarding amendments and suggestions for approval.
• Monthly revise the components of the investment portfolio and its overall performance with regards to its return and associated risk
compared to previous periods.
• Evaluate the performance of each investment separately by comparing the actual return of investment with any indicator the
committee chooses from one time period to another.
• Evaluate to what degree the bank’s investments comply to and are aligned with the investment policies, determinants and associated
risk and to put forth the necessary plans to stay in line with the limits defined by the investment policies in the case the limits are
surpassed.
• Review the monthly investment report produced by the Treasury and Investment Department, and submit the report to the Asset and
Liability Management Committee (ALCO).
• Provide recommendations to the board of directors to appoint or terminate the services of investment trustees, custodians and/or
any party that provides services related to the bank’s investments.
The committee is headed by the General Manager with the Deputy General Manager / Banking Group as his deputy and the membership
of the following: -

• Head of the Risk Management & Compliance group

• Assistant General Manager / Treasury & Investments
• Assistant General Manager / Retail & Consumer Products
• Executive Manager / Treasury and Investments
• Executive Manager / Risk Management
• Senior Manager / Treasury and Investments acts as committee secretary.
The committee meets at least once a month.

Information Systems Steering Committee

The Committee is entrusted with carrying out the following tasks:

• Defining the strategic direction for the Bank’s information systems.

• Reviewing the Bank’s information systems implementation policies.
• Providing information and direction for the IT department with regard to IT strategic plans.
• The committee carries out the tasks of the IT Security Committee.
The committee membership is comprised of the General Manager as the committee head and the membership of all members of the
executive committee. The Committee holds its meetings monthly or on need basis.
J ordan K uwait B ank 13

VI. Internal Control

1. The Internal Control structure shall be reviewed by the External Auditor and the Internal Auditor at least once every year.
2. The Board provides information in the Bank’s annual report on the adequacy of the Bank’s internal controls over its financial
reporting. This information includes:
• A statement of executive management’s responsibility for establishing and maintaining adequate internal control over financial
reporting for the Bank;
• A statement identifying the framework used by executive management to evaluate the effectiveness of internal control;
• Executive management’s assessment of the effectiveness of internal controls as of the date of the financial statements;
• Disclosure of any material weaknesses in the internal controls;
• A statement that the Bank’s external auditor has issued an attestation report on executive management’s assessment of the
effectiveness of internal controls.
3. The Bank has to set up arrangements whereby staff can confidentially raise concerns about possible irregularities, and that allow
for such concerns to be independently investigated and followed up. Such arrangements are overseen and monitored by the Board
Audit and Risk Committee.

Organizational Structures and Work Organization at the Bank

In order to achieve the principles of internal control and the foundations of corporate governance; especially dual control and clarity
of authority and responsibility lines, the Bank has distributed tasks and duties among its different departments and clearly defined
authority and responsibility lines. In addition, it has set the various detailed policies that were adopted by the Board, most important of
which are that Credit Policy and the Investment Policy at the Bank, as well as other policies related to Risk Management and Compliance
Monitoring.
Within this framework, the Bank’s organizational structure points to the fact that the Board of Directors sits squarely at the top of the
pyramid. After that come the roles of the Chairman and the General Manager, respectively. Work at the Bank has been divided into three
main groups as follows:
The Banking Group: Includes the activities of Credit Facilities, Treasury & Investment as well as Retail & Consumer products. Each of
these activities is divided into sub-activities to ensure specialization of work and to achieve the principles of internal control.
This group is managed by the Deputy General Manager / Banking Group.
The Risk Management & Compliance Group: Includes the activities of the Risk Management (Credit Risk, Operational Risk and Market
Risk, IT Security, business continuity plan, and credit administration and control)in addition to compliance control and credit remedial
and collection.
The group is managed by the Head of Risk Management and Compliance Group. The Risk and Compliance Control Departments also
submit their reports to the Board Audit and Risk Committee.
The Support Services Group: Includes the activities of Information Systems Departments, Central Operations, Finance and Administrative
Services. Each of these activities includes other specific sub-activities.
This group is headed by the Head of Support Services Group.
There are other departments that are headed by Department Managers and that report directly to the General Manager which are: Legal,
Marketing & Public Relations and Human Resources Departments.
As for the Internal Audit Department; it reports directly to the Chairman of the Board and submits its reports to him and to the Board
Audit and Risk Committee.

Key Tasks and Duties of the Various Bank Departments

The Bank has organized the work of its various departments by setting a suitable organizational structure for all departments, defining
their tasks and duties, and job descriptions for the different jobs at the departments as outlined hereinafter.

Credit Facilities Department

The organizational structure indicates that this department is headed by the Assistant General Manager / Credit, and the duties are
divided among two departments: The Corporate Credit Department and the SME Credit Department.
The tasks and duties of the Credit Facilities Department are as follows:

Corporate Credit Department

- The study and management of direct and indirect credit within certain ceilings. It is responsible for Syndicated Loans, Government
Institutions’ credit, Social and Political VIPs credit, Project Financing, Financial Leasing and Special Corporate Credit Programs.
SME Credit Department
The study and management of direct and indirect credit facilities within specific categories. It is responsible for loans granted to small
and medium-sized projects.
 14 J K B C orporate G overnance M anual

Retail & Consumer Products

The organizational structure indicates that this department is headed by the Assistant General Manager / Retail & Consumer Products
and that the duties are divided among the Branches Department, Private Banking Department, Consumer Loans Department, Sales
Department and Cards Unit

Branches Department
The key functions and responsibilities of the Branches Department Include:
- Review and amend work procedures to facilitate and speed up serving the Bank’s clients while maintaining the high level of services
offered, focusing on quality, accuracy and speed in offering these services and excellent customer service.
- Coordinate between Bank’s branches and various departments of the head office and between the branches.
- Promote and market the Bank’s products and services in line with the goals and plans in place.
Private Banking Department
The key functions and responsibilities of the Private Banking Unit include:
- Study investment proposals offered to the Bank.
- Management of clients’ investment portfolios in global markets.
- Establish relationships with investment banks and fund managers worldwide.
- Market the Bank’s, as well as sister companies’, services and products to major clients.
Consumer Loans Department
Examine personal credit facility requests submitted to the Personal Loans Department by branches and offices that have some exceptions
that fall outside of their authorities.

Sales Department
Carry out periodic field visits to current as well as prospective clients of specific products, the aim of which is to learn about the current
and future needs of these clients and what their expectations of the Bank are, as well as to know what their opinion is regarding the level
of services being offered and to obtain constructive criticism from them.

Treasury and Investment Department

The organizational structure indicates that the department is headed by the Assistant General Manager / Treasury & Investment. Work
is divided into several activities which are: Dealing Room, International Relations and Correspondent Banks, Investment Funds, Local
Investment, Treasury Operations, External Unit Coordination Office.
The most important tasks and duties assigned to the Treasury and Investment department are:
1. Manage foreign and local currencies liquidity in such a way that achieves the highest returns on shareholder’s equity.
2. Manage the assets and liabilities in local and foreign currencies to achieve the highest possible returns within acceptable risk
boundaries.
3. Manage investment portfolios of bonds, stocks and the various monetary instruments in foreign and local currencies.
4. Coordinate with correspondent banks in order to maintain exceptional relations with them and follow up on the credit ceilings granted
to the Bank.
5. Continual search for available investment opportunities according to their alignment with the adopted investment policy and the
instructions of the CBJ.
6. Provide investment services that are related to the department such as margin dealing, postponed contracts, derivatives, stocks,
bonds, escrow, investment caretaker and issue manager.
7. Work on supporting work centers and branches in performing their tasks.
8. Follow up on commitment reports with administration departments, senior management and external bodies.
9. Study the performance of companies’ stock and their financial standings and send investment reports to senior management.
As for the External Banking Unit, the following is carried out (in coordination with the Branches Operations Coordination Office):
1. Provide banking services to clients such as accepting deposits, granting direct and indirect credit facilities and following up on the
Bank’s stocks and bonds investment portfolios.
2. Represent the Bank in front of official and non-official bodies in Cyprus.
3. Provide the Central Bank of Cyprus with all the reports and financial statements required regarding the branch’s activities there.
4. Coordinate with the External Financial Unit’s Liaison Officer at the Treasury Department to facilitate workflow between Cyprus branch
and all other departments and branches.
5. Send periodic reports and financial statements that were audited by the external auditor, to the Bank’s management.
6. Apply laws and regulations issued by the CBJ and the Central Bank of Cyprus regarding the operation of the branch, as well as
management instructions, and ensure that employees are familiar with them.
The Financial Department carries out the Back Office operations of the department in addition to the role of the Risk Department in
identifying risks that result from any kind of operations carried out by the Treasury Department.
J ordan K uwait B ank 15

Internal Audit Department

The philosophy of Internal Audit is based on its mission to provide assurance and independent and objective consultation that adds value
or enhances processes, and assist the Bank’s management in achieving its set goals through setting a regular methodology to evaluate
and improve the effectiveness of risk management processes, internal audit and corporate governance.
A charter was created for the department according to International Best Practices. Following are the most important features of the
charter:

Objectives
The department works on achieving the following goals:
• Provide reasonable assurance regarding the level of effectiveness and efficiency of internal control systems at the Bank and their
ability to achieve the following:
1. Integrity and reliability of financial and operational data.
2. Efficiency of operations.
3. Compatibility with the regulations, instructions and laws in force.
4. Maintaining the Bank’s assets and property.
5. Continuity of work under all circumstances.
- Provide reasonable assurance regarding the level of effectiveness and efficiency of the Bank’s risk management systems and
corporate governance processes.
- Improve and develop internal control systems, risk management and corporate governance processes.
- Add value to the Bank through offering consulting services required by the Bank’s management.
- Improve and develop processes and products in such a way that serves the Bank’s goals.
Authorities
In order to achieve all the goals entrusted to the Internal Audit Department, the department is granted the following authorities:
- Perform audit and review operations for all of the Bank’s work centers and subsidiary companies.
- Refer to and view all the records, systems, data and reports of the Bank and subsidiary companies.
- Direct communication with all employees of the Bank and subsidiary companies.
- Define the nature, scope and timing of audit and review processes.
All work center managers at the Bank or subsidiary companies must inform the Internal Audit Department of any problems or significant
incidents the instant they occur and without delay.

Independence and Objectivity

In order to ensure the necessary independence, the Internal Audit Department shall:
- Administratively report to the Chairman of the Board, and functionally to the Board Audit and Risk Committee.
- Prepare reports and send the results of its work directly to the Chairman of the Board and the Board Audit and Risk Committee.
In order to ensure the objectivity of the Internal Audit Department’s officers and employees:
The direct responsibility for control and risk management shall remain within the direct responsibilities of work centers.
The department is not responsible for any operational actions, and the department does not have any direct responsibility or operational
authority over the activities which the department is responsible to review and audit.
The process of providing consultation by the Internal Audit Department to Executive Management does not hinder the responsibility of
Executive Management for appropriate implementation and control of its various activities.

Scope and Responsibilities

1. Audit Scope
- The department’s scope of work includes all work centers, activities and operations of the Bank; in a manner that enables the
department to assess the suitability and effectiveness of internal control systems, risk management and corporate governance
processes, and accomplishes all the tasks and responsibilities entrusted to it.
- The department conducts periodic reviews and audits based on the priorities of the Risk-based Audit Plan adopted in the department’s
strategy which is approved by the Board of Directors and its Board Audit and Risk Committee.
- The department also conducts any special reviews or consultations based on the directions of the Chairman, the Board Audit and Risk
Committee or the Department Manager.
2. Relationship with External Auditors and Central Bank Inspectors
- The Internal Audit Department is the liaison between external auditors and Central Bank of Jordan inspectors from one side and the
Bank’s various departments and work centers on the other; whether that is during review processes or during the phase of replying
to remarks and reports.
- The Internal Audit Department handles the process of coordination with external auditors in the fields of planning, timing and
implementation of audit and review processes in order to avoid any conflicts.
 16 J K B C orporate G overnance M anual

Mission
- In order for the department to be able to achieve its goals, it carries out the following:-
1. Assess the sufficiency and effectiveness of internal control systems at the Bank and subsidiary companies.
2. Assess the sufficiency and effectiveness of risk management and corporate governance processes at the Bank and subsidiary
companies.
3. Assess the accuracy and correctness of data and reports through periodic visits of branches, departments and subsidiary companies
in addition to the daily reports issued by the Internal Audit Department.
4. Assess the capital adequacy of the Bank and subsidiary companies in facing the all possible types of risk.
5. Assess the level of commitment and adherence to instructions, laws and policies in effect and which govern the work of the Bank.
6. Assess the phases of developing and maintaining the Bank’s systems.
7. Conduct all special investigations needed regarding important and material problems and violations.
8. Assess the sufficiency and effectiveness of procedures for maintaining the assets and property of the Bank and its subsidiary
companies.
9. Assess the level of achieving the set goals for the various processes and work centers at the Bank.
10. Assess the ability of the Bank and subsidiary companies to continue work under all circumstances.
11. Follow up on reports and recommendations issued by the department and external auditors/Central Bank of Jordan inspectors to
ensure that corrective actions were taken and asses the sufficiency of taken measures.
12. Assess the proposed work procedures and policies in such a manner that guarantees the progress of work and meets all requirements.
13. Assist that Bank’s management in combating fraud by means of reviewing and assessing the level of efficiency and effectiveness
of control procedures to limit such operations. (Whereas the main responsibility of preventing and discovering these cases remains
with the Bank’s management).
- The Internal Audit Department is also responsible for assisting the Executive Management and the Board of Directors through
providing the needed consulting according to standards and best practices.
Accountability
- Prepare and implement an annual Risk-based Audit plan and methodology approved by the Chairman and the Board Audit and Risk
Committee.
- Send detailed reports on the results of all audit visits and investigations. The reports shall contain the audit’s scope, key remarks,
recommendations and the required follow up procedures.
- Increase the efficiency and effectiveness of internal audit processes through the use of automated audit means and tools; and by
following the relevant standards and best practices.
- Professional development of the internal audit employees by enrolling them in relevant training courses to ensure they are up-to-date
with the latest developments in the internal audit profession.
- Take necessary procedures to ensure that all of the department’s work is carried out according to the internal audit professional
standards and best practices, in addition to the requirements of regulators that govern the Bank’s work.
Periodic Assessment
The Internal Audit mandate is subject to annual review by the department in order to assess its capabilities to carry out all the tasks
and responsibilities assigned to it and achieve the desired goals. Any needed modifications are presented to the Board Audit and Risk
Committee for approval.

Communication
Based on internal audit standards and the publications issued by BASEL Committee, this mandate must be communicated to all work
centers at the Bank and its subsidiaries so that they are informed of it in order to facilitate the task of the Bank’s Internal Audit
Department.

Risk Management Department

The different risks that the Bank is exposed to are managed by an independent Risk Management Department which reports to the Head
of Risk Management & Compliance Group; and submits its periodic reports to the Board Audit and Risk Committee.
The responsibilities of the Risk Management Department at the Bank include the following:
- Identify, measure, monitor and control risks and provide recommendations to mitigate the risks that face the Bank and guarantee the
highest degree of coordination with all relevant Bank operations and departments.
- Provide recommendations to define the size and type of each of the acceptable main risks by the Board of Directors and ensure that
current risks are in line with planned risks (Risk Appetite).
- Setting goals and scenarios for stress testing and applying them and submit the results of these tests to the Executive Management
and Board Audit and Risk Committee.
- Apply the Internal Capital Adequacy Assessment Process (ICAAP) and submit the results to the Executive Management and the Board
Audit and Risk Committee.
- Develop the methodologies for measuring and controlling each type of risk.
- Provide recommendations when setting the limits of the various risks that the Bank is exposed to, review them and provide
recommendations to the Board Audit and Risk Committee, as well as record cases that are exceptions to risk management policies.
J ordan K uwait B ank 17

- Provide the Board and Senior Executive Management with information regarding the Bank’s risk measurements and risk profile
(qualitative and quantitative statistics to be presented at each Board meeting).
- Highlight risks transparently and ensure they are clear and understood internally and disclosed to the public.
- The Bank’s committees, such as the Executive Committee, Credit Committees and the Assets and Liabilities/Treasury Management
Committee assist the Risk Management Department in conducting its tasks within the specified authorities of these committees.
- The Bank shall include in the annual report enough information regarding the Risk Management Department, especially its structure,
processes and the developments it underwent.
- The department spreads risk awareness among the Bank’s employees regarding modern ways and methods of Risk Management in
such a way that achieves the concept of comprehensive risk management.
- The department follows up on the instructions and recommendations released by the various regulators, including BASEL committee,
and translates them into work plans, policies and procedures.

Credit Administration & Control Department

The organizational structure shows that the department is headed by the Executive Manager of the Risk Management Department, to
whom the department manager reports to. Duties are divided among the following units: Internal Operations Unit, External Operations
Unit, Legal Documentation Unit and Committees & Decisions Unit.
This department was separated from the Facilities Administration in order to achieve segregation of duties and to be in line with bilateral
control.
The most important tasks and duties of the Departments’ units are as follows:

Internal Operations Unit

1. Carryout functions related to granting facilities, their renewal, adjustment and cancellation. As well as the preparation, review,
posting and adoption of accounting records relevant to the performed transactions.
2. Posting the data of guarantees to the Banking system.
3. Posting the data of credit portfolios assigned to the credit officers and their authorities, as well as the authorities of branches
and offices in regard to current accounts with no sufficient balances, to the Banking system, based on a decision by the Credit
Department.

External Operations Unit

1. Prepare a statement of loan classification, calculating impairment and reserves provisions as well as all relevant data that is required
as per the instructions of the CBJ, regulators and the Bank’s external auditor.
2. Prepare a statement of credit concentrations, enter relevant data to the Banking system so that relevant groups, members of the
Board of Directors, Executive Managers and subject companies and such data that is required by the instructions of the Jordan
Central Bank and regulators.
3. Prepare a statement of the Bank’s clients banking risks and request their secret numbers from the CBJ, enter into the Banking
system and approve the monthly system update before being sent to the CBJ.
4. Direct inquiries regarding the risk position of new clients towards other banks through direct connection with CBJ.
5. Reply to other banks’ inquiries pertinent to the Bank’s clients.

Committees & Decisions Unit

1. Index and organize the issues that need to be brought to the attention of the Corporate Credit Committee, Retail Credit Committee
and the Board Credit and Investment Committee according the authority levels defined by the credit policy guidelines.
2. Attend Corporate Credit Committee meetings and Retail Credit Committee meetings and prepare their decisions.
3. Draft the Board Credit and Investment Committee minutes of meeting.
4. Inform the concerned clients, branches and departments of the decisions taken by the committees (Corporate Credit Committee,
Retail Credit Committee or Board Credit and Investment Committee).
5. Prepare release letters for property mortgages, possession mortgages, stocks or vehicles.

Legal Documentation Unit:

1. Prepare and approve contracts and supporting documents that document transactions up to a specified ceiling. All transactions that
exceed that ceiling need to be approved by the Legal Department.
2. Solicit legal opinion in the cases that require it.
3. File the first copy of contracts, supporting documents and mortgage bonds in safes and in the Unit Manager’s custody.
4. Correspond with the Administrative Services Department regarding the appraisal of real estate properties or the properties proposed
as collateral for credit facilities.
 18 J K B C orporate G overnance M anual

Compliance Control Department

The process of controlling compliance is considered an independent function which aims at ensuring that the Bank and its internal
policies are in compliance with all the laws, regulations, instructions, directives, codes of conduct, sound banking standards and
practices issued by the local and international regulators.
1. The processes of compliance control are managed through an independent department, which reports directly to the Head of Risk
Management & Compliance Group and submits reports periodically to the Board of Directors through the Board Audit and Risk
Management Committee with a copy sent to the Executive Management.
2. The Board of Directors adopts and monitors the Compliance Policy while it is prepared and developed by the Compliance Control
Department and communicated to all of the Bank’s departments.
3. Employees of the Compliance Control Department are not assigned any executive work where there may be room for conflict of
interest.
4. Compliance risks include the risks of not abiding by the laws, regulations, instructions and legislations issued by the various regulators,
in addition to the risks of money laundering operations, reputation risks, risks of non-compliance with professional conduct charters
and standards, intellectual property rights risks including regulations and any other relevant issues.
5. The scope of work of the Compliance Control Department includes the risk of non-compliance across all of the Bank’s managements
and branches in Jordan and outside as well as subsidiary companies.
6. The Board of Directors takes the necessary actions to support the values of integrity and sound professional conduct within the Bank
such that compliance with the applied laws, regulations, instructions and standards constitute a primary goal that must be achieved.
It also assesses the effectiveness of Compliance Risk Management at least once a year or whenever needed. Furthermore, the
application of the Compliance Policy at the Bank is controlled and followed up by the Board of Directors through the Board Audit and
Risk Committee.
7. The responsibility of Compliance Management is summarized by assisting Executive Management and the Bank’s employees to
manage “Non-Compliance Risks” that face the Bank; especially the risks of money laundering operations. In addition, Compliance
Management provides advice to Executive Management regarding the applied laws, regulations and standards as well as any
amendments that may take place.
8. The Compliance Control Department has the authority to view all documents, records and contracts that enable it to perform its job
with high quality, objectivity and transparency; in addition to viewing internal audit reports and the reports of external regulators -at
the forefront of which are the Central Bank of Jordan and regulators whom the Bank’s branches outside Jordan are subject to.
9. The Compliance Control Department has the authority to communicate with all employees at the Bank and subsidiary companies to
get the information and clarifications it finds fit.
10. Full coordination shall exist between the Compliance Control Department and the other departments, especially with the Internal
Audit Department and Risk Management, to obtain compliance reports that highlight conformity of work progress with the legislations,
laws and instructions of regulators.
11. The Bank informs the Central Bank of Jordan of any violations resulting from noncompliance especially violations that subject the
Bank to legal penalties or material financial or reputation losses. In addition to informing the Money Laundry Unit at CBJ of any cases
that should be reported.

Credit Remedial and Follow Up Department

1. Follow up on loan settlements ensuring to ensure timely payment in accordance to a sound internal policy and procedure manual and
in line with the Central Bank of Jordan’s and regulatory authorities’ instructions.
2. Reduce nonperforming loans ratio and work at minimizing any clients to default on their loans by implementing an early warning
system and in return avoiding setting aside additional provisions for non-performing loans, improving liquidity ratios and capital
adequacy ratio.
3. Analyze the trends and indicators of overdue settlements, the results of which are the adoption of account management strategies
to reduce non-performing loans ratios and increase recovery and coverage rates.

Code of Conduct
The Bank adopted a Code of Conduct which was approved by the Board of Directors. All the Bank’s employees across the various
managerial levels as well Board members have pledged to commit to it.
The code defined the ethics, values and principles of Bank employees in four main areas which are:-

1. Integrity
2. Compliance
3. Transparency
4. Loyalty
Integrity: the code included that Bank employees are committed to the following:-
J ordan K uwait B ank 19

- Depositors’ money is a trust and a responsibility that must be preserved.

- Non-conflict between personal interests and the Bank’s interests.
- Not to use inside information to achieve personal interests.
- Maintain objectivity and not be influenced by personal relations.
- Not to enter into business relationships with clients and suppliers.
- Not to discriminate between clients.
- Not to accept gifts, benefits and invitations.

Laws and regulations: All employees must commit to financial confidentiality, the Bank’s policies and its work guidelines, give the needed
care in combating money laundering, not to issue dishonored checks and commit to management’s decisions.
Transparency: the Bank’s employees are committed to the correctness of the declared numbers, data and reports as well as the accuracy,
sufficiency, timing and compliance of this data with standards; in addition to declaring personal interests, employee financial standing
and his business activities and declaring violations and damages.
Loyalty to the Bank: loyalty is achieved through realizing the Bank’s mission, vision, goals, role and by transforming the Bank’s slogan
into a tangible reality, winning clients’ satisfaction and retaining them; in addition to positivism, excellence, taking responsibility, quality,
efficiency, accuracy, continuing training, maintaining working hours, adapting to work stress in a team spirit, attention to appearance,
conduct and good attitude, caring for the Bank’s reputation and achievements, maintaining the Bank’s assets and appearance, not
disclosing any work secrets and taking permission from management before making any declaration regarding the Bank to the media.

VII. Governing Policies

Jordan Kuwait Bank regards providing written policies covering all the bank’s activities with high importance as these policies are
adopted by the board of directors and circulated to all management levels as well as reviewing and updating them regularly to reflect
any changes and amendments that occur to the laws, regulations, economic circumstances and any other matters related to the Bank.
These policies include credit policy, investment policy, risk policy, operational risk policy, compliance policy, internal monitoring and
control system policy, Anti-Money Laundering policy, IT security policy, business continuity policy, assets and liabilities management
policy, investment portfolio management policy, liquidity risk policy, interest rate risk policy, stress testing policy, emergency liquidity
policy, internal assessment of capital adequacy policy, whistle-blowing policy, and human resources policy.

VIII. Relations with Shareholders

1. The Bank develops positive relations based on transparency with all shareholders. In this field, the Bank saves no effort to encourage
all shareholders, especially small shareholders, to attend the annual meeting of the General Assembly and encourage voting. In
addition, consideration is given to voting on each issue that is raised during the annual meeting of the General Assembly separately.
2. The Chairmen of the various Board committees attend the annual General Assembly meeting.
3. Following the General Assembly meeting, detailed report is prepared to inform shareholders of the various remarks and questions
brought forth by the shareholders and management’s responses to them as well as the conclusions reached.
4. Representatives of the External Auditors attend the annual General Assembly meeting to answer any questions that may be raised
regarding audit and the auditor’s report.
5. Pursuant to the Companies Law, members of the Board of Directors are elected or re-elected during the annual General Assembly
meeting. The external auditor is also elected during the same meeting.
6. IX. Transparency and Disclosures
7. The Bank provides full information regarding its activities constantly and periodically to all stakeholders such as regulators,
shareholders, depositors and the public in general; focusing on issues with material impact on the Bank.
8. The Bank is fully committed to the requirements of full disclosure according to the International Financial Reporting Standards (IFRS)
and the disclosure instructions issued by the Central Bank and regulators.
9. The Bank follows up the various developments regarding the requirements of disclosure according to international standards, such
that they are immediately reflected in its financial reports.
10. The Bank commits to providing permanent and professional communication lines with all relevant stakeholders such as regulators,
shareholders, investors, depositors and other banks. To achieve this, the Bank shall create a position of Investors Relation officer
whose main task is to provide full and objective information regarding the Bank’s financial and administrative standing as well as
the Bank’s various activities.
11. The Bank’s annual report shall contain all information related to the Bank in a manner that is transparent and objective.
12. Publish periodic reports that contain quarterly financial information, in addition to a report from the Board of Directors regarding
the trading of the Bank’s stocks and its financial standing during the year as well as periodic briefs by Executive Management for
shareholders, financial market analysts and journalists specialized in the financial sector.
 20 J K B C orporate G overnance M anual

13. Hold periodic meetings between the Bank’s Executive Management and investors and shareholders.
14. The Bank provides the information available in its annual or periodic reports on the Bank’s website in both the Arabic and English
languages, where information is updated constantly.
15. The reports that the Bank presents must contain disclosure from the Executive Management about the results of current and future
operations, the financial standing of the Bank and any future results of risk that might affect the general financial standing of the
Bank.
16. To deepen the principle of transparency and disclosure, the Bank’s annual report must specifically contain the following:-
- The Banks’ Corporate Governance Guidelines and the extent it is committed to.
- Full information about the members of the Board of Directors including qualifications, experiences, share of the capital, their status
as Executives, Non-Executives or Independent, memberships in any other Boards of Directors, the bonuses and salaries they have
received, any loans granted to them by the Bank and any operations between the Bank and the member’s companies, himself or any
parties related to him.
- A brief of the responsibilities and tasks of Board committees.
- Frequency of Board and Board Committees meetings held.
- A brief of the Bank’s Remuneration Policy as well as the salaries and allowances of Senior Executive Management.
- The statement of the Board of Directors regarding the sufficiency of internal control systems.
- A description of the structure and activities of the Risk Management & Compliance Group.
- The main shareholders of the Bank and of companies that hold substantial portion of the Bank’s capital.
 Ejara Leasing Company United Financial Investments Company

FULLY OWNED COMPANY SUBSIDIARY COMPANY

Visa International Service Association

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Middle East Payment Services

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